GM 1927 30 BIQS Assessment Self Assessment 2019

GM 1927 30 BIQS Assessment/ Self - assessment
Supplier: BIQS Level:

Safety Concerns:
Location: *BIQS 30 is not used to calculate BIQS Score
Assessor Name:
DUNS:
Assessment Date:
BIQS Score:
Total Elements: 0 Number of Green: 0 Number of Yellow: 0 Number of Red: 0
PROBLEM SOLVING CLOSURE EFFECTIVENESS: ( Review board or log file and select 3 closed issues as per below details )
ENGINEERING CHANGE REQUEST /

DEPT CONTAINMENT WORKSHEET
READ ACROSS TO SIMILAR LINES /

STANDARDIZED WORK UPDATED
ERROR PROOFING VERIFICATION
FAST RESPONSE PROCESS USED
GENERAL AREA TAGGING / NC

EFFECTIVENESS MONITORED
PROCESS CHANGE REQUEST

ADDED TO LAYERED AUDIT
PROBLEM SOLVING FORM
CONTROL PLAN UPDATED

QUALITY ALERT POSTED
ADDED TO CARE / GP12
TRAINING COMPLETED
CORRECTIVE ACTION
MATL SEGREGATION
ISSUE DESCRIPTION
ERROR PROOFED
PTR CONDUCTED
QUALITY ISSUE #
FMEA UPDATED
RECURRENCE
CHANCES OF
PROCESSES
COMPLETE
COMPLETE
USED
* Instructions - Get 3 Closed Problem Solving Issues from the Supplier (different plant/product) and review each with the above check list to measure the effectiveness of the problem solving.
* Supplier: Be prepared to show documentation/evidence that supports completion of the key components of effective problem solving identified in the chart above.
X= Noncompliant O= Compliant N/A= Not Applicable
TAB 1 - Corrective Action Review 463858339.xlsx Revision Number: 13

GM CONFIDENTIAL Revision Date: 1/8/2019
* How to Score -
Green: A mature, well-defined, quality system or process is in place, being followed/utilized as directed, and the system or process does not place GM at unnecessary risk.
NOTE:
Metrics: S= Safety; P=People; Q=Quality
NOTE: For Complete BIQS Training please
Yellow: Quality system or process is in place, but is not followed/utilized as intended. R= Responsiveness; C= Cost; E= Environmental refer to GM 1927 36 group of documents in
Red: Quality system or process is not evident, or the current system or process in place puts GM at significant risk.
BIQS 30 is not used to calculated BIQS Level score. SupplyPower
How we do it (major steps guidelines) Metrics

BIQS What it is and Why is important Connected to Score Comments
impacted
What: A proactive method to improve the longevity of the * Critical parts are identified. List of critical spare parts exists. Input: S: Incidents
manufacturing process equipment therefore increasing their * Acceptable stock of spare parts exists. Condition of storage OK. PFMEA; P
effectiveness in quality and thruput. * PMs are tracked in a computer aided system or manually using excel Error proofing Q: Poor
charts, etc. Bypass quality
Why: Normal wear and tear can result in lower machine * Reports for Mean Time To Repair and Mean Time Before Failure are management; R: OEE
efficiency. Preventive maintenance assures optimal working generated to check how maintenance was improved to reduce Training; Alarm C:
GM 1927 36.2 Maintenance
conditions and conserves the life span of the equipment. downtime. and escalation Unscheduled
Zero unplanned downtime (breakdowns) * Reports of the PM schedule. Right frequencies. No overdue PMs. Output: overtime;
Zero speed losses of equipment * PMs must include machine, toolings and gages. Standardization; Downtime;
Zero defects * Work orders are created for PM open issues and are closed out in a Process change Scrap;
In addition it values a safe working environment: timely manner. Control; Equipment
Zero accidents * Evidence of use of predictive and/ or preventive maintenance. Feedback/Feed cost;
Production Operator should perform daily Preventive forward E: Air
Maintenance tasks / checks in a Standardized manner to filtration;
identify potential equipment or tooling failures before Chemicals;
breakdown. (when required) etc
What: Program to define how to staff and train operators in * Training plan and timetable exists for each employee aligned to the All the BIQS S: Accidents
their job with a training ramp up defined. business plan based upon job requirements and evaluations. elements P:
This program (training) helps to assure all operators have * Training is being completed on time and it is on schedule. Suggestion
adequate and similar training, assuring unqualified operators * Training process is standardized and effective. Flexibility chart is programs;
receive training prior to operating equipment and to reduce updated for all operation. Empowerme
GM 1927 36.3 Training
sort, rework and containment activities. * There is a standardized process for training such as 4 step (Harvey nt;
Why: To ensure all operators including temporary or Ball). Team members are able to share about how they are trained. Q: FTQ
supplemental employees work safely, follow standardized * Flexibility Charts are updated for all operations. R:
work and meet all quality and productivity requirements. * Leadership is able to show the status of the annual training plan for all C:
To assure a satisfactory training ramp up to meet contracted employees (salary and hourly) within the plant. Note: Verify the training Downtime;
rates and quality standards. plan content is sufficient for plant needs. Scrap;
To Ensure the Success in Launch & Quality * There is evidence of team member retraining when standardized work Overtime
To develop people. is updated. E:
What: Supply Chain Management is the management of * Tier supplier targets are defined and their performance is tracked. Input: S: Safety
moving raw materials, sub-components, and finished goods Annual Audits are performed, issues found are tracked until closed. PFMEA; PCP; SPPS
GM 1927 36.4 Supply Chain Management
through the manufacturing processes that add value to the (similar with BIQS assessment) Process P: Morale
next defined customer. * Quality Data is used in the sourcing decision process. Capability; All Q: FTQ
Supply Chain Management Provides a standardized way for * Evidence of how tier supplier targets are defined and how their BIQS Elements R: OEE/
managing the material movement through each step of the performance is tracked. Output: Uptime
manufacturing process. * Evidence of the periodic system audits performed at tiered suppliers Standardization; C:
Why: Material control provides the ability to maintain overall and how issues found are tracked until close. Fast Response; Downtime;
value stream traceability. * Evidence of the internal and external issue tracking process used at Problem Solving Overtime;
Ensure all tiers of the supply chain have systems and their tiered suppliers. Example: Similar to Fast response tracking Premium
processes to evaluate, select, communicate expectations method. freight;
and requirements, measure performance, and develop their * Evidence of how Quality Data is used in the sourcing decision process. Warranty;
suppliers. It also provides final customer with high stability, E:
high quality parts & service from initial Tier 1 thru entire
supplier chain.
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BIQS What it is and Why is important Connected to impacted Comments
What: PFMEA is proactive analytical technique for each * PFMEAs are available for all operations within the plant. DFMEA S: Incidents;
process step that identifies risk. It is a structured procedure * ME is able to show evidence of how material handling failure modes and All the BIQS Safety SPPS
for identifying and eliminating process related failure modes (i.e. wrong parts, mixed parts, containment control, etc.), labelling and elements P:
as well as a way to document the entire process. repairs are comprehended in the PFMEA. Q: FTQ
GM 1927 36a Process Failure Mode and Effect Analisys
The PFMEA is a living document and should: * PFMEA structure also includes product requirements, multiple causes R: OEE;
Take into account all manufacturing operations from for failure modes where applicable. Uptime
individual components to assemblies, and Include all * Severity is studied based on all risks such as plant risk, customer risk, C:
processes within the plant that can impact the manufacturing and end user risk . Downtime;
and assembly operations, such as shipping, receiving, * PFMEA workshops meeting minutes exists and the meetings are Scrap; Cost
equipment, transporting of material, storage, conveyors or conducted by cross functional teams, including manufacturing and team recovery;
labeling. member input. Warranty;
A Control Plan will be developed to eliminate or reduce the * RPN values are consistently applied using Severity, Occurrence and E:
chance of the failure occurring. Detection ranking tables.
It should set the application of Error Proofing techniques, * Risk Limiting Method (GM specific risk evaluation method) or
based on the effect of the potential failure mode (severity equivalent- is being consistently applied using Severity, Occurrence and
index), in combination with its related RPN (Risk Priority Detection ranking tables and risk is evaluated using Risk Priority Level.
Number).
Why: To eliminate the cost of poor quality * Latest PFMEA Workshop meeting minutes are available (to ensure the
To establish a standard of quality to allow us to drive workshop is conducted by a cross-functional team and includes
Continuous Improvement.To achieve the end goal - ZERO manufacturing team member input).
defects .
PFMEA, supports manufacturing process development in
reducing the risk of failures.
What: The Process Capability is the ability of the process to Input: S: Incidents
meet customers expectations. It can be pictured as the gap * Capability reviews of process equipment with high risk/impact (e.g. PFMEA; PCP; P:
between the current process performance and the target minimum Key Characteristic Designation System) are held to identify Gauge Q: FTQ
expected by the customers. Process Capability is a process capability and required corrective actions. Calibration and R: OEE;
measurable property of a process to the specification, * A reaction plan for non-capable process is present. MSA; Training Uptime
expressed as a process capability index ( Cpk or Cpm) or as * Corrective action is documented. Output: C: Scrap;
a process performance index (Ppk or Ppm). * Process stability is monitored and used for process capability reviews. Problem Rework; Bad
Capability reviews of process equipment with high risk/impact * Capability studies on KPC's and PQC's or key defined points. Solving; Overtime;
(e.g. minimum Key Characteristic Designation System) are * Evidence that action plans are documented to address characteristics Maintenance; E:
GM 1927 36.a Process Capability
held to identify process capability and required corrective with low capability. Process Change
actions. Process stability is monitored and used for process Control;
capability reviews. * Evidence that Annual capability studies take place on all critical
Why: To ensure that each process and product is capable of equipment at a minimum.
meeting defined requirements. * Capability study is done after process stability.
To know / define requirements(specs) and verify capability to * Evidence that Safety and critical features are included in the capability
operate within actual process variation. study.
It predicts how many parts will be produced out of
specification to understand what tools would be required.
It provides the standard to improve the process.
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impacted
What: Simple signals that provide an understanding of the * All required Standardized Work Instructions (BIQS Element Input: S: Injuries
condition and drive some type of action. (normal or Standardization), and related information are clearly displayed at PFMEA P:Turnover
abnormal). workstation. FR;Training; Q: SPPS
GM 1927 36a Visual Standards and Controls
Visual controls cover everything from good, visual metrics Output: R:

and measures, to signs and lines on the floor or audio signals * The workplace has been organized using 5S and Work Place Standardization; C: Rework;
clearly indicating what is needed and when something is out Organization tools. LPA; Verification Overtime
of the ordinary. (Ex. Forklift backing up) Stations; E:
It means: a standard process that applies to all and makes * Critical process controls are visualized to allow out of standard Feedback/Feed
abnormalities visual. conditions to be easily detected and immediately corrected. Forward
Entire organization should be trained on Visual Standards
and be able to identify out of standard conditions every time * Evidence of Common visual control standards exists to allow teams to
they walk the production floor or the office. utilize across the organization. (The organization should have
Why: Visual controls allow us to see what the situation Standardized Work Place Organization for Maintenance, Production,
should be compared to an actual situation and take some Office, etc)
type of action. Making out of standard conditions visible,
supports employee engagement to solve problems and * Engineering changes (Product Engineering) are reflected in the Visual
supports identifying and eliminating WASTE. Team Members Standards.
should know and clearly understand Visual controls / * Visual Standards are updated as a result for the Fast Response
Standards. process where required.
What: * Visual Standards are clearly communicated to the team member at the Input: S: Injuries
Entire organization should be trained on Visual Standards workstation and incorporated or referenced in standardized work. Team Standardization; P:Turnover
/tactile/audible standards
and be able to identify out of standard conditions every time members are knowledgeable of the Visual Standards. SW; Visual Q: SPPS
communicated and
GM 1927 36a Visual
they walk the production floor or the office. * Team Member understand what their Quality Standards are so they controls;Training R: OEE
Why: Team Members should know and clearly understand can meet and exceed customer’s expectations Output: C: Rework;
understood
Visual controls / Standards to be able to see what the * Evidence that Visual Standards clearly differentiate good from bad and Alarm and Overtime;
situation should be compared to an actual situation and take are clearly identified as a Product Quality Standard aid. Escalation; Warranty
some type of action. * Critical process controls are visualized to allow out of standard Andon E:
Visual Standards to help differentiate "Good from Bad" must conditions to be easily detected and immediately corrected.
satisfy customer requirements. * Common visual control standards were developed to allow teams to
utilize across the organization. (SW Work Place Organization for
Maintenance, Production, Office, etc)
What: Error Proofing verification is a: Input: S: Safety

GM 1927 36a Error proofing / Detection Verification
Standardized method to verify error proofing /detection * A list of all error proofing devices is available. PFMEA; PCP; SPPS;
devices by simulating their failure modes . Reaction plan is * The method of the error proofing verification is defined and Training injuries;
identified in case of verification failed. documented in the standardized work. Output: P:
It is a method for reducing variation in the production * Evidence that all error proofing devices are checked for function Bypass; FR; Q: FTQ;
process by eliminating a potential failure mode to reduce (failure or simulated failure) at the beginning of the shift. Otherwise SW; LPA; Visual SPPS
human error and process failure. according to the process control plan or based on volume. controls; R:
It is the methodology of implementing the prevention and * Records of verification are available Standardization; C: Scrap;
detection portion of the “In Process Control and Verification” * Error proofing masters (when used) are clearly identified. "red rabbits" Maintenance; dowtime;
element. * Evidence that, when applicable the error proofing masters "red rabbits" Cost
It is a 100% check method, not sampling or statistical control. are calibrated. Recovery;
Prioritize based on SEVERITY * Evidence that records of verification are available. warranty;
Why:To prevent an error from occurring and protect the * Evidence that a reaction plan is available and it includes containment E:
Customer. in the event of error proofing device failure and is understood by the
To protect/provide customer traceability, team member.
To ensure/support bypass management (identify when * The reaction plan is standardized and understood in case of error
bypass management must be used) proofing devices malfunction
The objective of an error proofing device should be zero
defects leaving the station.
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impacted
Bypass management is a method to control out of standard * Evidence that Supplier location has a standardized “Manufacturing Input: S: Safety
manufacturing processes Bypass Process” defined and reviewed by manufacturing engineering, PFMEA; Error SPPS;
approved by quality (includes customer notification). Proofing; injuries;
* Evidence that everyone has been trained and know what to do when Output: P:
GM 1927 36a Bypass / Deviation Management
The plant shall identify manufacturing processes and error bypass is neccessary. Control Plan Q: FTQ;
proofing devices which can be bypassed or placed in * ALL error proofing devices have been identified. SW; Training SPPS
deviation. The Risk for all approved Bypass / deviation * The plant has a list of manufacturing processes and error proofing Visual Controls R:
processes are evaluated/reviewed and risks are reviewed. devices which can be bypassed or placed in deviation. LPA; FR C: Scrap;
Standard work instructions are available for each Bypass / * The plant has a list of manufacturing processes and error proofing dowtime;
deviation process. Implemented Bypass is reviewed regularly devices which can NOT be bypassed or placed in deviation. Cost
and goal is reduce or eliminate bypass. * The supplier needs to study the risk using the PFMEA (all approved Recovery;
bypass / deviation processes are evaluated) Warranty;
NOTE: * A separate Standardized Work is available for each bypass/deviation E:
(safety critical – severities 9 and 10 in PFMEA not process.
recommended to be bypassed unless the alternate process * Evidence that bypass is reviewed regularly with the goal to reduce or
has the same detection) eliminate bypass.
* The organization has a clear understanding of potential severity of
issue if bypass used.
* The operations, error proofing devices and detection systems in active
bypass are visually identified.
* The proper sequence of the bypass process such as: authorization to
enter and the exit the process, etc.are clearly executed in a
standardized manner.
What: Calibration is a method to ensure control quality Input: S:

measuring equipment is providing accurate data to defined * Gauge capability (e.g. gauge R&R, bias, linearity, stability, etc.) of Maintenance; P:
GM 1927 36a Gauge Calibration and MSA
standards. Measurement System Analysis (MSA) is the monitoring and measuring equipment is determined and the equipment Training, Q: FTQ;
methodology of obtaining measurements to ensure the is certified/calibrated at a scheduled frequency. Output: R:
integrity of the gauge and the data it is providing. The * There is evidence that MSA such as Gauge R&R and certifications are Standardization; C: Scrap;
measurement systems analysis process is the umbrella for completed on time per local procedure. LPA Downtime
all Quality Measuring Devices: * The results are studied and action is taken if results are not E:
*The failure mode and effects analysis (FMEA) and Control satisfactory.
Plan (MSA should cover all characteristic that the gauges control/measure)
*The statistical process control (SPC) * There is evidence that no gauges are past due for calibration.
*The production part approval process (PPAP). * A gauge control system and a calibration schedule exists.The
Why: To ensure that the gauge ( the decision making device) equipment is certified/calibrated at a scheduled frequency.
is providing the necessary data to determine if parts being * The supplier has a system in place to monitor and follow up all gauges
measured meet defined requirements. to ensure control of all devices calibration.
If the decision making data is wrong poor decisions will be
made. Gauges require preventive maintenance like any
other tool or equipment.
What: PFMEAs, Process Control Plans, and Standardized * There is evidence that (DFMEA) PFMEAs, Process Control Plans, and Input: S: Incidents:
Control Plan PFMEA-PCP-
Work documentation are comprehensive, sufficient, and flow Standardized Work documentation are comprehensive, sufficient, and Risk Reduction; Safety SPPS
GM 1927 36a Process
one from the other. flow one from the other. Change P:
* Safety Critical (10, 9 severities) are identified. Management; FR; Q: FTQ
Why: To ensure process controls flow one from the other. * ALL Critical operations are identified with a Delta C (Visual managenet Output: R: OEE;
and control) at the operation and in the standardized work and PCP; SW; Uptime
Training; C: Downtime;
SW
understood by team members (trained)

Quality Focused Scrap; Cost
* Critical Operations from customer requirements (such as KPCs) are Checks; PFMEA; recovery
identified by the supplier. E:
* Evidence that Risk reduction updates are being done for PFMEA then
feed to PCP and finally cascaded to SW.

impacted
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What: A Process Control Plan is a standardized written * Process Control Plan checks are performed at the correct frequency Input: S: Incidents:
GM 1927 36a Process Control Plan Implemented
summary that describes: and sample size. PFMEA; Safety SPPS

What is identified by the severity, occurrence and detection * Checks are documented using the proper control method (i.e. control PFMEA-PCP- P:
method of process and product failures charts, check sheets). SW; Training Q: FTQ
The key quality characteristics to confirm parts to * Reaction plan(s) from the Process Control Plan are present, followed Output: R: OEE;
specification, the frequencies required and method of and effective. SW; Error Uptime
documentation or traceability * Sample size and frequency are determined based on risk and Proofing C:
The necessary quality & process tools or equipment to occurrence number from PFMEA. Verification; Downtime;
execute quality confirmation methods with the appropriate * Sample size and frequency are reviewed on regular basis. Visual Controls Scrap; Cost
resources. LPA; Process recovery;
Why: It guides manufacturing in how to control the process * Evidence that inspection/testing sample size and frequency are Capability; Warranty;
and ensure product quality. according to the customer requirement standard as minimum. E:
Identifies and communicates changes in the product/process * Process specific requirements are met, audit records are kept, and
characteristics, control method, and characteristic action plans in case of gaps are followed.
measurement.
This confirmation activity should be measured in volume and Best practice - sample size and frequency of tests/inspections are
not in time (Lot acceptance). It then determines the size of complete and results known before the product leaves the department.
the number of quarantined products held until that activity
can be complete.
What: Process Change Control is a formal standardized Input: S:

GM 1927 36a Process Change Control
process used to identify, document and authorize changes. It * Confirm that all plant changes (External and Internal) are processed PFMEA; PCP; P:
is also used to ensure that changes to a process or system through the plant cross functional process change approval system. Training; FR; Q: SPPS
are introduced in a controlled and coordinated manner. * Evidence that the plant has regular meetings, including all Problem Solving; R: On time
Process Change Control is a systematic approach to departments, to discuss upcoming changes and coordinate PTR's for Maintenance; delivery
managing all changes made to a product or system. customers or internal changes (and coordinate PTR) Process C: Downtime;
Capability; Scrap;
Why: To ensure that the change will be performed in the * Evidence that Plant processes are validated relative to changes in
Output: Expediting
same manner by all people involved, 1st, 2nd, and 3rd shift. Design, Man, Machine, Material, Method and Environment. SW; Problem freight;
To ensure that all changes are documented and allow you to * Evidence that the plant follows a documented change control process Solving; Quality E:
go back to the old standard if the change does not meet the for customers and internal changes. Focused checks;
required expectations. * Evidence that the PFMEA is updated to reflect any change, as PTR; FIFO; Non
To ensure Process changes are approved to avoid negatively required. conforming
impacting quality or overall operations efficiency. material;
What: A PTR is a limited , controlled and contained * Standardized process is used by the supplier to coordinate PTRs for Input: S: 0
production tryout used to evaluate a change prior to full customer (Internal and/or external PTR) or internal changes. Process change P:
production implementation. * Formal notification process to all customer locations used to notify for Control; Training Q: SPPS
GM 1927 36a Change Control - PTR
Suppliers shall establish and utilize a defined PTR process changes that require a customer PTR. R: On time
that provides the following elements to ensure successful * Well defined process of where the parts are contained/stored, and how Output: delivery
PTR execution: they are clearly identified prior to and after the PTR build. SW; Problem C:
Standardized Communication and Documentation * PPAP approvals are in place and communicated (if applicable). Solving; Quality Downtime;
Build Readiness Reviews * Evidence of PTR approval by customer and for internal process Focused checks; Scrap;
Quality Reviews before and after the change changes. PTR; FIFO; Non Expediting
Containment and traceability of all PTR parts * A reasonable sample size to be used for Production Trial Run, based conforming freight;
Why: To verify that product and/or process changes are on risk. All changes are clearly communicated. material; E:
acceptable for introduction into the manufacturing facility * All PTR parts are contained, stored and clearly identified prior to and
build process. after the PTR build and PPAP approval.
Each step of the process is documented to provide the new * Evidence that for changes that require a customer PTR, all customer
standardized desired state. locations are notified. Look to see that production breakpoints are
recorded.

impacted
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What: Layered Audits – a simple, effective visual tool to * Multiple operational levels within an organization review the same key Input: S:
GM 1927 36a Layered Process Audits
confirm the processes are operating at STANDARD. operational controls to ensure sustainability. Training; FR; Recordable
Auditors check the adherence to standards and procedures * LPA Layers and frequency of the audit established. Standardization; incidents
by observing behaviors in the workstation, and follow-up on * LPA check list with Smart process questions developed. Output: P: Turnover
deviations. * The entire organization is trained on LPA Problem Q: SPPS
For a Layered Process Audit (LPA) system to be effective, it * An audit plan/schedule for each layer, line and workstation has been Solving; R: OEE
must integrate: what is the standard?; have we thought the established. Training; C: Scrap;
standard?; are we following the standard?; does the standard * All Critical stations identified and included on schedule at an increased Standardization; Rework;
meet the customer expectation? frequency. Audits results are recorded and made visible on the Feedback/ Feed Overtime;
Why: To asses compliance to STANDARDIZED process.To production floor. forward CS1/CS2
SUSTAIN standards that provide predictable results. To keep * Evidence that Counter Measures for findings that could not be E:
close control over the manufacturing operations. addressed immediately were set.
* Evidence for follow up until closure
What: Standardization is the process of developing and * Evidence that standardization is present across the facility Input: S: Incidents; 0
agreeing upon a set standard or method of conducting work. * Two categories of Standardized Work, Cyclic and Non-cyclic: PFMEA; PCP; P: Turnover
GM 1927 36b Standardization / Standardized Work
A Standard is a document that establishes uniform practices Cyclic – Repeatable, detailed sequence needed (Team member, Op. in Training; Q: FTQ;
within an organization. Bypass, etc.) Output: SPPS
To Standardize is to choose the best method from many Non-Cyclic – Standard method. May not follow exact sequence in time. ALL BIQS R: OEE;
different ones and then use it repeatedly. May be very detailed or in general steps, depends on task. (Team Elements Uptime
Standardized Work (SW) is the documented, current best Leader, Quality Tech., Supervisor, Maintenance, Reapirs, Tear down, C: Scrap;
method to safely and efficiently organize work that can meet etc) Rework,
required quality standards and predictable outputs. * Standardized work is available at all in-line and off-line workstations Overtime;
Standardized Work at a minimum answers: What to do on a and includes what, how, and why for tasks performed with timing (if CS1/CS2
job or task (major step), How to do it (key point), and Why it applicable). E:
needs to be done (reason). When – at what frequency. * Evidence that all operators follow SW
Why: It helps provide stability in this rapidly changing * Evidence that workplace organization such as 5S rules are identified,
environment. followed and reviewed.
Manufacture predictable QUALITY by eliminating variation
resulting from different work methods (based on Product
Quality Standards).
Provides a BASELINE from which we can improve.
What: The process of verifying, independently, that a repair * The supplier has clearly identified what is repairable (PFMEA, CP) Input: S: Incidents
meets applicable product quality standards while ensuring * The supplier has a documented process on what can be repaired. PFMEA; PCP; P:
GM 1927 36b Repair / Rework / Teardown
that the quality of other product features have not been * Evidence that Repair Confirmation is conducted independently. Verification Q: FTQ;
compromised during the repair process. * Standardized work (non-cyclic) is being used for the confirmation Stations; SPPS;
Repairs and repair confirmation ( IRC ) should be segregated process – quality standards must be available. Output: R: Inventory
away from the main assembly process. * Evidence that Failures Modes from rework/repair are considered in the SW; LPA; turns;
Training, Delivery on
Severity 9 and 10 should have zero tolerance for any type of PFMEA. Reworks/Repairs must be approved by GM.
Standardization; time
rework. * For the tear down process, a standardized work must be developed to Quality Focused C: Scrap;
Why: A component identified with an out of standard define the components disposition process. SW should clearly define checks; FR; Unscheduled
condition can be brought back to standard conditions with a what can be reused and what must be scrapped. Problem Solving; Overtime;
predictable process. *Parts that are re-usable will be re- introduced in the process following a FIFO; Feedback / Premium
IRC confirms that the specific repair is done to standard and well defined “Part re-entry process”. feed forward; shipments
no additional impact occurred to the component and the * Scrapped parts should be accounted for in Reconciliation for scrap. Alarm and E:
surrounding environment. escalation; Non Misdisposal
Rework/Repair is not recommended conforming of hazardous
material; material
How we do it (major steps guidelines)

BIQS What it is and Why is important Connected to Metrics impacted Score Comments
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What: Alarm is a documented standard process to notify * Alarm limits are defined in terms of severity, impact to others, time Input: S: Incidents
appropriate levels of authority of out of standard condition or elapsed, number of incidents, etc. Standardization; P:
processes in a timely manner. * Evidence of a common communication method. PFMEA; LPA; Q: FTQ;
GM 1927 36b Alarm and Escalation
Escalation is a documented, standard process to elevate out Establish common language to be used – What, Why, When, Where, Training; SPPS
of standard conditions to those levels of the organization How and Who has supported? Output: R: OEE;
required to resolve in a timely resolution. Documented * Evidence that the process is documented and the data is being Visual Uptime
thresholds for severity and risk separate escalation from collected and analyzed to reduce occurences and improve. management/Co C: Scrap;
problem communication. A good escalation process provides * Evidence that nonconforming material has sufficient alarm limits with ntrols; Andon; Rework;
“what”, “how”, “when”, “where” ,“by who”, and “to whom” the escalation. Feedback / feed Unscheduled
problem is escalated. * Evidence that alarms are responded to and the response is forward, Non Overtime
Why: To ensure NC products and processes have sufficient documented and followed. conforming E:
alarm limits with escalation. Alarms are responded to * A Reaction plan exists and is followed if alarm reached. material;
according to the alarm and escalation process. It’s a * Evidence that the last gate before delivery to customer has alarm limit Problem Solving
communication process that provides clarity, authority and of 1.
actions taken appropriately at all levels of responsibility.
What: Non-conforming is material product/service that has * Good and Non-Conforming Material are identified in all steps of the Input: S:
been identified to not meet the defined standard at the process PFMEA; Visual P:
GM 1927 36b Non-Conforming Material / Material
location. * Standardized Work for Identification process exists. Evidence that management; Q: FTQ;
Material Identification - Standardized process of identification everyone has been trained and understand what to do with Standardization; SPPS
of all material in the plant including traceability rule and nonconforming / suspect material. Training R: OEE
Segregate Non-Conforming material from good material. * Evidence that Traceability rules are followed where applicable. Output: C: Scrap;
All Material inside the facility from raw material to storage of * Evidence that conforming material is handled, stored and identified Problem Solving Warranty;
final product . appropriately. Andon; Inventory
Why: The purpose is to contain nonconformities and prevent * Evidence that nonconforming / suspect material is clearly identified Feedback / Feed E:
them from reaching the customers (GM Assembly Plants). and/or segregated. NC is Recorded. Forward; Alarm
Identification
Reduce the risk of sending Non-Conforming , incomplete , * All parts removed from the process are identified, accounted for (FTQ), and Escalation;
and wrong products to customer. and reconciled to eliminate mishandling of material. LPA;
* Evidence that a standardized containment process is used, effective
breakpoint has been established and Containment Worksheet is being
used. The containment worksheets must cover from the incoming
material, process and shipment.
* Scrap or Suspect parts/containers clearly segregated from other parts.
Auto Reject stations with Locked reject bins, with controls on how bins
are emptied to ensure all parts are reconciled.
Parts should be physically marked unless ensured by different process.
What: Problem solving is a structured process that: * A well developed, standardized problem solving process exists at all Input: S: Incidents
GM 1927 36b Team Problem Solving
Identifies, analyzes and eliminates the discrepancy between levels of the organization. ALL BIQS P:
the current situation and an existing standard. Simply put – “ * Formal problem solving activities are initiated according to a specified Elements Q: FTQ ;
What is actually happening vs. What should happen “and criteria. Output: SPPS
prevents recurrence of the root cause of a problem through * Issues are identified, root causes analyzed and robust actions PFMEA-PCP- R: Reduced
corrective actions. completed in a timely manner. SW; Change downtime
* Problem solving is driven at the Team level and all Teams are Control; C: Cost
Why: To support our Supplier Quality Excellence Process involved. Leaders are actively involved coaching and guiding the Recovery;
by identifying the root cause and implement process. Scrap;
countermeasures that prevent recurrence of an out of * Evidence that CP and PFMEA are being Reviewed & Updated E:
standard condition. * Evidence of Proactively Read across other potential similar failure
To eliminate Waste, and create a standard to drive modes to lines, components or process and proactively prevent and
Continuous Improvement. Standard processes provide countermeasure to common process or equipment.
predictable outcomes * Evidence that Team Members are involved in Problem Solving.

impacted
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NOTE:
What: Andon system is an operational floor process control * A robust Andon system is in place. Input: S: Incidents
system (activated manually or automatically) to communicate * The Andon system enables the Team Member to call for help and NC material; P: Turnover
the need for assistance when abnormal conditions occur. supports the concept of "Do Not Accept, Build or Ship a Defect". Andon Alarm and Q: FTQ
Ex.: A “call for help”. calls can be radio, pager, stack lights, Andon boards, etc. Escalation; R: OEE;
A well functioning Andon system is implemented in all * Leaders use the Andon downtime tracking to analyze problem areas Training; Uptime;
GM 1927 36b Andon System
production areas to support the Team Member when and identify waste in the current process. Maintenance; C:
abnormal conditions occur and communicate relevant * Downtime data is analyzed after a predetermined period of time FIFO/Material Downtime,
information. ( weekly, bi-weekly, monthly ) and problem solving process needs to be management; Unscheduled
Why: To empower operations to prevent the occurrence or started. SW overtime;
passing of defects to the next process and call for assistance Output: E:
when experiencing problems; * The focus is on the pulls with the highest frequencies. (It means that Feedback / Feed
To identify and recognize point of cause impacting quality the root cause of the problem has not been addressed). Problem forward;
and capacity constraints. Solving is being innitiated. During the problem solving: recognize the Problem
To make problems visible and reacted to immediately. root cause of the problem, define and implement countermeasures to Solving; FR
To empower Team Members to Build Quality in Station tackle the root cause, and then implement a follow-up process to make
To identify where problems occur most frequently by sure the root cause has been eliminated. => reduced Andon calls.
collecting data for problem solving.
What: Verification Station is a confirmation area that * Final Inspection / GP12 must be conducted on all finished product prior Input: S: Incidents
GM 1927 36c Inspection Gates / Verification
validates the quality of several processes before the product to shipping. SW; PCP; P:
moves to the next value added assembly process or location. * Evidence that all items checked in the Verification Station (Final Quality checks; Q: FTQ;
station / Final Inspection / GP12
Verification Station confirms that previous processes output Inspection / GP12) are included in a check at an upstream station. Training; Visual SPPS
is to the defined standards. Quality checks are included in standardized work. management R:
It establishes an alarm system to escalate the severity of the * Evidence that Successive Production/Quality checks are increased in and Controls; C: Rework;
problems to the right levels of the organization and Prevents case of high risks such as model launch, pass through components and Output: Warranty;
defects from flowing from one major process to the other , characteristics pass through, major changes, shut down or customer Feedback / Feed CS1/CS2
reducing the overall cost of poor quality. feedback. forward; E:
Why: To Improve first time quality (FTQ) and process * Evidence of a Follow up process utilizing feed forward/ feed back Problem
capability; To Validate the supplier’s production control plan; concept should demonstrate with data the effectiveness of a verification Solving; Alarm
To Prevent escape of defects; To Ensure that any quality station. and Escalation;
issues that may arise are quickly identified, contained, and * Evidence that inspection gates (Verification Station / Final Inspection / Andon;
corrected at the supplier's location. GP12) are implemented per the local requirement.
* Initial standardized work for Verification Station should be developed
based on upstream severity and downstream impact.
What: Fast Response (FR) is a meeting that provides * A manufacturing review meeting owned by Manufacturing and Input:
communications in a standardized approach to problems that supported by Quality, Engineering, Maintenance, and support staff is LPA; Alarm and S: Incidents
are or will need to be solved. held daily. All Customer and Internal issues communicated (Fast Escalation; P: Soft Metric
Visual control; Q: SPPS;
Uses a problem solving process that focuses on eliminating Response tracking sheets) Non conforming
the recurrence of the root cause through corrective actions. * Each issue is documented and Standardized Problem Solving method FTQ
material;
GM 1927 36c Fast Response
Fast Response is a system that standardizes reactions to utilized. R:

Maintenance
C: Scrap;
significant internal and external quality failures. * Containment in place (Log Sheet). Quality Alert posted. (All BIQS
elements) Rework;
Why: To ensure that quality issues are immediately * Real Root Cause identified and corrected. CS1/CS2;
addressed through disciplined execution, the process * Lessons Learned documented PFMEA. Control Plan updated. Output:
LPA; PFMEA; warranty;
establishes focused criteria to drive the Fast Response to * New or Updated Standardized Work and operator re-trained.
PCP; SW; Change E:
resolve issues and provide feedback (BIQS Element * Training of new standards provided. management; PTR;
Feedback / feed forward) in a meeting structure. * Updated Quality Focused Checksheet Problem Solving
The FR meeting provides priority. Engages and supports * Fast Response Visual Tracker. Feedback / feed
BIQS Element Problem Solving. It is NOT a Problem Solving * Layered Audit – Confirms actions completed. froward; NC
meeting. Provides the status of a problem through visual * Read across of corrective actions to similar operations material; EP
tracking. verification;

impacted
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NOTE:
What: Quality Focused Checks – is a concept focused on * Quality focused checks are specific to operations and developed Input: S: Incidents
GM 1927 36c Quality Focused Checks
making every individual in the plant a quality confirmation locally, based on quality feedback (from Fast Response), process PCP; PFMEA P:
agent by knowledge / customer feedback, and problem solving and items are Fast Response Q: FTQ;
Providing defined focus to each step on quality or being checked each shift. Training; SPPS
Confirming that the product is exiting the station to the * Evidence that High risk items from PFMEA and all Critical (Delta) Problem Solving R:Throughp
defined quality standard. operations determined by supplier have a Quality Focused check Output: ut
Why: Detecting and Preventing a defect from leaving a performed each shift. Feedback/ Feed C: Scrap;
station is less costly (become owners of the Quality * High risk quality focused items from PFMEA (Delta C operations) and forward; Alarm warranty;
Business). all critical operations determined by supplier are included in the quality and escalation; cost
Checks should be standard between shifts. focused section of the layered audit (Flex Check section) and checked LPA recovery;
Supervisor and Team Leader completes updates to the form each shift. CS1/CS2
as required, Items in the Flex Check section remain as a * Evidence that Team Leaders perform checks daily. Supervisors to E:
guideline for 20 days or until the team deems review daily. Checks within the Torque/Tethering and Process Control
countermeasures are in place. Plan sections are required and do not change.
What: A quality focused communication process between a * There is fast feedback /feed forward flow between Work Station and Input: S: Incidents
supplier and customer that is based on a quality criteria. the manufacturing Team Leader and between production teams. Non Conforming P:
Communication moves forward and back to ensure all are * Evidence that there is fast feedback / feed forward flow between the material, Alarm Q: FTQ;
GM 1927 36c Feedback / Feed forward
informed of negative and positive impacts. Verification Station (Final Inspection / GP12) and the manufacturing and Escalations; SPPS
Feedback = information about reactions to a product, team leader and between production teams and shifts. Verification R:
process or behavior * Evidence that quality alerts are posted at the operation for issues Station; LPA; Throughput
Andon;
Feed forward = It indicates a desired future behavior or path detected downstream (e.g. Fast Response, Verification Station (Final C: Scrap;
Maintenance;
to a goal. It provides information, images, etc. exclusively Inspection / GP12). Quality Focused CS1/CS2;
about what one could do right in the future. * Quality Alerts contain all necessary information (Submission date checks; ALL Warranty
Why: To ensure that information on quality reaches those Break point date; Valid until date ; Part Identification Information; BIQS elements E:
who need it. Issue – What was the problem or concern that caused the Quality Alert Output:
Feedback – allows those delivering products to “customer” to be issued?; Immediate Action – What has to be done immediately to Problem Solving;
understand changes to current conditions or standards. contain and/or fix the problem?; Sketch or pictures of the FR; FIFO;
Feed-forward is letting downstream processes know about Nonconformance; Sketch or picture of “Good” versus “Bad”
changes to current conditions or standards. Required signatures.
What: Reverse PFMEAs - It is a Proactive – Go-and-See on- * Evidence of monthly cross functional risk reduction reviews focused on Input: S: Incidents
station review of all failure modes included in PFMEA preventing defects from leaving the work station. PFMEA, PCP, P:
conducted by a cross-functional team, focused to verify that * Action plans for top issues include: 1) Recommended actions, 2) SW; Error Q: FTQ;
GM 1927 36d Re-PFMEA Risk Reduction
all failure modes have proper controls (prevention/ detection) Responsibility, 3) Timing. Proofing; SPPS
and they are working properly. * There is a process of prioritizing high risk items such as Risk limiting Verification R: OEE
It is intended as a proactive tool to assist in PFMEA reviews method or equivalent. Stations data; C: Warranty;
and Risk Limiting efforts based on actual data from in-station * Plant Management is included in top risk reporting and approval of Feedback/Feed Cost
audits of all the failure modes. countermeasures. forward data Recovery;
Monthly risk reduction reviews by product focused on * Evidence that Reverse PFMEA (On-station reviews) findings are driven Output: Scrap;
preventing defects from leaving the work station are held to back into the Process Flow, PFMEA, Control Plan, and Standardized PFMEA, PCP, E:
drive continuous improvement. Action plans for top issues Work Instructions as applicable. SW; Error
must include: 1. Recommended actions, 2. Responsibility, 3. * Reverse PFMEA process is in place to identify new potential failure Proofing;
Timing. mode in the shop floor Training
Why: This on station review is an attempt to identify and or
create new Potential Failure Modes not considered during
PFMEA development as well as validate Occurrence and
Detection ratings based on real data. It confirms that the
current failures modes have the identified methods and
controls in place.
How we do it (major steps guidelines)

BIQS What it is and Why is important Connected to Metrics impacted Score Comments
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NOTE:
What: Contamination is the presence of an unwanted * Supplier has established contamination control requirements and the Input: S: Incidents
constituent, contaminant or impurity in / on a material, procedure is being followed. PFMEA, PCP; P: Soft
physical body, natural environment, workplace, etc. * Supplier indicates sources of possible contamination within their FR; Shipping metric
Contamination & Handling Quality Requirements provide manufacturing facility that can cause product contamination. Sources approved Q: FTQ;
focus on important features to support the Manufacturing can be fluid sediment, raw material contamination, excessive regrind, packaging; SPPS
GM 1927 36d Contamination
process by identifying customer expectations both internal & excessive oil, dirt, grease, dirty containers, or rust. Maintenance R: OEE;
external, which are then included in Product/Process control * When customer requires sediment control, the supplier adheres to Output: unscheduled
Plans. stated frequencies, maintains trend charting and corrective actions for Standardization/ downtime;
Why: To eliminate any potential exposure of components out-of-control and out-of-spec points. SW, LPA; C: Scrap;
that may cause component to move out of standard * Potential contamination failure modes are identified in PFMEA Training; Warranty;
immediately or over time * Appropriate detections for processes and controls are established. CS1/CS2
To apply a standardized, disciplined and structured approach Checking frequencies established & in-process measurements are E: Plant
to maintaining the expected environment through a proactive planned and tracked against the standard. specific
approach . * Standards (Cleanliness, Damages, etc.) are clearly defined. metric
Identify the failure modes related to contamination and * Control limits established and utilized to trigger reaction plans.
consider them in DFMEA / PFMEA; * Regular reviews take place, escalation process is developed &
Determine appropriate process and controls communicated, including Fast Response, where necessary. Correction
Where applicable, put in place work instructions and routine should be clearly defined.
maintenance (include in Standardized Work) * Monitoring of the process included in Layered Process Audits
What: “First-In-First Out,” inventory management system * A plant FIFO/ Material Handling process is documented and practiced Input: S: Incidents
meaning the oldest parts/products should be consumed first. in all operations. Visual aids assist in process flow. Documented FIFO Training; P: Soft
GM 1927 36d FIFO and Material handling
This ensures that the oldest stock is used first and maintains for the entire plant. Process Change Metric
a one piece flow that disciplines traceability. * Team Members and Team Leaders trained and are able to explain the Control; PFMEA; Q: FTQ;
A plant FIFO/ Material Handling process is documented and process. PCP; Shipping SPPS
practiced in all operations. Visual aids assist in process flow. * Containers, racks and/or bins used for WIP storage and movement approved R: OEE;
Why: FIFO Supports Fast Response to Problem Solving protect the parts from damage and easily identify the parts as WIP. packaging; C: scrap;
when an issue is detected utilizing traceability. * WIP and Buffers are controlled, optimized & visualized Output: rework;
Decreases WASTE / Avoids cost by reducing obsolescence. Visuals (signage) for WIP indicate Min/Max quantities Maintenance; Unscheduled
Clearly supports lean material flow by creating a visual * Containers for WIP are labeled/tagged with Part #/Name, Standardized Visual controls / downtime;
control that can be audited through simple confirmation of Pack Quantity, and Date. management; Obsolence;
serial built dates. * Layered Process Audit is being used to check for FIFO integrity. LPA; Warranty
Supports simplified change management & reduces risk. * Visual management is being used to ease execution. Visual Standardization E:
Drives organizational discipline from raw material to shipping management includes process diagrams, FIFO tools, rotation schedules,
dock. WIP containers, racks and bins protect parts from etc.
damage. * WIP is not kept or stored in GM returnable dunnage.
* A Consumption Based Scheduling System (Pull Board) is utilized to
control/visualize the WIP bank.
What: A process to validate new packaging, changes to * Production intent containers are being used for any build events. Input: S: Incidents
GM 1927 36d Shipping Approved Packaging
existing packaging to ensure that product or component * A process is in place to ensure that violations of the requirement are PFMEA; PCP; P:
maintains the product quality standards during transportation identified and corrected. Contamination; Q: SPPS
(internally and externally) * Packaging is part of the manufacturing process and is included as Output: R: On time
Material is shipped in the designated production container appropriate in the FMEA, Quality Plan, and PPAP when these “tools” are FIFO;Training; delivery;
with proper labeling for regular production and all saleable used. SW; Visual C: Scrap;
standards and Warranty;
build events. * Standard pack quantity provides for frequent delivery. Dunnage is
controls; CS1/CS2;
Why: Minimizes ergonomic stress and preparation time for assigned where needed to protect the integrity of the part. LPA Shipping
operators, maintains part quality throughout the value * Production intent containers are being used for any build events. charges;
stream. Exceptions are documented, analyzed, and justified (e.g. overseas E:
Minimizes Total Cost while meeting the Business Metrics of suppliers).
Safety, Quality, and Responsiveness, etc. Parts should arrive * Containers, racks and/or bins used for WIP storage and movement
at customer’s plant/location without damage, rust/corrosion, protect the parts from damage and easily identify the parts as WIP.
or contamination Labeling process is critical. Errors made * Labeling requirements established. Earn a label.
because of label deficiency are serious in nature. If labeling * Labeling Error proofing should be included in Flow diagram, PFMEA
is incorrect, parts are considered 100% defective. and Control Plan.
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NOTE:
*BIQS 30 is not used to calculate BIQS Level Scoring.

Safety *Select all safety concerns (below) that are observed during audit.
These concerns can be selected (all that apply) when uploading the
The Organization is focused on safety. Work place is safe. audit into SCMS.
Safety rules are addressed in work instructions, including
PPE. Systems are in place to reduce safety risks and No Safety Process In Place?
communicate/address safety concerns. Safety Safety issues/concerns are not communicated?
issues/concerns are tracked, reviewed, and addressed. Corrective actions are not taken to address safety concerns?
Safety learnings and actions are not read across within site and
*BIQS 30 is not used to calculate BIQS level scoring. corporation?
Lock out/ Tag out is not followed?
Machinery Safety guards are off and machine is running?
Slip/Trip hazards (Oil/coolant in the floor)?
Safety
Air quality is poor (Mist/fog/odor)?

Vehicle traffic concerns?
Parking lot safety concerns (ice, trip hazards)?
Personal protective equipment (PPE) is not available or not used?
Fire hazards (weld flash/spark/molten metal)?
Overhead hazard concerns?
Crush hazard concerns?
Pinch point hazards concerns?
No issues found?
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Green: A mature, well-defined, quality system or process is in place,
being followed/utilized as directed, and the system or process does not
place GM at unnecessary risk.
Yellow: Quality system or process is in place, but is not
followed/utilized as intended.
Red: Quality system or process is not evident, or the current system or DUNs
process in place puts GM at significant risk.
Safety is not used to calculated BIQS Level score. Supplier: #: Date
Targe Com Prior
# Statement SCORE Countermeasures
t Date plete ity
d
BIQS Nonconforming Material / Material Ident 0
BIQS Process Layered Audit 0
BIQS PFMEAs 0
BIQS PFMEAs - Risk Reduction & Annual Re 0
BIQS Bypass / Deviation Management 0
BIQS Error-Proofing / Detection Verification 0
BIQS Gage Calibration / Measurement Syste 0
BIQS Fast Response Process 0
BIQS Team Problem Solving Process 0
BIQS Quality Focused Checks 0
BIQS Standardization / Standardized Work 0
BIQS Process Change Control 0
BIQS Inspection Gates (Verification Station / 0
BIQS Change Control - Production Trial Run 0
BIQS Andon System 0
BIQS Alarm and Escalation 0
BIQS Visual Standards and Controls 0
BIQS Visual Standards - Communicated and 0
BIQS Development of Process Controls (PFM 0
BIQS Process Control Plan Implemented 0
BIQS Process Capability Review 0
BIQS Rework / Repair / Teardown 0
BIQS Feedback / Feedforward 0
BIQS Training 0
BIQS Contamination Requirements 0
BIQS Maintenance 0
BIQS FIFO / Material Handling Process 0
BIQS Shipping Approved Packaging 0
BIQS Supply Chain Management 0
TAB 3 - Summary 463858339.xlsx Revision Number: 12

2019 BIQS L
Certification &
Level I Level II
Metrics
IATF 16949
Not Certified Certified
Certification
> 15 -12 within 11 - 6 within

Quality SPPS
previous 6 months previous 6 months
1 within previous 6 Zero within previous

Field Action
months 6 months
< 1 or more within <1 within previous 6

Major Disruptions
previous 6 months months
Sum between 24.75

Sum ≥ 25 within
Severity Score to 7 within previous
previous 6 months
6 months
Non-Sourceable
Each of the 29 BIQS elements will be scored using a Green, Yellow, or

each Green element, and (0) BIQS credit for each Yellow or Red eleme
indicate the baseline where supplier is at with implementing BIQS tools
Continuous Improvement. IATF 16949 cert. and good metrics will be m
tools.
ØGreen: A mature, well-defined, quality system or process is in place, b
process does not place GM at unnecessary risk.
ØYellow: Quality system or process is in place, but is not followed/utilize
ØRed: Quality system or process is not evident, or the current system o
Sourceable BIQS level status can turn RED by failing to keep metrics a
Quality SPPSs, Field Actions, Major Disruptions, or Severity Score).
BIQS Levels
Level III Level IV Level V
Certified Certified Certified
1 SPPS/1 Million 1 SPPS/1 Million

5 - 1 within previous
Parts shipped in 12 Parts shipped in 12
6 months
Months Months
Zero within previous Zero within previous Zero within previous

6 months 6 months 12 months
< 1 within previous 6 Zero within previous Zero within previous

months 6 months 12 months
Sum between 6.75 Sum between 3.75 Sum between 0.75

to 4 within previous to 0 within previous and 0 within
6 months 6 months previous 12 months
en, Yellow, or Red system. The Supplier will obtain BIQS credit (1) for
or Red element. BIQS Assessment or SelfAssessment score will
ng BIQS tools (For Low Performers). It will also provide a baseline for
trics will be maintained by suppliers who have implemented BIQS
s is in place, being followed/utilized as directed, and the system or
ollowed/utilized as intended.
rent system or process in place puts GM at significant risk.
eep metrics at minimum Level III requirements (IATF Certification,

ity Score).
Date Submitted Description Reason for Revision Date Approved Approval Authority Revision Level
5/6/2015 BIQS 1 Added "Traceability is applied according to the 9/14/2015 Aaron Dodak 2
traceability methods of the finished product" to the requirement.
Remove 5S from look for
5/6/2015 BIQS 2 Added "Reverse PFMEA process is in place to identify 9/14/2015 Aaron Dodak 2
new potential failure mode in the shop floor" to the requirement
and added "Verify if Reverse PFMEA (On-station reviews)
findings are driven back into the Process Flow, PFMEA, Control
Plan, and Work Instructions as applicable" to the guidelines
5/6/2015 BIQS 13 added the words "Verification Station" and "CARE" 9/14/2015 Aaron Dodak 2
5/6/2015 BIQS 23 Added the words "Verification Station" and "CARE" 9/14/2015 Aaron Dodak 2
5/6/2015 BIQS 25 Removed the word " Handling" 9/14/2015 Aaron Dodak 2
5/6/2015 BIQS 27 Added the work " Material Handling" 9/14/2015 Aaron Dodak 2
5/6/2015 Edit titles from the Summary Sheet for BIQS 13, 25 & 27 9/14/2015 Aaron Dodak 2
9/14/2015 Updated new Scoring system (Red, Yellow, Green) 9/14/2015 Aaron Dodak 2
9/14/2015 Added Auditor name to tab 1 9/14/2015 Aaron Dodak 2
11/11/2015 Updated wording for BIQS #25, spelling corrections, 11/11/2015 Aaron Dodak 3
communized formatting.
11/11/2015 Updated wording for BIQS #5 11/11/2015 Aaron Dodak 3
11/11/2015 Updated conditional formatting so that input on Summary Tab 11/11/2015 Aaron Dodak 3
automatically populates Tab 2, and score auto calculates.
11/11/2015 Updated new Scoring System (R,Y, G) to the Summary Sheet 11/11/2015 Aaron Dodak 3
12/16/2015 Removed statements about "WIP containers…" and "Containers, 12/16/2015 Aaron Dodak 4
racks and/or bins…" from BIQS 28 and put them into BIQS 29.
12/16/2015 Fixed conditional formatting to remove error displays 12/16/2015 Aaron Dodak 4
12/16/2015 Added additional instructions to Supplier on Tab 1 12/16/2015 Aaron Dodak 4
1/1/2017 Add traceability for reworked parts ( BIQS1) 1/1/2017 Aaron Dodak 5
1/1/2017 Add interview auditor to look for item (BIQS2) 1/1/2017 Aaron Dodak 5
1/1/2017 Modify wording of PFMEA to include and add PFMEA structure 1/1/2017 Aaron Dodak 5
(BIQS 3)
1/1/2017 Add process of prioritizing high risk item to look for (BIQS 4) - 1/1/2017 Aaron Dodak 5
Remove best practice
1/1/2017 Modify Bypass review to be more flexible and use any way of 1/1/2017 Aaron Dodak 5
review (BIQS 5)
1/1/2017 Add word detection to statement name , add reaction plan (BIQS 1/1/2017 Aaron Dodak 5
6)
1/1/2017 Add to look for the following . Word MSA - Study result and take 1/1/2017 Aaron Dodak 5
action in case of issue - check that MSA study cover all gauge
characteristic - Check that system in place to monitor gauges
status (BIQS 7)
1/1/2017 Modify statement name to Fast Response process - Add to look 1/1/2017 Aaron Dodak 5
for items the following (Review board/log and select 3 issues -
Confirm natural owner is assigned to issue (BIQS 8)
1/1/2017 Add Work Place organization - add Standardized work details 1/1/2017 Aaron Dodak 5
(BIQS 11)
1/1/2017 Move Plant has regular meeting point from BIQS 14 to BIQS 12 1/1/2017 Aaron Dodak 5
1/1/2017 Change Statement name to be more generic and cover all 1/1/2017 Aaron Dodak 5
inspection locations (BIQS 13)
1/1/2017 Add to look for item reaction plan and alarm limit 1/1/2017 Aaron Dodak 5
recommendation to final gate (BIQS 16)
TAB 5 - Revision History 463858339.xlsx Revision Number: 12

Date Submitted Description Reason for Revision Date Approved Approval Authority Revision Level
1/1/2017 Add Process specific audit in requirements and look for (BIQS 1/1/2017 Aaron Dodak 5
20)
1/1/2017 Add Sample size requirements (BIQS 21) - Change Word prior 1/1/2017 Aaron Dodak 5
to be after (BIQS 22)
1/1/2017 Add item quality alert may work as temporary work instructions 1/1/2017 Aaron Dodak 5
(BIQS 23)
1/1/2017 Add training process standardization - add flexibility chart 1/1/2017 Aaron Dodak 5
(BIQS 24)
1/1/2017 Modify Annual audit to be more flexible (BIQS 29) 1/1/2017 Aaron Dodak 5
1/1/2017 BIQS Page 1 (Reorder exit criteria - add Audit type & 1/1/2017 Aaron Dodak 5
Performance level)
2/2/2017 Added BIQS 30. Added formulas to calculate audit score and 2/2/2017 Aaron Dodak 6
safety concerns on Audit pg 1.Added version # and updated
revision dates.
3/1/2017 Added header to BIQS Audit Pg 1 tab. Adjusted page breaks 3/1/2017 Aaron Dodak 7
onto BIQS Audit Pg 2, condensing to 9 printable pages. Added
footers to each tab.
4/5/2017 Modified BIQS-30 to include new changes for clarification, and 4/5/2017 Aaron Dodak 8
also, added new one item (No issues found)
8/8/2017 BIQS 20 updated to include protection of the customer by 8/8/2017 Aaron Dodak 9
frequency of tests/inspections.
2/14/2018 Updated BIQS Score Formula for Audit Page 1 Alignment with 2018 BIQS Metrics 2/19/2018 Ed Zamanian 10
2/15/2018 Updated Header Information; removed redundant "GM Alignment with GBP Document Requirements 2/19/2018 Ed Zamanian 10
Confidential" branding
2/15/2018 Renamed file to align with document naming conventions Alignment with GBP Document Requirements 2/19/2018 Ed Zamanian 10
2/15/2018 Corrected footer information on all tabs in the document Alignment with GBP Document Requirements 2/19/2018 Ed Zamanian 10
2/15/2018 Edited revision tab formatting Alignment with GBP Document Requirements 2/19/2018 Ed Zamanian 10
2/15/2018 Removed "Audit" and replaced all occurrences with Direction from Global Supplier Quality Development 2/19/2018 Ed Zamanian 10
"Assessment"
2/15/2018 Edited Tab Titles Alignment with GBP Document Requirements; clear formatting. 2/19/2018 Ed Zamanian 10
2/15/2018 Added TAB 4 - BIQS Levels Explain BIQS Levels, scoring, and certification. 2/19/2018 Ed Zamanian 10
2/19/2018 Changed Header on BIQS assessment to state "Assessor" Direction from Global Supplier Quality Development 2/19/2018 Ed Zamanian 10
instead of "Calibrator"
3/22/2018 Reformatted Date Columns on "Summary Sheet" tab to display Correct the display format of the document. Previously indicated 4/30/2018 Ed Zamanian 11
text only. an excel formatted number for the date.
4/27/2018 Corrected Tab 4 - BIQS Levels, BIQS Score to 29 Elements Correct typo that erroneously indicated score "< 62% (18 of 29 4/30/2018 Ed Zamanian 11
Level I standard to "< 75% (< 22 of 29 Elements Green)" Elements Green)"
TAB 5 - Revision History 463858339.xlsx Revision Number: 12


GM 1927 30 BIQS Assessment Self Assessment 2019

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GM 1927 30 BIQS Assessment Self Assessment 2019

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GM 1927 30 BIQS Assessment/ Self - assessment

Supplier: BIQS Level:

ENGINEERING CHANGE REQUEST /

READ ACROSS TO SIMILAR LINES /

GENERAL AREA TAGGING / NC

PROCESS CHANGE REQUEST

CONTROL PLAN UPDATED

ADDED TO CARE / GP12

X= Noncompliant O= Compliant N/A= Not Applicable

TAB 1 - Corrective Action Review 463858339.xlsx Revision Number: 13

How we do it (major steps guidelines) Metrics

How we do it (major steps guidelines) Metrics

How we do it (major steps guidelines) Metrics

Visual controls cover everything from good, visual metrics Output: R:

What: Error Proofing verification is a: Input: S: Safety

How we do it (major steps guidelines) Metrics

What: Calibration is a method to ensure control quality Input: S:

understood by team members (trained)

How we do it (major steps guidelines) Metrics

summary that describes: and sample size. PFMEA; Safety SPPS

What: Process Change Control is a formal standardized Input: S:

How we do it (major steps guidelines) Metrics

How we do it (major steps guidelines)

How we do it (major steps guidelines) Metrics

Fast Response is a system that standardizes reactions to utilized. R:

How we do it (major steps guidelines) Metrics

How we do it (major steps guidelines)

*BIQS 30 is not used to calculate BIQS Level Scoring.

Air quality is poor (Mist/fog/odor)?

TAB 3 - Summary 463858339.xlsx Revision Number: 12

> 15 -12 within 11 - 6 within

1 within previous 6 Zero within previous

< 1 or more within <1 within previous 6

Sum between 24.75

Each of the 29 BIQS elements will be scored using a Green, Yellow, or

ØYellow: Quality system or process is in place, but is not followed/utilize

ØRed: Quality system or process is not evident, or the current system o

Certified Certified Certified

1 SPPS/1 Million 1 SPPS/1 Million

Zero within previous Zero within previous Zero within previous

< 1 within previous 6 Zero within previous Zero within previous

Sum between 6.75 Sum between 3.75 Sum between 0.75

rent system or process in place puts GM at significant risk.

eep metrics at minimum Level III requirements (IATF Certification,

TAB 5 - Revision History 463858339.xlsx Revision Number: 12

TAB 5 - Revision History 463858339.xlsx Revision Number: 12

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