TML-PSC-SQ Manufacturing Site Assessment Rev 2.0

TATA MOTORS - PURCHASING & SUPPLY CHAIN
Manufacturing Site Assessment Summary Report

SUPPLIER DETAILS
Name of the Supplier:
Registered Address:
Phone No(s). (with ISD/STD codes):

Email:
Home Page (URL):
Type of Organization: (1) Public Ltd. (2) Pvt. Ltd. (3) Proprietary/Partnership
Industry Segment: (1) Large-scale (2) Mid-scale (3) Small-scale
Year of Incorporation:
Sales Tax No.: Central Sales Tax No.:
VAT No.: TIN No.:
PAN No.: MCA registration No.:
GST No. (if applicable):
PERMANENT CONTACT:
Name Designation Phone No. (O) Phone No. (R) Mobile No.
Main Product(s)/Product Category(ies):
TOP FIVE CUSTOMERS:

S.No. Name of Customer Products Location % Share in Total
1 Turnover
2
3
4
5
PLANT(S) DETAILS
S.No. Description Plant 1 Plant 2 Plant 3
1 Address
2 Country
3 PIN
4 Phone No(s). (with ISD/STD codes)
5 Fax No(s).
6 Email Id.
7 Home Page (URL)
8 Contact Person’s Name
9 Contact Person’s Designation
10 Contact Person’s Mobile No.
11 Main Product(s)/ Category (ies)
SPECIAL TAX EXEMPTION (S)/BENEFIT (S) DETAILS

S.No. Tax Exemption/ Benefit Scheme Name & Applicable to Material/Part/ Scheme Applicable to Inputs
Validity Product Description/Jurisdiction TML Parts (Yes/No
1
2
3
4
5
Page 1 of
QUALITY ACCREDITATION DETAILS
S.No. Description Location 1 Location 2
1 TS16949 Certification/Target Date
TS16949 Certifying Agency
TS16949 Expiry Date
2 ISO:14000 EMS Certification/Target Date
ISO:14000 EMS Certifying Agency
ISO:14000 EMS Expiry Date
3 OHSAS Certification/Target Date
OHSAS Certifying Agency
OHSAS Expiry Date
4 Quality Initiatives
QUALITY PERFORMANCE DETAILS

Average PPM Average Warranty
S.No. Part / System Name of Customer (last 12 months) (last 3 months)
Incidence
In-house Customer's / 1000
End Veh
1
2
3
4
5
AFTER SALES/SERVICE NETWORK DETAILS

S. No. Description Cluster 1 Cluster 2 Cluster 3
1 City/District
2 State/Region
3 Country
4 No. of Outlets
5 Service Type
6 Service Description
7 Comments, if any
Adherence to schedules (Past data for
8 each cluster showing performance against
targets)
SPARES DISTRIBUTION NETWORK DETAILS

S.No. Description Cluster 1 Cluster 2 Cluster 3
1 City/District
2 State/Region
3 Country
4 No. of Outlets
5 Services Offered
6 Comments, if any
Adherence to schedules (Past data for
7 each cluster showing performance against
targets)
Page 2 of
TIER II SUPPLIERS FOR RAW MATERIALS AND PROCESSES Primary Quality
S.No. Name & Location of Supplier Material/Part/Product/Process? Inspection Process with
1 suppliers
2
3
4
5
Evidences showing:
A) Regular Development Organization of Tier-1 supplier
B) Quality sustenance efforts in organization of Tier-1 supplier
C) Supplier rating system of Tier-1 supplier
Brief profile of supplier:

A) Working Strength - Staff & Operatives
B) Safety Accreditations
C) Design & Development Capabilities
D) Collaboration / JV related agreement copy
Date :
Page 3 of
URCHASING & SUPPLY CHAIN
e Assessment Summary Report
DETAILS
Central Sales Tax No.:

TIN No.:
Mobile No.
% Share in Total
Turnover
Plant 3
Applicable to Inputs to
TML Parts (Yes/No)
Page 4 of
Location 2
Average Warranty Average Warranty

(last 3 months) (last 6 months)
Cost Rs. Incidence Cost Rs.
/ Veh / 1000 Veh / Car
Cluster 3 Cluster 4
Cluster 3 Cluster 4
Page 5 of
Input to TML
Parts QMS Accreditations
(Yes/No)
Page 6 of
SUPPLIER DETAILS (Annexure I)
A. SUPPLIER'S HUMAN RESOURCE (Please attach Organization Chart as an annexure)
S.No. Manpower No of people as No of people as Temporary / on contract

Permanent
1 Skilled Manpower
2 Unskilled Manpower
3 Service Dept. Manpower
Is Labor Union in Organization, (Internal or External, ref if External:
Industrial Relations History, if any:
B. SENIOR MANAGEMENT
S.No. Designation Name Qualification Experience in no of years Other Organizations
served
1 Chairman / MD
2 CEO
3 Head (Marketing)
4 Head (R & D)
5 Head (Quality)
6 Head (Manufacturing)
S.No. No Description
1 In-house PPM
2 Does Quality Gate exists
3 Identification of CTQ stations
4 Error Proofing at CTQ stations
5 SPC implementation for CTQ
6 Warranty data for customers

(IPTV or PPM)
Page 7 of
SUPPLIER DETAILS (Annexure II)
D. EQUIPMENT / MACHINES CAPABILITY (List down the machines / equipments)
S.No. Equipment / Machine Age of Equipment Make M/c Capability Names of processes that Is M/c capable to meet
Description (with identification (Year of mfg.) Index can be performed on m/c part spec under
code) consideration
1
2
3
4
5
6
7
8
9
10
MTBF (Mean Time Between Failures) :
MTTR (Mean Time To Repair) :
Availability of PM Plan of equipment :
Are tool refurbishment plan and frequency available:
Visual Checksheets, parameters control plan part wise available on machine:
Necessary Safety precautions implemented at workstation :
E. CAPACITY ASSESSMENT (Please first fill in 'Supplier Capacity Assessment sheet' and attach with this annexure)
S. No Bottleneck operation / Present capacity % Free capacity Actions required to meet Actions required to meet
equipment TML Projections future ramp up (say
volume increase of
approx. 30%)
1
Page 8 of
Page 9 of
MSA Scorecard
Average Score #VALUE! Not Rated
Final Score #VALUE! Not Rated
Not Rated Not Rated
Personnel / Material Resources

Human Resources
Not Rated Not Rated
Process Input Process

Process Control & Analysis Output
Work Content /
Documentation Effectiveness
Not Rated Not Rated
Company,
Program Purchasing Customer
E1 Governance & E2 Technology E3 E4 E5 Process Control & Analysis E6
Management & SCM Support
Financials
Score Not Rated Score Not Rated Score Not Rated Score Not Rated Score Not Rated Score Not Rated
Company Financial 3.1 NR 4.1 NR General Process One TwoThree Four Five SixSeven Eight Nine Ten
1.1 NR 1.10 NR 2.1 NR 3.2 NR 4.2 NR 5.1 NR 5.12 NR NR NR NR NR NR NR NR NR NR 6.1 NR
1.5 NR 2.5 NR 3.6 NR 4.6 NR 5.5 NR 5.16 NR NR NR NR NR NR NR NR NR NR 6.5 NR
1.8 NR 2.8 NR 3.9 NR 4.9 NR 5.8 NR 5.19 NR NR NR NR NR NR NR NR NR NR
1.9 NR 2.9 NR 3.10 NR 4.10 NR 5.9 NR 5.20 NR NR NR NR NR NR NR NR NR NR
2.10 NR 3.11 NR 4.11 NR 5.10 NR 5.21 NR NR NR NR NR NR NR NR NR NR
3.14 NR 4.14 NR 5.36 NR 5.24 NR NR NR NR NR NR NR NR NR NR
5.40 NR 5.28 NR NR NR NR NR NR NR NR NR NR
5.33 NR NR NR NR NR NR NR NR NR NR
5.34 NR NR NR NR NR NR NR NR NR NR
Veto
NR
Date:
Supplier Details
Supplier Name: Supplier Phone:
Supplier Code: Location :
Auditor Details
Auditor Name Department & Plant Location Phone No. Email I.D.
1 (Lead Auditor)
2
3
4
5
General Information
Reason For Audit: Safety Related Part ? Yes
Type of Audit: Initial Mandatory Input: Product Validation Complete: No

e.g., Blanking,
Input number of
Piercing,
Supplies to TML plants: process steps
Assembly,
(which needs to
Dispatch, etc.
be audited)
Number of Processes: 10 Part Number(s): Part Name:

Process Step 1 One Process Step 6 Six Drawing Date Category Proprietary
Process Step 2 Two Process Step 7 Seven ECN No.: Eng Change Level:
Process Step 3 Three Process Step 8 Eight PPAP Status: Program:
Process Step 4 Four Process Step 9 Nine Sub - Commodity: Commodity:
Process Step 5 Five Process Step 10 Ten
Results
Decision:
Average Score: Not Rated
Final Score: Not Rated
Team Summary:
Questioneries Details Assesment Outcome

MSA PILLAR DESCRIPTION R Y G
Veto Other Total
Veto Other Veto Other Veto Other
Company Management 4 9 13 0 0 0 0 0 0
Technology 3 9 12 0 0 0 0 0 0
Program Management 4 13 17 0 0 0 0 0 0
Purchasing & SCM 4 13 17 0 0 0 0 0 0
Process Control & Analysis 6 38 44 0 0 0 0 0 0
Customer Support 2 5 7 0 0 0 0 0 0
1
### 60% 0%
0.9
### 80% 60%
0.8 Score 80-61-80 0-60
0.7 Overall Not Rated
Company, Gove Not Rated
0.6
Technology Not Rated
0.5 Project Manag Not Rated
0.4 Purchasing & Not Rated
Process Contro Not Rated
0.3
Customer Supp Not Rated
0.2
0.1
0
Summary of Actions Identified

Company Management Not Rated
Technology Not Rated
Program Management Not Rated
Purchasing & Supply Chain Not Rated
Process Control & Analysis Not Rated
Customer Support Not Rated
Signature:
Name:
Lead Auditor Auditor 2 Auditor 3 Auditor 4 Auditor 5
1. Company, Governance and Financials Not Rated
S.No. Question For Assessment Guidelines (What To Look For) Evidences Observations
Veto
Score
A. Company Management and Governance
1.1 How well defined is the Organization's business strategy? - Company policy, vision and mission statement defined, - Vision and mission statement and understanding NR Input Observations/Recommended Actions 0 NR
1.2 How good is the Organization‘s process for attaining the strategic goals? -documented and displayed
How does organization at reception;
develop and deploy visualthemanagement
action plans?areas. -upto managerial
Business Score Card level (BSC) data NR Input Observations/Recommended Actions 0 NR
1.3 --- Are Longthe term
Organization
and short
resources follows
term business
appropriately
EMS relateddefined
goalsand
regulatory
defined
allocated
norms andto support --- BSC Company policy and code of conduct
Validcascading
MPCB/CPCB consents for establish and operate Input Observations/Recommended Actions 0 NR
*
Does the organization follow EMS standard, environmental statutory and regulatory norms? Does the organization have responsibility defined internally?
-for What is the frequency of reviewing of those targets? -- Business plans NR

How does the organization demonstrate its HR policy and system? requirements. attaining strategy? -- EMS Organization
certificate structure
if any (special focus on Quality
1.4 Does organization have employee motivation, feedback, engagement schemes? -- KPI
- Organization What and is KRA have growth
long deployment
term HR policies and and procedures
sustenance strategy of the Organization) HR policies
Competitive position NR Input Observations/Recommended Actions 0 NR
-organization Organization? establishes
Organization has valid consent to establish and operate
surveysfrom --- Recruitment Hazardous waste disposal and membership
1.5 * Does the organization follow company laws and -Pollution PT/PF/ESIC/WC
Management control policies
review , employee
systems
authority. registration feedback and
-- Monitoring
Comparative
PT/PF/ESIC/WC
KPI and KRAofdata and
data selection
data and
sound,
procedures
registers
waste, air and water treatment NR Input Observations/Recommended Actions 0 NR
1.6 * regulations governing have
Does the organization to industries
a process ofinits'place
kindto
in --- Budget
health Organization
How
Data does policies
and
Organization andsystem
develops
organization
capex
has toreview employee
plan
be secured
defined meeting competency
to achieve
with Antivirus
responsibility for EMS
mapping
his longand term goals
theft, hack
requirements, --including Training
Performance
Bonus
Quality
Passwords
and development
registers
Review
and
ETP/STP
improvement
Meetings
login
,.
system
(QRM)
control for critical systems, NR Input Observations/Recommended Actions 0 NR
terms ofcompliance
labor laws,with health and leave polices? -
-considering Performance
Leave
Department policies management
hislevel
business
including
review plans systems
maternity
meetingand macro economic factors?
leave register -- Training Expansion
Leave plans
plans,
register
Management technology
Review Meetings upgradation
(MRM) plans
1.7 ensure
Does the organization Secure
have Data
safety Management
policy in place andto control --waste Does management
Organization and statutory
established compliance.
safety policies andinsafety officers, machines Third party etc.reports
ensure confidential treatment of TML information and committee - Software's,
Employee
Organizational
Bonus
Action planand engagement
along business
regulation
Enterprise , polices
strategies
register
with solutions
implementation and
along laid down
targets
with Customer terms of
intellectual --- Any Safety
Capex polices
Succession
plans
legal
Performance
NDA with
Display at
planning
notices
sub-supplier
gate for and
monitoring
EMS actions
data plans
systems
NR Input Observations/Recommended Actions 0 NR
1.8 demonstrates
Does safety at work places?
the organization promote and establish a -data
investments, Suggestion/Kaizen
Organization
No child in
labor place?
striving
technology schemes
(principalto and
improve
or and processes,people
infrastructure,
contractual) systems and activities
etc. -- PPE list
Suggestion
Managementand
Diversification,
Employee ageuse
schemes ofper
PPE
initiatives
as management towards
acceptable cost enhancement
system reduction
company laws NR Input Observations/Recommended Actions 0 NR
documentation? - Are base
PPEs should
defined preserved
per process secured
and employees follows? -- Data Visual management
security,
Any legal
Accident noticesprotection
monitoring and systemsand
actions
and Antivirus
near miss follow up.
1.9 culture of continual improvements
Do the organization have infrastructure, process in value chain through
and
-- The Reward and
continual
business
organization recognition
plan improvements
exists schemes -plans Kaizen
etc.schemes
Energy mgmt. and audits
which leads to cost control? aids in place, and are -- How
Avoidance
Employee
Nurture is safety
cost datashould
of damages,
motivation
reduction captured
and
have(likebetter
deterioration
retention
initiative
placed
and
no.employee
at of location,
misuse
accidents,
policies of data/systems.
near miss) and --- Safety Master
Operation
ERP list and
systems
Rewards
of machine
committee
and
business and
and actions
recognition
equipment's
matricesplans
policies
with latest
indicator NR Input Observations/Recommended Actions 0 NR
equipment's
B. Financial and supporting infrastructure, System protectionmanufacturing
by credentials inprocessand?aids and level
passcodes equipment machines additions Alternate
Action energy
plans for options
achievements
these capable
Management
to deliver desired system requirements?
action
-- Kaizen
and
plans
toolingevents with
etc.
monitoring place --- PerformanceBack
Safety upawards
Continual
Machine
and auto and
improvement
capacity
back
weekup
management
analysis
systems
celebrations
systems
projects
and capacity planning
TML promotes licenses software systems with own server
on a system. NDA sign off
1.10 Do the financial figures match the Organization's strategy?
Is thesales
(e.g.: setvolume
up continually upgraded
and trend, capital with
investment latest
in own company, etc.) -- Capacity
-- Waste Are thethere safety
sales
reduction
planning
audit
volume,
measurestakingtrend,
andsales
place?
excesscommitted capital
capacity datainvestment
showing possibility to --- Use Slogans
Sales
HR planand
Newregulations,
ofmachinesVsawareness
advance
Confidentiality
actual to programs
attendance
toolstechnology
and
agreements
andcapex
improve leave systems
processes and
planning
with employee and
NR Input Observations/Recommended Actions 0 NR
Is organization management towards employee safety Fire fighting systems, mock drills
1.11 What early financial
technology risk warning system
and management strives forOrganization use? departmental
does the -accommodate Cost
Cash control
flow analysislevel
measures monitored?
additional customers --systems
suppliers
Sales dept.
Statutory
Technology objective
audit and
and auditing
upgradation KPI agencies
programs and execution NR Input Observations/Recommended Actions 0 NR
-byWorking In providing
case audits
Energy safety
ofcapital
deviation
and training,
arenew
saving mock
corrective
initiatives drills,
actionssafety
taken week andthe
as per ---plans Fire extinguisher
Capex
Creating and budget
cost layout
control/ follow and
up filling
sensitive updates.
atmosphere
1.12 Are finances properly tracked to ensure a continuous --promotions,
improvement? Management
Is Enterprise requirements
focus
Resource
insurance on inPlanning
case of
defined
technology
(ERP)
hazards implementation
system
and implemented
accidents? andand Reports
ERP Systemand cash flow statements NR Input Observations/Recommended Actions 0 NR
flow of -prevailing
continually Technology
Statutory market
upgrades
audits,
improve conditions?
taxvalue
audits and results
adding process for better quality and --- Receivable
Project costing
Suitability ofand and excess/less
pending
technology, payment
mfg. andanalysis
data base. for
equipment
1.13 * How areraw
thematerial?
organization's financial ratios? -monitored? Bankruptcy
Sales Test:
planfinancial
and Altman
actual Z-Scores Outstanding
'Financial payments
Rating Temp'!A1 NR Input Observations/Recommended Actions 0 NR
--productivity
- Are
Whetheraccounts
Short-Term
Sales cost payable
Liquidity:
data
auditand and
Interest
cost auditproperly
receivable happens as per applicability
Coverage Ratiosmonitored to ensure --processes.
ERP system
Raw materialforcontracts
finances, bill processing, payments
of statutory requirements? - Shortfall of outstanding bills Count of Veto 6 0
-a-- Long-Term
Supporting
stableforecast
Sales
Any legal
businessEngineering
Solvency:
notice and environment?
orGap Net
claims
andDebt/
analysis
for
technology
non Equity into service functions like
Ratios
compliance
Plant engineering, utilities and facilities
-quality,
Is there
Inventory Engineering,
any turnprocess tooling
for and
mitigating logistics
raw etc. ofpurchase
material companyrisk lawssuch - Action plans if there are any fluctuations in prices,
--asOutstanding
Capex
Hedging,
budget
long
andare
billsterm
expenditure
monitoredreview
contracts, by the finance
budgeting etc. team? exchange rates, etc.
-- What
Project
Are is the trend
costing and
fluctuations of CAGR (Compounded
follow exchange
in prices, ups Annual
rates monitored? Growth Rate)?
- What is the health of Operating Cash Flow?
4. Purchasing and Supply Chain Management Not Rated
Veto
Score
A. Purchasing
4.1 Does the organization have system to approve suppliers and only quality capable suppliers selected? - Suppliers QMS certification/assessment should be evident and it must be valid with latest QMS editions. - Supplier evaluation, assessment and selection procedure with clearly defined criteria. Input Observations/Recommended Actions
* Does the organization have considered TML purchasing and supply chain (SCM-SOR) requirements?
- Organization should have procedure to select supplier with specific criteria, selection methods.
- Supplier must be evaluated, assessed and re evaluated based on requirements. assessment plan should be developed.
--Customer Suppliersrequirements must be taken into account ininselecting,
terms ofassessing
quality,suppliers.
- Supplier improvement and support programs for continual development
Quality capability assessment
transfer ofand QMS certifications
NR
4.2 -- Suppliers
--- Supplier
Customer,
must be monitored
used for regular production
organization
for performance
and supplier mustprocess
be assessed, approved
interfaces areand
delivery and performance.
released.risks
identified, Documented
are analyzedevidences
andand recordLogistics
secured. should berequirements
available for release.
In case of deviation in the assessments and requirements, procedure must be exist and decision must be transparent with timeline, action plan and closure of deviations.
Communication andinfrastructure,
control for TML requirements, specification
must also be considered.
- Communication
- Traceability
and
of change/management
Supplier assessment
customer
re-assessment
requirements to suppliers, control and changes.
related
planstoand
customer specific requirements
evidences. NR Input Observations/Recommended Actions
capacity and suitabilitybemust analyzed shouldand
and itintervals be drawings
inline with ,customer
processrequirements.
requirement etc.
4.3 Does the organization have established system to ensure quality of outsourced products and services? - Suppliercontrol
change
-Interface
capabilities
to and and
Customer cut performance
off monitoring,
specific
must
requirements, Changeverified
special
at defined
management
processes
-Supplier audit results must be evident and evaluated in a supplier rating system.
should be
requirements
(regular supplier
andevident.
special
In
audits)
characteristics
the event of negativeinresults,
supplierqualification/upgradation
selection programs must be developed -- Change
Suppliercutaudit
off monitoring,
Approved/released plan andtracking
supplier list andand
audit updates to customers.
updates.
results NR Input Observations/Recommended Actions
- Relevant
Supplier regulatory documents
- Evidence must be provided that the actions have been implemented. Criteria for assessment and re- assessment should defined and followed
--- Supplier should develop process audit plans wherever appropriate and as per
thecustomer requirements In case capacity
---- Evidence of
of regular
analysis
negative and records.
quality
communication results, suppliers, re-qualification plan
Are the agreements made by the organization for on-time delivery in outsourced parts and followed? Agreements must be established and implemented with suppliers to cover on time delivery, JIT or VMI . Special processes supplier selection and evaluation.
4.4 -Ensure
Supplier special processes and validation/revalidation plans
the continuous improvement of products and processes to for maintain effective delivery performance.
On-time
--- Quality
Quality and
delivery
meetings
Purchase
agreements
and escalation
agreements matrix for non performance. NR Input Observations/Recommended Actions
- Validation/revalidation
-- Part In the event of
methods
failures
and records, remedial
in delivery
should beperformance,
action for non-compliance
actions
validation results
must be agreed and their implementation monitored including timing dates - Service
Delivery
- Agreement
SQ-
supplier selection
performance and
and assessment
monitoring with action plans.
SOR sign off.and improvement programs. Evidences for support programs
*
Does the organization have established necessary submissions & approvals/releases for the out-sourced products and services?
4.5 submission, approval criteria
- Criteria for re-submission and re-approval to be defined.
defined for outsourced products.
- System for approval/release must be issued for all out-sourced products and services before they are used in regular production (PPAP sign-off).
--- Supplier
PSW
Deducingsign-off for tiered
the degree
process suppliers
of inspection/rework
validation and and
re-validation to directeddelivery
improve
records suppliers
results NR Input Observations/Recommended Actions
4.6 Are the suitable storage systems arranged for outsourced parts and incoming materials? in case ofparts
- Incoming
Records must
- Incoming
sub-assemblies
and materials
be provided
materials
and proprietary
should
and goodsofcontainers
be stored parts
change management,
(unless
properly
must be storedfrom
otherwise
according agreed)
to their
the customer
in a way
thestatus,
quality
to the
that it should
supplier has full responsibility monitoring the quality of all the individual components
release/approval.
notsub-supplier.
mixed. ---- Validation
RecordsWIP
Reducing
Standard
Eliminating
of capability
/scraps
methods,
Packaging
special
forand
processes
transport
special characteristics
frequency with plans NR Input Observations/Recommended Actions
Does the organization have established quality control checks and verifications on outsourced parts and services?
- Reject, Hold and nonconforming parts and quarantined products must be stored securely to prevent access to them.
-- To FIFO andthe
verify batch traceability
quality are ensured
of the out-sourced goodswhen the materials
and services, regularand goods and
inspection are tests
processed further.
are carried out, specifications and records are established.
- Assessments of reliability (DVP reports, if applicable)
-- Quality Stores administration
with supplierssystem/ERP
4.7 - SafetyIncoming parts
critical and Material
Storage conditions
- Requalification
stocks/inventories
legal/statutory
for materials
and validation
relevance parts should
requires
tests should specialout
be carried
match
should have
storages
withagreement
quality stores administration
to befrequencies
with certain defined and
with suppliers system/ERP
andfollowed. Chemical
records should
. Stock verification
includes test/inspection
and hazardous
be evident. Third partymaterial
andrequirements
with logistics variance analysis records must be there.
storages
test and records should
should be according
be established to the
as per requirements.
customer requirement --- Adequate
agreement
Re-qualification
Product quality
test, inspection checks
status & reports
and measurement facilities for raw material and finished parts NR Input Observations/Recommended Actions
'-
- Shelf Test, measurement
life items should equipment/instrument
be monitored andand inspection
tracked infrastructure
for expiry dates. must be established, stored and appropriate to product requirements.
4.8 Does the organization employ qualified and skilled personnel? Are the responsibilities defined? --- Laboratory
Responsibilities
MSDS
--- Material
Job
conditions
sheets shouldand and
work
identification system,
descriptions and
authorities
stations,
be available
quality
and are
inspection tables
for chemicals
roles status
are
shoulddefined
hazardous
anddefined
be properly for
materials specific
established.
location should be traceable
in stores adequatetasks.
lighting with lux level to be defined and monitored for visual checks and critical inspections
---- Evaluation Validation
Job
Stores
PPM reports
of failures
descriptions and
cleanliness
and analysis
and action plans
records with
re-validation
and housekeeping
action plans
reports
androle/responsibilities for special processes NR Input Observations/Recommended Actions
Appropriate environmental conditions and fire extinguishers systems to be established in stores.
-- Standard
Training needs and identified , on job training are with
conducted and effectiveness monitored . --- Quality Supplier assessment modules
Climatic conditions and environmental
concerns ,8D reports and action plans and requirements
risks
B. Supply Chain Management packaging storage conditions to be defined and followed suppliers
-- Test /inspection procedures and linkages to
- Employee qualification, skill matrix available for tasks and activities into outsourced activities, stores etc.
- Personnel
Start qualified for customer
Of Production (SOP) and requirements, outsourcedfloor
run-out planning, parts space,
and process requirements
transport, and quality
stockpiling, checks
capacity
customer checks
--- Requalification
Protection
Engineering Change
specific
against requirements
damage,
and records
management
dirt, corrosion standards.
process
International/national
4.9 Does the Organization is having strong Change Management Process for regular productionized parts & new product introduction?
---- Inspection
Quality , control
Identification
test and & methods
traceability,
revalidation and
records 8D
inspection
with approval
Physical layout integration in line with Engineering change status,
criteria usage process
management status NR Input Observations/Recommended Actions
- Cut off monitoring for old revision parts -- Quality
4.10 How is production planned and controlled?
- New revision part identification and tracking
- Facilities, data reception availability, credibility check, back-order list, invoice, bill of delivery through ERP
- Defined KPI based on system reports viz inventory management, schedule Vs dispatch tracking, rejection, obsolescence management, PFEP (plan for every part) Cut off acceptance
PPAP and
- Last 3 years KPIs and its track record
--- Receiving
Mixing/false
date
Inspection
criteria and sampling plans.
forreports
identification
new revision and
standards parts are prevented
reports NR Input Observations/Recommended Actions
Is an Enterprise resource planning (ERP) system efficiently utilized for electronic Data Management? - Plan Vs Actual monitoring --- Inspection
Skill Matrix
Change management activities inside shop floor and work places
4.11 What is the process for the procurement of semi-finished material and who is responsible? -- Assessment System for obsoleteof demand, parts and quarantine
transmission controlschedule,
of delivery
- Intermediate, child part and outsourced part inventory planning --- Tracking - Quarantine
Inventory
KPI for stores:
management
table, work
demand quarantine
benches
planning
lighting and luxareas
and
and targets
level monitoring .
its track record Input Observations/Recommended Actions
-- Stock monitoring and control.- Use of ERP in planning and Inventory control
--- FIFO Eye change
check
(first upat first
in/
different
records stages of production
out)for critical measurement/inspections NR
-- Does
Conversion
Change
of customer
management
demand to procurement need,
inside
shifts,shop floor and work places --- Production
Plan Vs actual
Procurement responsibilities
4.12 Is there flexibility for reacting to changes in a customer’s order quantity and due dates?
flexibility organization
for has additional
handling in-creasing
- Is the prioritization of production orders possible?
alternative
orders, production
for facilities?
example alternative suppliers
-- Run MSDS
ERP sheets
stock
planning
vs
process
actual.
in line with TML Requirement NR Input Observations/Recommended Actions
What production concept does the organization have, supposing TML were to award a contract? --- Does IsProcurement
thethe methods,
organization have triggers
regularly analyzedand signal.
capacity and ensure adequate capacity for peak demands from customer ? -- Stock Order
Existing
levels
@ verification
rate
future
and
internal andquantity
approval
expansion
process
variance
space
and Part level wise mapping
analysis
4.13 * current
--- Organization
Organizational
Organization
capacity
has
sufficient?
hasidentified
Leadbottleneck
established time forprocesses
Production and working
procurement
infrastructure andandon ittracking
to improve
supporting ofproductivity
orders .
equipment -- Capacity Production
Lead timeplanning planning with customer schedule. NR Input Observations/Recommended Actions
--- Production
Organization
Personsupply, has
useproject
responsible undertaken for in
fortransparency
procurement,expansion, productivity
stock keeping,improvements,
Inventory technology
management upgradation and etc.control. --- Physical
action
Current plan
plant
Productivity
survey
forutilization
variance projects
improvement
based percentage
on supplier process guideline which are meeting TML Requirements
4.14 How is the material flow in production organized? of conveyors, material flow, buffers between production steps,
- Is organization having optimum material handling equipment on board for material storage, movement?
container labeling, pull principle, KAN-BAN
---Material
Order
shelf lifeprocessing
items, control and records
Process document as production facility mapping evidence
handling equipments NR Input Observations/Recommended Actions
4.15 How are stock-keeping and shipping performed? Is a stock-keeping system utilized? Note: The term
- Inventory management / FIFO, ""production facilities""
storage, labelling and shipping is notonmeant
areas, dispatches processed tocurrent
the basis of the
- Is organization having sufficient area available to accommodate existing & future parts (PFEP Readiness)
include
order digitalthe specific
transmission of data totools which
transport agency would
and customer, be needed
system-supported for
generation thisdocuments
of shipping order. - Container and bins planning
- Process document and physical audit NR Input Observations/Recommended Actions
4.16 How are returnable processed? - Transparency in returnable stock from organization's production to customer, identification of the need of returnable,
zones for returnable.
-- Stock
Process verifications
document records and physical audit NR Input Observations/Recommended Actions
- Overall plant layout and processes facilitate a direct, continuous, and simple unidirectional flow of material, empty containers, and product with minimal handling/travel distance
- Facility of Maintenance of returnable --- Organization
Variance
Returnable analysis
stock
capability withand listmapping for packaging design, sample buy off
process
4.17 * Does Organization/facility possess packaging capabilities in house? - Packaging & Logistics Sign off process -- Random
ERP stock
Samplevs physical
document & physical verification
NR Input Observations/Recommended Actions
- 100% adherence process mechanism - Returnable conditions and cleanliness, repairs
- Shipping data and records
- FIFO documents
2. Technology (Veto question in this section are applicable for Design Responsible organizations only) Not Rated
Veto
Score
A. Engineering Support
2.1 What kind of engineering support does the Organization have? - Is the Engineering function located in India or Abroad? - Design functions and organization structure NR Input Observations/Recommended Actions
2.2 Are there relevant business arrangements with other suppliers? -- Is
In the
caselocation of engineering
of outsourced different than
design processes, howmanufacturing?
does organization -- Validation and engineering
Design supplier, testingselection
service provider set ups NR Input Observations/Recommended Actions
-select Can supplier
suppliers, provide integrated
do agreements, engineer
follow ups to be onsite
systemsupdation at TML?
and controls on --List
procedures Competent authorities, tie ups and supports for
2.3 Does the organization have system in place to collect, List
-confidentiality of specs, Drawing
Does the organization and standards with revision,
have engineering and design function in status critical of drawing, specs, standards with NR Input Observations/Recommended Actions
update andCapability
store updated drawing, specifications, -place Methodology data?
to conformance for latest version availability. - Designdesign
revision/updation
requirements
agreements and Liability clauses
status.
B. Design & Control which covers, product design and validation, tool design?
International andare testing standard , customer& Validation? -- How JV partners,
obsolete Design
specssuppliers
and drawing and areservice
handledproviders
? -- Specs Projectupdation
plans verification
2.4 * What kind of resources available w.r.t.
intellectual property and specs ?
Design Capability/Testing -- Does Organization
Agreements and have onsite
confidential/ CAD/ProE/CATIA/CAE/CAM
NDAs
How change is communicated to users functions and cut off are - Testing
Design facilities
competence,
- Method and means for w.r.t. DVP
facilities
updationandcontrol
processes available NR Input Observations/Recommended Actions
2.5 * What are the Design Validation and Testing facilities available with the organization? -facilities?
monitored Liability
Does clauses
organization
? has Engineering test labs equipped with -- In Physical
Data ofverification
Development
case
securitytooling
and of testing
agreements
Design,
password / design
validation
controls forequipment's
tools like NR Input Observations/Recommended Actions
- Does
Validation Supplierorganization
competence have
and verification and digital
capacity
tests design
? analysis.evaluation tools, (e.g.CAE, - Design
mold and
Confidentiality
flow Engineering
analysisand NDA
and organization
casting toolresults
verification, metal
2.6 How does the Organization's testing facilities ensure product durability and reliability? -FEA Testetc.
methods and criteria for product performance and - Engineering and product lab test NR Input Observations/Recommended Actions
-functionability. Are labs)?equipped
Outsourced designwith processes
Necessary and supplier
Engineering project
testplan.
methods which flow - Design infrastructure
Testanalysis, Inductor and software
validation etc.
2.7 * How is the Organization's Proto-typing capabilities and data transfer system? -are Capability
Does ofto
organization
traceable Meeting have Short
InternationalCADLead (ProEtimes ?of developments
/ Catia) capability? - (e.g. --- Design methods
Lab testmodelling
software and suitability
and Proto typesand methods
suitability NR Input Observations/Recommended Actions
How does organization uses advanced tools like FEA analysis, re -engineering, benchmarking to enhance product design process? -Organization Is
Arethis
the been agreed
is
resources capableupon of
continuallywithstandard
customer?
supporting
upgraded short for lead development
suitability and design -- Product
Design
Simulation
standards,
qualification
inputs and
tools and
specifications
and analysis.
procedure
FEA re-qualifications
set ups
2.8 -- If supplier
Are the
Are testtest is design
equipment
conditions responsible,
appropriate
and methods is there
and suitable any system
includedtoinproduct exist
equipment for
testing - Project
Test data
-- Test details
plan and and plans
and qualification,
lab traceability requalification
, correlation of plan
test NR Input Observations/Recommended Actions
schedule.)
requirements
benchmarking?
and validation from customers?
requirements like fatigue test, durability and Design
--Training stages
Benchmarking
Test correlation and
case
and review
studies systems
accuracy
2.9 Does Organization have competence, people skill and -setting, People training,
test job
environment knowledge
appropriate to the requirements? results needs and plans NR Input Observations/Recommended Actions
qualification appropriate to the customer design --reliability
-- Design
How
Does
Test
isorganization
the
Organization test,
andand
plans
Electronic have
established
functional
product
dataand
knowledge
qualification
transfer
policy for
benchmarking capability?
data
performance
including
, requalification
security
and test?
fit and
plans
and password
re-engineering
function oforparts -- Skill
- Re-Engineering
- Simulation
Test equipment methods
andfrequency
Testing and
competence
and FEA studies
projects
facilities,
mapping suitability and
C. Lessons Learnt Is electronic data transfer and design software compatible Customer specific design requirements
requirements ? Are the skills & training kept upto date -protection
process
- How People
Validationfor for
design
organization
upgradation design
of results and data?
ofdevelopment
validates
withskills the test or
in terms
customer results
newand
ofthird co-relate
technology
party the
and -performance
- Proprietary
Product items
knowledge design and benchmarking
and requirements (in case ofstudies
functionability
2.10 Does the organization have the prior knowledge in use of DFMEA?
with changing technology ?
exceeds
-findings?
softwares Does
In case thecustomer
oforganization
Organization proprietary
haverequirements?
have
design,
created DFMEA
datahow /DFSS
design
base for facility
benchmarkingislabs
methodology kepttraceable
in designto -- Legal
well
case
Validation
DFMEA and
Measurement
Technical
and
safety
forlibraryreliability
critical
pastsystem
and
and
test
present plan
projects
capability
reference f tests and
standards
changes NR Input Observations/Recommended Actions
2.11 Does the organization follow design validation, revalidation and verification plans regularly during product life cycles? -International
process?
equipped
-studies Does the
Validation
How the Is
andit
and
standard
organization
extended
controlled?
measuring utilize
to
revalidation
system sub the
plans, latest
-supplier
capability improvements
parts
executions
and and
and
performancesystems
resultin design
?
tested,
and
-
-
modifications)
DFMEA
Validation
verifications training
and revalidation plans NR Input Observations/Recommended Actions
Advanced
- Organizations usage
Reliabilitytechnology?
tests, of tools like
set ups , procedure FEA, simulation
and of resultstechniques,
monitoring People retention and development plans
-modeling
verifications understanding and usage DFMEA tools - Use of DFMEA and and Linkages to outsourced testitems and
2.12 Does Organization have change management process verified
benchmarking
Does Proto
and controlled.
organization ,and re-engineering
have documented procedure for change control --sub-suppliers Validation
Product
Change safety
liability
managementverification
and legal
training results
requirements,
procedure results NR Input Observations/Recommended Actions
that addresses engineering changes (ECN/ECR,
-- Is
for casetyping
In this
Validationmethodology
Upgradation
product methods
of product
and
built
program
up
and
safety
processes
facility
extended
for and in-house
revalidation
regulatory
personnel.
changes?
orrequirements,
to Sub-supplier
criteriaoutsourced
forparts, activity?
tool
products aredesign
the labs -ECN -and
Field
Job failure
compliance
descriptions
and ECRs data and
ofand claims data
test,qualifications
method and data
-appropriate,
-and How
Inputs theand time
accessories line and
linkages
suitable of
and project
field
test plananalysis,
failure are developed,
methods/results warranty areclaims
compliance these plans -- Validation
tointo DFMEAs
Product test are regularly
method and
and liabilitystudied,
data updated
improvement during any
initiatives
Management and Manufacturing Review)? How
-according
Is thechanges to
method in established
customer
customer requirements
technical and timeare
and followed line
for tracked, implemented
requirements
every design project , Is --change Communicationdesign and
inchanges, control
How does VA/VE initiatives takes place and are validation
requirements.
How and
organizational revalidation processes.
communication takes place for changes, Cut off - Design
Cut off dates tracking and monitoring
--design
Does
Is thereorganization
team comfortable
is methodology consider
to totake all the
useinputs
DFMEAdesign inputs
? Validation? to build proto
connected to cost management of customers? What
monitoring
typing ?
theand level of understanding
establishing changesDesign?from field complaints to - Tool and process support modification
enhance
Customerproduct communicationdesign? for changes, updations , documentation - Change plans /project plans
and control - Process document changes PFD, PFMEA etc.
Does organization takes VA/VE initiatives in concurrence to - Training to people on changes
customer and develops design modification system for continually - VA/VE initiatives
improve product performance ? - Cost reduction projects
- VA/VE and modification project done
- Cost management and cost reduction initiatives customer hand
holding
3. Program Management Not Rated
Veto
Score
A. Management Support
3.1 Is the project management established in the - Project management roles and responsibilities - Project management organization chart (RASIC) NR Input Observations/Recommended Actions
3.2 organization
Is the projectincluding
road mapproject ( Plan )responsibilities
prepared ? Is itand agreed -- Manager Is the project and plan/roadmap
Project team covers all the requirements from -- Project Project manager plan with and members
milestones and roles and
timelines NR Input Observations/Recommended Actions
targets
withthe for Project
customer manager
and/requirements
understood andby members?
projectand team? -customer Subject Matter ? Areinthe Experts deliverables,(SMEs) required milestones andspecified
their allocation with target responsibilities
- Project Customer requirements and specific technologies
3.3 Are resources defined -- CFT Customer approach project
specifications?and requirements team -
-included. resource planning
Supplier integration into project management ( customer, organizationare NR Input Observations/Recommended Actions
3.4 planned?
How project What is the process
organization controlfor capturing
changes inchanges the -date
-- Resource Changes
and responsibilities
Supplier/service in allocation
project based
plan,
providers on
timelines,
into skills,
Project jobmanagement
technologyknowledge, and specific
processes
activities , and
- Change supplier
Allocation management
of ) resourcesdocumentations, and their availability change NR Input Observations/Recommended Actions
during Are the changes in project roadmap are tracked, approved by --monitoring Customer agreed timelines forand reviews
projectproject
projects? Is there stage?
escalation process
? Is theredefined andfollowed ? technologies etc. Availability for tracking
resources specific expertise and
3.5 * How organization controls risks in the projects escalation process
-including
-customer
Resource
Risk
Necessary management key
and people
allocation
monitored
resources for are
and
such
documented
?availability
deviation as budget,in theand project
technical
approved. plan which affect
personnel and their Project
- Reviewtimelines
technologies results,and and project
action plans plans and deliverables NR Input Observations/Recommended Actions
followed? -- Changes
timelines Project are communication
highlighted in right time and and agreed bylatest
customers --- Risk Project timelines
identification and analysis
B. Advance Product and Process Planning work loadplan inisto taken into consideration? to customer only plan Customer
Resource milestones
planning and and targets timelines for
customer
--submission Change
Risk
Are identifications
all project
project
allchanges
stake isand agreed mitigation
holders
notified
by customer
at plans
an early
for manufacturing
stage? are the changes --projects Customer
Deviations
Evidence product approval
forand records
outsourced for change process and timeline
project plans changes
and
3.6 * Are the advance product and process requirements --Are
feasibility Customerthe and
supplierrequirements
same processesis properly related
included to
documented.advanced
in deviation product /risk development
analysis Advanced
-
- Change
Escalation assessment
Matrix requirements
for and
project changes related to
organization NR Input Observations/Recommended Actions
identified, definedplans,
and documented? - Is Project
tracked
known toand plan
organization. cover outsourced
monitored ?
The requirements processes are and supplier and
documented reviews
- Supplier
Customer resources
requirements and plans
drawing, specifications
3.7 Are there project function specific plans laid -processes
--Plans Timings
Escalation containingfor changes
criteria
? byfollowed details
and to stop
of are
timing
communication defined
for and
development
channels complied and with.
planning manufacturing
- APQP
Contacts Project and feasibility
plan
key responsibilitychanges. for decision making in Input Observations/Recommended Actions
-activities,
understood Are Changes project by rule
team. checks for both in-house and supplier? --escalation Changes
Product
In case ofsafety identification, and legal tracking
requirements and monitoring
down for product and process development activities? --- Deviation Any
Project
Is
deviations
project planmilestones,
approval
reviewreview fromprocess this
production
done
techniques onhasand areescalation
periodic
followed
agreed
tests, etc.in
basis
and
writing
in
and case
critical review between
of
path timeline
results
identified during
Detailed
project
deviation,
timing
process chart
stage.
customer
including approvals
sample for changes.
submission
-The
customer
-Plan
extension dedicated
should project
andbesupplier. team been
developed for dept. wise requirements including established for advanced -
requirement
- Communication Critical
Authority and and special
and characteristics
responsibility
various
channels fordeviations
milestones
and change approval and
tracked
and .and
product
- In-house
-manufacturing Themonitored
period process
for (PERT/CPM)
changes
processes development
before
and SOP
supporting indoesCFT processes.
way and quality
not tracked
affect product quality. --monitoring. Product
Process group
and experience
Product andvalidation planflow. (DVP)
-- Customer
requirements Supplier
Personnel
Metrics (RYG)
approvals
and
resource aresupplier
responsible also
areplans
and
planning
laid down
quality
identified
for
tracking
and
change
requirements
project
and defined.
recording, team approval,
and milestone
tracking and
Escalation criteria information
monitored, Special risks identification
action etc. forfor the
supplies, individual
technologies, milestones processes and the and - Capacity installation plan
-critical
monitoring
SCM The system
pathinis project
including exist in
identified.
sourcing the organization
management
country. to check and verify RFQ data, Advanced
- Logistics planning covering dates, for supply process requirements
technical
-QM Escalationplanning specification,
must be
authority and commercial
integrated
responsibility in details
the- development
who of should
process/product plans,
raise/escalate -approval, Process layouts prototypes and & work station management
pre-production and start of full
requirements,
including
risks? feasibility analysis
test/inspection planning, the planning of test and and inputs to management. -production Toolings, fixtures and infrastructure suitability
-inspection In case of facilities potentialand nonrisk compliance
analyses. to customer requirements, - Process equipment
- Quality management plans including related process capacity and suitability
deviation
- In the development requirements phase, established
suitablein the organization
methods fulfills theand system -and
installation Manufacturing
quality document feasibility submissionassessment
to sign off
conditions (function. reliability, safety, security).from customer. -- Test Supplier , inspection
process and planquality control facilities NR
-- Customer Supplier processes requirements to befor supplier
included in theselection
planning andprocess.
approval along -Process - Dept. wise storage, intermediate
and function wise storages,
micro level toolplan storages
with
with
- DFMEA material and PFMEA specification to considered should be inestablished.
the planning process and used -deliverables, Packaging, handling timelinesand andinternal transports
responsibilities defined.
- Special
for and critical characteristics
risk identification and analysis. are identified based on product - Special characteristics suited packaging and storages
-legal, safety, process
Organization shouldand technical aspects.
demonstrate it's expertise Someinto characters
manufacturing should Advanced product and process development
have interface
technology andand agreement
processes based on
for product customer requirements.
development - Manufacturing feasibility assessment and
- Manufacturing feasibility assessment based on customer upgradation plans
requirements should be conducted and review results to be - Specific customer requirements from quality
established. Supplier processes also need to considered for management, purchasing and SCM
manufacturing feasibility. CFT should generate assessment report - Legal and statutory requirements
with action plan. - Safety critical requirements
- Logistics and transport requirements
3.8 Are the process infrastructure, resources and - Planning the availability of qualified personnel, budgets, -- Process Purchaseinfrastructure and inventoryincludes requirements machines and NR Input Observations/Recommended Actions
3.9 qualified
Are the Planning personnel forplanned
outsourced in the development
processes, parts and infrastructure,
Potential or supplier identification, process review and machines and equipment, support processes and equipments,
- Approved Supplier information facilities,
supplier tools,
listsystems,
and supplier production,
portalassessment
access packaging
and NR Input Observations/Recommended Actions
stage?
services taken into account during development tools
assessments. etc.. and
process
records storage,specificationtest & inspection availability facilities (internal &
C. Advance Product and Process Implementation -- Qualified and skilled Personnel, people requirements, availability, external) Process andagreements product documentation
stage? Supplier integration and feasibility assessment with development - Contracts, and purchase requirements. orders with
3.10 Are the DFMEA/PFMEA developed during project -special
requirements Is the process technology expertise
/ product FMEA andmeet knowledge the customer requirements, specific -terms Product
DFMEA
Quality andand development
PFMEA
test
conditions. requirements infrastructure CAD, CAM, CAE NR Input Observations/Recommended Actions
3.11 stage?
Is Also
organization capturing Thingscontinually upgraded
Gone Wrong (TGW) and Things according
Gone Right (TGR) at the time of proto-type andto project
pre-production phase? advanced
requirements technology
?
- Supplier product and process planning along with quality skill upgradation programs.
- There are records of knowledge gained from the proto-type phase and pre-production phase, to be taken into account in the serial production phase.
- CFT approach in Project management where organization captures Do's and Don'ts
equipment
-
- Build Criteria
sub supplier
Evidences for
issues tracking actions
requirements
related to supplier
- The method set out in the development planning for product development are used so that, after accumulated experience has been implemented and the product has gone into regular production, it will meet the specified installation conditions in terms of function, reliability and safety/security.
andprocess
agreements feasibility, NR Input Observations/Recommended Actions
Resource planning covers changes
CFT wayin the projects and activities -action planning for materials and supporting tooling,
- Lessons Learned
changes and action plans established? -requirements. FMEA must beTracking

drawn up inmonitoring CFT
Poka approach
Yoke identified in FMEA and plannedderived. for horizontal deployment
----auxiliary requirements related
reportsto samples, submissions, test
- Knowledge sharing activities and initiatives
3.12 Does organization established phase wise review --requirements Project review must be andconducted in phasedalong with
manner project and report Project plansreview NR Input Observations/Recommended Actions
- Purchasing documentsFMEA should andbe plan
part ofis updated
development accordingly
process
in terms of supplier selection, assessment, --reports .and should include Lessons
Updation
Service items.
learned
and and
supplier control
conditions. on
identification FMEA document
and contracts based on
3.13 mechanism
Does the organization ? Are the review has established evidencesproduction and release/approval
-outsourced
-Supplier The organization processes
processes. report.
should
and develop
services Production
must be taken control
into plan
Planning suitable -
project Gate
Production
Database
Planning review
changes.for reports
control
development qualified along
plan
for personnel with
quality concerns, action
, skill plans
project
upgradationlearnings. NR Input Observations/Recommended Actions
release/approvals
control
the productionplans
trials /runs which available?
covers
under regularall phases ?getAre the quality, -agreements
-to
-process. Gate review
processes,
Critical and
andsystem project
supporting
/runsSpecial (regularintegration.
order toreview
out inprocesses
characteristics assess alland
are meetings)
quality
properly against
requirements.
identified each project
FMEA ---programs.
inrequirements.
- Content Outsourced
Test/Inspection
the sequence
Understanding management process
studyofof reports
the
details along with quality
process stages,
DFMEA/PFMEA to sub processes,in
all members
3.14 *
Are been carried out production conditions to production approval / release?
- Productionto
phase
Production trials
trialbe
must
intentestablished
be carried
to prevent bottlenecks with corrective
and quality
production
action
problems in regular
parameters,
plan.
production.
quality checks and
documents
--Knowledge
Process
Trial
Measurement
capability
reports /Project sharing
equipment capability initiatives NR Input Observations/Recommended Actions
production
the organization haveand storage documents developed based --The
-Organization
and Criticalproduction
Delivery
risk
product requirements,
mitigation
is /process control
features, is
peak plan
defined. demand
demands, must
agreed beimplementation
and
duringflexibility developed
logistics
and quantities are forintoparts,
requirements
taken account. sub- must supporting
-
the
-- Handling, Communication
CFT
Defined
Production and processes,
risk
responsibility
maturity of themitigation
productionquality
facilities and and checks
plans. flow
boundaries
facilities and andinformation
of
equipment forparameters.
outsourced
(measurement reports)
3.15 Does
on it ?
implemented project stages/milestones related to outsourced products and services effectively?
--assemblies,
The organization
Review
monitoring
must
outsourced
demonstrate
assemblies
items and
and
processes
all
project
project
materials,
stage.
requirements into Products, -
- Critical
Process and special
and characteristics
product review and
verification/validation process capability
reportsstudies NR Input Observations/Recommended Actions
of including the --during Identification of special and critical characteristics
has reviewed supplier premises/facilities with the execution of the project and deviations are detected and corrective actions taken.
-be Any analyzed
Appropriatechanges
milestones and and in andinfrastructure
the
check-lists product
are included in the project should
/ process
management be
should in
outsourced planned.
parts.be evaluated and processes. Change
Supplier project
packaging,
PPAPrecords stage.
identification,
activities storage
and reports
3.16 *
Does the organization have developed system to transfer the project to production to secure the product launch?
process
-- Process Controlled
-manufacturing
FMEA and
process must
development
should
The requirements outsourced
and define
checksheet
in termsbe ofprocesses
updated
quality,
for the
verify
logistics parts
thestatus
structured
which
and along
transfer and
of the products
and actionare
accordingly
production are to with
of responsibility
processes
associated
considered customer
between
to be the
used in the
during transfer.
various specific
development
phases. team and production.
with the product.
--
--
--Resources PPAP
Quality
Transfer plan
Establishment
release
Lessons reports
and andand
checklist process
approval sign off
forand
learned
plans, Work Instructions
of
problem the
status
database test/
solving inspection
processes sequence
in the plan, NR Input Observations/Recommended Actions
Supplier
-requirements.
processes review and evidence to be documented plan be developed.
-Specific Layout responsibilities
Consideration
of work-places and action
of plans
Customer
inspection
plans quality requirements in
stations
trained -------the FMEA
process documents
deviations
ofand action
An internal production process release check must have been carried out before transfer. Transfer report/check-list
3.17 Are the personnel resources and infrastructure in The
--APersonnel production
Effectiveness
production test has resourcesof control
been carried theon the must
actions
productplan be
and must
mustplanned
records arebe bemonitored.
verifieddrawn
and
for only
customer up from
qualified,
requirements. the following development
outsourced DFMEAfrequency
Initial sample
Customer
Acceptance
Customer
Planning the /checks
check
sign PFMEA
initial
and
specific
and
processes.
report
off and
sample
tests
reports
linkage
review
submission
&reports
inspection)
requirements
action plans
and interfaces
sequence
cycle
and its contents NR
--Measurement
Evidences system,for on
equipment time
should beproject activities
verified for suitability and evidence in terms
captured. of project - Logistics reports including packaging and suitability
place and appropriate to project requirements? phases:
persons
-- Tool
-SC/CC FMEA should
should
characteristics be
processcover involved.
capability partandfunctions,
proofs records should be reliability
handed over and proposed - Instruments
Specify
--- Production
Trainingtest/inspection
Bottleneck
Risk
-Procedure the need
processes
fortrials
identification ,Gauges
frequencies,
identification
in accordance
execution and
of
and
quantities,
escalation
with
and
failure analysis
test/inspection
parameters,
andtiming
andmatrix.
the customers
assessment
duration
training
introduction ofplan
in
etc.
outsourced
corrective
equipment
plans
actions
timelines
-Proto-typetrial reports, and
Personal
production
correction
phase deliverables.
resources
location.
report and acceptance report should be documented
(if required
must be qualified by the customer) for the specific tasks and ---
to Product
bereport,
Visit
Personnel
Transfer used
of trials
audit
documents including
reports
qualification,
like functional
PFD and WIS. tests,
FMEA, control certification
plan, and fitments,
skill mapping.
-parts.
-availability
In case
Pre-launch should of delays,
phase. be ensured.reaction plans, escalation process should work -Engineering
Supplier projecttest
Transfer of
Documentation
tooling's, fixtures,
reports ( Endurance,
supporting accessories,
of test / inspection reliability
records and key
) and
data
results,
related to processes.
and action plan should be available. --environmental

Availability
Ref samples andfor resources
documents
tests.
as per demand and
-Launch
Resources phase. should be organized considering specific technologies, requirements - Provision of facilities and equipment
-allPPAPproject should phases be carried
including outoutsourced
and all theparts evidence documents to be -Knowledge
and services. - Machines
Checks at useful and
areasequipment stages
and skills setting,
duringinto the FMEA, tool trials,control
production
SPC, tool
of the
available. Actions plans must be developed in case of non- acceptance
product
plan, Designreport, CAD/CAM/CAE, InspectionProcess set up control
and reports and
compliance to Project plans
Process must be established to identify resources, infrastructure - Brought
- Clarification
project out
mgmt.ofetc. item release and
acceptance check criteria sub supplier PPAPs
-PPAP
required process,which trial includes runs machinesand documents and equipment, must be completed tools, fixtures before --Facilities, - Legal
Reaction reports planand
labs and releasequality equipment
project handover to serial
and accessories, Inspection equipment, lab requirements. production. Sample submitted along with - Production
Rework
- List of machines, and trials capacitytooling
equipment, studies.and runfixtures,
at rate
results to be preserved for
- The supporting services also need to established like logistics ready ref. study.
Type of control
- Customer specific plan ( like Pre-launch, Launch etc. )
requirements
-activities,
Product and material process handing verification , storage andand validation
communication. should be carried -- Key SC/CC
Building, proof
contact spaces for process
persons and shop capability studies and
floor requirements
out and evidence
- Capacity analysisto must be captured
be done to evaluate availability of resources -compliance Site
Logisticslocations CPK requirements.
requirements, material handling and storage
for the project. Bottlenecks in the process should be identified and -capacities Last updated dates
plan must be exist to avoid delays. - Transport facilities, paths and internal handing
- Facilities and additional activities which need to outsourced system.
should also be in place - Material availability, cycle times, quarantine areas
and WIP storages
5. Process Control and Analysis Not Rated
Veto
S.No. Question For Assessment Guidelines (What To Look For) Evidences Score Observations
General
A. Technical Information Availability / Process Input
5.1 * Does the organization have updated drawings available at manufacturing locations? - Availability of drawing at organization's manufacturing locations -Updated TML drawing list
- TML drawing NR Input Observations/Recommended Actions
5.2 - Updated drawing with latest revisions. - Distribution list of people with TML drawing
Input Observations/Recommended Actions
Are all technical regulations/Component Technical Specifications /Sub System Technical Specifications available?
- Verify Component Technical Specifications and Sub-System - Part Drawing /Specification Package NR
5.3 If Organization is design responsible, has DFMEA been used to develop the PFMEA? -Technical Specification
Verify PFMEA addressesareinitial
available for review.
DFMEA concerns (high RPNs, -- DFMEA
Technical and sub-system standards
/ PFMEA NR Input Observations/Recommended Actions
5.4 Are the project transferred from development to regular production? corrective actions, etc.) Verify that all customer (end user) severity Input Observations/Recommended Actions
- The concept/procedure defined for project transfer from - Project transfer checklist and sign off
- Project documents NR
5.5 Does the organization ensure availability of adequate quantities of incoming materials and outsourced parts at appropriate time and locations? development to production.
- Defined quantity of raw materials, parts and outsourced parts are
- Process documents PFD, process control plan, PFMEA, Work instructions, forms and formats etc.
- Storage areas and control Input Observations/Recommended Actions
NR
5.6 Does the organization ensure suitable storage, transport and packaging of incoming materials and outsourced parts? available
- Customerat specific
definedstorage,
locationtransport
at specified
andtime
packaging regulations, -- Buffer
Internal
stockstransport of parts
and Inventories Input Observations/Recommended Actions
- Storage conditions,
NR
Standard packaging conditions
5.7 Are the required identifications, quality status and approvals available for incoming materials and outsourced parts?
- Issued /released material should be identified and traceable. - Customer specific requirements for identifications and traceability.
- Legal and product risks into identification and status. NR Input Observations/Recommended Actions
- Release /approval status should be on parts, bins and pallets with - Part release/approval status
General
B. Process Documentation
5.8 - Is the Process Flow Diagram linked to FMEAs, Control Plan,

Is a Process Flow Diagram available and complete? Does it covers all the stages of processes? - Process Flow Diagram NR Input Observations/Recommended Actions
5.9 Does the organization follows PFMEA? Are the PFMEA kept up to date? Operator Instructions,
- Organization etc.? and it must be conducted in CFT.
follows PFMEA -- PFMEA
Process/operations additions
document available and
and covers all deletions
the process stages, risks, NR Input Observations/Recommended Actions
- AIAG guidelines are used and followed
5.10 Is the process control plan (PCP) available ? Updated and followed? -- PFMEA should be regularly updated and kept up to date with
Is the Process Control Plan (PCP) acceptable (numbers match - Process control plan NR Input Observations/Recommended Actions
5.11 PFMEA and Process
- Are Current Flow,
Controls including
listed CTQs, EPC
on the PFMEA andifPCP?
applicable and -Changed historylog
- PFMEA change Input Observations/Recommended Actions
*
Are the process control in place in PCP to address high RPN from PFMEA ? Is there process exist for risk reduction by acting on RPN value?
NR
- Appropriate Control and/or Redundant Inspection as appropriate. - Mom for process improvement.
Process Steps
C. Process Control
Seven
Three
Eight
Nine
Four
Two
One
Five
Ten
Six
5.12 Are the relevant details derived from control plans and been established in production/inspection documents?
- Work places are configured according to PFD and process - PFD and control plans
- Process parameters and setting charts
- First piece and set up approvals
NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
requirements - Work instruction sheets
5.13 Does the process set up verified/approved and setting ( Process and product ) parameters recorded ?
- Set up approval/release must be completed before starting regular -- Production set up approval/release
First piece/last piece approval NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
5.14 Are the rework/reject and setting parts identified and kept separate ? -production.
The system must be in place to handle and store rework, reject -- Setting data logging and monitoring
Identification of reject, rework and scrap parts NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
and scrap parts. - Quarantine areas
5.15 Are the flows, material movements and storage secured to avoid mix up during process stages ?
- Method for avoidance of mix ups to be established. - Part identifications NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
Are the appropriate gauge/inspection/test instructions available at various production stages? - Poka yoke and suitable means to be developed to avoid mix up - Control of non-confirming products
5.16 -issues. Operator instruction for use of gauges and its application must be -- Gauge Shelf life operating
item listinstructions,
and controls NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
5.17 Are the tools, gauges and instruments identified, calibrated and certified for use? present Residual atand workleft stations.
over quantity must be controlled and transferred ---Calibration Gauge
left over setting
quantity instructions
list and control
* -- Verify tools and gauges are to the latest engineering change level NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
list and call of master
to appropriate Gauge requires reset,

locations. 0 setting before use or master verification -
- Rework part Usage
- Calibration records and sign off
of gauge identification and control
Is the measurement system analysis plan exist ? Are GR&R study performed? and Preventative Maintenance as specified. - Calibration and acceptance criteria
5.18 must
--Ensure
- Measurement be instructed systemand followed
analysis ( MSA) - Gauges calibration and updation to latest design change.
-- Verification
Design all levelTML ofor
master
incoming
other
must
products
customers
becontrolled
calibrated tagsplan
must be for
are instruments
controlled
available on the tooling. ---- Calibration MSA
Design plan change
traceability parts,
to International
The labs used must be NABL accredited.
std. trial parts and control NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
Are there Standard work Instructions, operator instructions available ? Are they understood by operator and followed? &gauges Shelf life . make
products must be and monitored -- In-house GR&R studies
5.19 --Check
- Verify Person
GR&Rtools
to
operations
using
study
sureare gauges
being
gauges/instruments
been conducted
are
and
calibrated.
performed must
results as
be indicated
competent.
are belowchange in work
10%. level. -
- Not Standardcalibration must be controlled with calibration methods, environment conditions and competence.
Work
in use /out of control
- action plans gauges Instructions, Operator
should be controlled and identified, Instructions
not be in use. NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
Verify
instructions and
(job gages
time, are to the
inhandling latest
inofcase ofengineering
non-conforming material etc.). --- Instrument, Training gauges must be identified and calibration status must be visible on it.
records
5.20 Are operators been trained? And qualified for their tasks? ----Check Action
In
Ask
casetoplan
Operator GR&R
operator make
must
training above
to sure
be
plan 30
tools
demonstrate
place
%and
and , action
records
gauges
use
must
of
deviation,
gauge,
taken. non
arebecertified.
operation
compliance.
sequence --On
Training
Data
plan and
logging
job Training
records
and
and Induction reports
Training NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
-Verify Doestools
Operator MSAand records available ? latest
explainon jobgagestraining of records and andverification ofchange
effectiveness - Skill Matrix for operators, contractual
5.21 Are boundary /limit samples (BS) available to operators and in use? and implication are to the
conforming engineering
non-conforming level.
parts.
----Calibration Attribute quality characters are accepted as per limit samples --Skill Boundary/limit
evaluation methods samples
Operator awareness program for systems, process changes, quality NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
-Are Demonstration
operator is aware
performed aboutonlimit
of production all activities
the gauges,
samples andinstruments
and stages by
acceptance and
operator
criteria? as --- Training Use
Eye check
records, awareness programs for process changes, new machines and technologies
ofupBoundary/limit
records and action plans , samples
frequency
5.22 Are Master Parts/ samples available to confirm inspection? -per issues Master etc.Parts and samples - NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
inspection Operator
Actual
Operator
fixtures
boundary
skill
instructions
Matrixsamples and for review on continuous basis
evaluation - PeriodicParts/Samples.
Master replacement of limit samples
-
- Boundary Availability
Calibration
Does operator of
samples updated
performed
trainedmust and
atbe
on latest
traceable
Instructions
preserved master and sample
Internationalhe/she
replaced std.
follows it.
periodically. - Sample records and changing frequency
5.23 Does the error proofing established on the processes ? How the error proofing verified? Does
--InSample Skill the
Matrix organization
for all the have
processes established
available Errorfor proofing
personnel into the -
on role and - Sample sign off Error proofing list and intent NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
systems. case
Are the ofpreservation
in-house
records and
calibration,
logged records
demonstrates ( signwork
calibration offmethods
,instructions
date ) and followed
- Error proofing verification method and records
5.24 -contractual.
competence Method
Organization for to sample
has replacements.
be established
verified andmaintenance
traceability tosystem
be ensured.
for machine and -- Down Mastertime and monitoring NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
Are breakdown maintenance process in place and Does organization have down time monitoring plans in place?
-and
- Is How
understood
therethelist skillofevaluation
Error proofingdoneand and intent
records defined.
kept? tool available for verifications
-
equipment, Calibration
Are there toolings
agencies and
equipment
utilities etc.
traceability ensured - Down time analysis, Pareto and action plan in place.
5.25 Is there a Preventive Maintenance (PM) plan on tools and is it followed? - Review
-- Tools, Training
Calibration PM
Jigs onerror
Log
andcustomerproofing
to verify
certificates
fixtures are
to
verification
PM
specific
be performed
also requirements
verified
maintained
planaccording
and
exist
signed
and toacceptance
repair
for PM records are -- PM schedulelosses
Breakdown and recordsand tracking systems. NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
procedure. Are there masters/ tools available to verify error proofing . - Critical spare list
5.26 Is there a Preventive Maintenance (PM) plan on equipment and is it followed? -logged. -criteria. Eye check PMup records andPM action plans according to PM Critical sparesand list,andMin. min stock level
inventory levels
-- Review PM
Not
There schedules
in use
is
Log
gauges,
special, andto verify
records
instruments
skilled team
performed
to to
carrybe identified
out repair and
and kept out
maintenance of
-- PM
- Updationschedule
Responsibility of PM defined
records
checklist forand spares recordsstock and orders.
5.27 Is the SPC followed for CTQ and Special characteristics identified in control plan? -procedure. Critical
Ref Controlspares plan list and
CTQ, availability
CC/SC and verify fixtures,
data collection - Criticaltool
Spare spare and list and min
contingency stock
plans level
system
-activities PM for tools,
schedules and machine
records equipment, utilitieson andprocess - Data Skill Matrix
Updation collectionof for
PM and data analysis
Maintenance
checklist and team.
records NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
5.28 --- Are
stages.
supporting
Does the manufacturing process demonstrate the required capability or performance? Are the corrective actions in place for out of control situations?
Min instruments
stock systems.
Critical spares
level forused
list and
critical spares
appropriately
availability charts for according the range? -- Control CTQ, SC/CC charts
and monitoring
-- Review Are routine
Control
Organization
Min stock
SPCfailure,
charts records/
hasare control
frequent
plotted failures
appropriately
fordeveloped/employed
always added
AMCrecordscontract intoforthespecial
PM -- ProcessControlcapability charts and control limitsrecords
-Are Points out level
of control critical spares
and corrective actions data, monitoring
5.29 Does packaging and material handling protect parts from damage? Are CTQs taken into consideration for packaging and handling?
-checklist.
maintenance Doescontrol
WIP
Are routine limits
protection calculated?
activities
failure, at
frequentsupplier have
failures. alwaysadequate addedand into inthe PM --- Containers/trolleys/pallets
Reaction
Action logs plans for WIP
--containers/trolleys
Are Action
there log
Justification for forcorrection
trends/patterns scheduled in process
frequency,
present
aremaintenance
wellrecords.
designeddown that no
would failures
and maintained. occur
indicate a needbetween
to
are -- WIP
- Conditions
- Operator
Operator forawareness
trolleys, containers
knowledge on and suitability for storage.
SPC.
5.30 Are instructions for handling Work In Process (WIP) and final product followed throughout the process to shipping area; including repair/rework areas? - Work
-checklist. Breakdown
Review current
instructions timecapability
and
are developed andparts time for for
established equipment
parts Cleaning, repair
Instructions frequencyabout Control charts and actions taken
and monitoring Input Observations/Recommended Actions
recalculate
logged -Requirements
Methods in from
Justification and limits?
are of spare
developed
monitored
of scheduled
tools
to
for and accessories
protect
continual
frequency, from
improvements damage until
CTQ (per ---- Final
- packaging
Indicators
Shipping for taking
Instructions
standards and CTQs. actions
-Are
handling
packed
Doesthethe limits
and
process Raw
onactually
carrier.
demonstrate
material
control stage
limits toorFGno
a minimum are
failures
stage.
theyof 1.67 occur
spec Cpk in
for
limits?
between.
CPK and
Demonstration
Product process
failures relatedcapability
of handling of
toparts, pallets,rust,
packaging, trolleys and loading/unloading.
surface damages etc.
- Are
-PPAP Maintenance
Manual)?
the work function
instructions has understood
target for reduction
and in downtime
followed by for ? -- Internal
personnel Internal failure/rejection
rejection recordsdata for
for damages/rejection
handling damages, duerust
to handling and transport
and surface quality.
-Do
processes, Arethethe
Corrective
control tools
action
limits
containers/trolleys
and must
exceed the
equipment
be taken
specified
keptincluding
in
for well
process
tolerances?
conditions,
utilities
is not repaired and
capable.
- Skill Matrix for handling, logistics and transport people
- Personnel awareness for packaging, material handling and storage
-cleaned
Do Processes
the limits
on established
indicate
regular thefor
basis. must rework/repair
process to be of parts
incapable and
and controls
yet the has
--process
been Critical
Operators spares
established on
is allowed
forfor
the machines
machine
to rework and equipment,
activities.understand
run? to Package and Handling?
process
the controltools and and
charts
-actions Are there
utilities are any
always
required. PRRs related
maintained.
-- Organization establishes forpart handling system atcharts
shipping andarea
- Does
with
For
Spare the
partoperator
Material
proper list,
material minunderstands
handling inventory the entire
handling devices
the stocks
level, SPC,
process,control
areare parts
defined trends,
protected
and NR NR NR NR NR NR NR NR NR NR
when
from
monitored to react
damage? ?
-Are the
packaging, control handling limits established
and storages
In case of spares imported, sufficient stock levels are defined and
are updated
developed regularly
and as
followedper
process
according
considering performance
CTQ and ?lead
topurchase SC/CC requirements
times.
-Maintenance
Having adequate teamprotection
is skilled enough to protect metallicmaintenance
to handle parts from rust?
activities into mechanical and electrical requirements, special
Are all parts and components labelled properly and is shipping label error proofing done to prevent part misidentification? technologies , PLCs and controls, drives and software etc.
5.31 - Does the Shipping Label match the Part Drawing with Mod level? - Shipping Label NR NR NR NR NR NR NR NR NR NRNRInput Observations/Recommended Actions
- Are there system to capture repeat failures , add into PM checklist - Part Drawing
Do the operators and employees performs the tasks properly ? Is the skilled manpower always available? - Control Plan and In-Process Inspection sheets, FG product data/PDI
5.32 -report
for Operator
equipments performance
for current and tools?
design inrevision.
terms of process requirements -- Process
Skill Matrix Control andPlan Min skill required NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
- AreAre the
the operators
standard awarestickers
labels, of aboutand process
palletset up, quality
identifications --- Inspection
Operator training Sheets and requirements
5.33 Does the organization have established work stations, test and inspection table appropriate to the product/customer requirements?
- Working
requirements, conditionWIS, for work areas,
Operator instructions surrounding
and and supporting
production targets - Work
Replacement benches ofand stations right skills are ensured.
employee, NR NR NR NR NR NR NR NR NR NR Input Observations/Recommended Actions
established
functions throughtesting
including out theand production
inspection. processes and shipping -- Tags
Ergonomic and stickers requirements, movements and layouts.
- Skill Matrix
process ? and min skill required per work stations - Personnel aware about tagging and identification system
-- Visual
In case Inspection
replacement areaofmust employee be having , adequate
equivalent lighting
skills always , Lux level - cleanliness and housekeeping
ensured
- Does
to be color coding
defined and similar system in place to identify parts,
and monitored - Work instruction/Inspection instruction display
for
palletsparticular
and work stations.
quality/manufacturing status.
--- Training
Work conditions health,tosafety,
Does theinorganization
be developed
followquality to eliminate contamination,
FIFOrequirements
in FG area.? and customer
- Lightening and Lux level defined, monitored
process
issues failures, parts mix ups, damages and process failures. - Part storages, bins, Locations etc.
- Ergonomic conditions must be taken into consideration for part - Marking of bins, areas for non-confirm parts
handling, operator movements and storages. - Setting pieces Locations
- Work place layout should be developed to get best quality and - Production log sheets, record sheets
productivity results. - Clean rooms and air conditioning
- Wherever product and customer specific requirements, must be - Climatic conditions requirements
followed like clean room, anti-static gloves etc. - Product and customer specific requirements
5.34 * Are work place and shop floor personnel safety ensured and Does organization promotes safety culture?
- Organization has established safety policy, safety committee and -Safety policy and committee Input Observations/Recommended Actions
safety organization inside the plant. - PPEs and usage
- Defined PPE are available per work station, areas of operations - Monitoring of accident, Near miss situations, loss
and it is been followed by all employees. time and tracking on monthly basis.
- No of accidents, loss time, Near Miss situations, safety index are - Plant and process unsafe situation records and action
monitored and recorded plans.
- Plant and process unsafe situation identification, monitoring and - Corrective actions in case of accident and Near miss.
action plans - Mock audits and people involvement
- Appropriate actions are taken to avoid accidents - Safety trainings
- Fire and electrical safety also been ensured through hydrant - Fire extinguishers and layout
system, fire/electrical audits, fire extinguisher and layout. - Assembly points and Emergency handling
- Mock audit and safety training to employee - People aware about safety requirements and norms.
- Safety promotions like safety week celebrations, slogans, awards - Visitors safety
and rewards - Restricted areas
- PPEs and fire extinguisher are appropriate and filled in properly. - Safety celebrations, awards and slogans
Layout is available. - Utility safety measures, availability of attendant, fire
- Assembly point in case of emergency defined and known protection systems, sprinklers, alarm systems. NR NR NR NR NR NR NR NR NR NR
- Emergency preparedness plan is available - Alarm systems and mock drills
- First aid boxes, eye cleaning unit in case of chemical available are - Employee awareness, what to do incase of
in place and regularly filled in. emergencies and fire.
- Utility and Plant Engineering safety include LPG& diesel storages,
HT/LT rooms, Chillers and transformers, etc.
- Alarm systems and periodic drills
General
D. Process Analysis
5.35 Are the process and quality record logged and assessed ? - Regularly review SPC data, - Rejection data and charts NR Input Observations/Recommended Actions
-Check to see that there is a system to manage out of control - process planning data charts
5.36 * Are process and product targets defined and monitored ? -conditions Production targets
that includes are setaction on daily
plansand withmonthly
assignedbasis, tracking and -- Production
responsibility. SPCplan records
records
and data logging NR Input Observations/Recommended Actions
- Daily Vs actuals
monitoring system
Are the responsibilities defined for process support, problem resolution, quality concerns and quick fixes ? - Demonstrate action plan to explain their involvement and oravailable, actions plans in case of non-fulfillment. --Production Control
Process datacharts
targets,
logs rejection targets, productivity targets are set.
5.37 -The
-responsibility. organization has
Process targets defined and followed established process support and responsibility -- Process recordrejection
In process sheets, process sheet.Internal PPM and quality targets are defined.
targets, NR Input Observations/Recommended Actions
- Process action plans
-matrix for quality, process issues.are defined and monitored. MTTR -- SPC - Quality records
Breakdown time, failure times Personnel availability
loglogsheet and absenteeism
5.38 Are all checks to be done under the PCP requirements performed and result documented ?
-and All
Data
The concerns
capture
team or are andtracked
functions,analysis back
personnel to the
is done are PFMEA
regularly.
available to confirm
for quickthat the
fix and ---Maintenance
PFMEA
data change
Deviation
Machine
In
and action
process and forms
equipment
rejection
breakdown slips and
analysis and records
availability
and control
down time data. NR Input Observations/Recommended Actions
failure
- Is MTBF
the mode
data targets
has
used been
for included?
analysis and action plan preparation. -Escalation
-
- Scrap,
Process
Internal rejection
matrix levels,
parameters
improvement rework
projects levels and quality.
monitoring
for processes
5.39 Are sample sizes and check frequency for each operation reasonable? --ensuring Are
Quality process
sampling
targets, planscompliance.
FTT/FTYestablished
are for into
tracked process
and quality/process
monitored. ---Skill Control
Use
Tool qualityPlan
matrix
ofchange tools
over likeand8D, setSix
upsigma,
approval PFMEA and DOE
times NR Input Observations/Recommended Actions
-- PFMEA
checks Complete
In case ?
In process
change
of quality
failures, log
rejection
and cross
essential referenced
process data must
trouble PRR
shooting be log,to customer
available
get and should
results are ---Job
- rework
description
Sampling
Corrective
Capability records
actions
study plan
and
and and
and role/responsibility action
effectiveness
CP/CPK plans
monitoring
records for specific quality/process issues
5.40 * Are product audits showing acceptable results for Final Product? -complaint demonstrate Are log,
the product voice
processauditsoftargets
the
compliance are defined
process
conducted review,
andregularly and
performance. monitored.
warranty
and plan data, etc.
available? -
---Cycle Responsibility
Product
Deviations
Cycle time
for PLC
audit
raising, program,
signplan
andstudy
access
off,for
and and
tracking control and critical process parameter setting/fine tune.
Frequency
and
process closure.
analysis NR Input Observations/Recommended Actions
-employed
- Is there
Productivity
Controls
and
Inhave ensured.
process
andbeen OEE inspection/test
target
added, ordefined plans
and
controls/RPNs available
organization
revised on based
product
striving on and
for -- CFT
Failure
timerate,
Reaction study Downtime
and KPI forplans
records equipments
quality/process improvements
and machines
-continual Are
SPC the
Problems
data product
andof
out audit covers,
non-conformance
control situations, CTQs, must Fitbe
actions and Function
identified
are in place characters,
and and --- Data
- Product
Reduction
Pareto of audit
logginganalysis
and actionreport
rejections, anddowntime
plans. 7QC and process failures .
tools for analysis
5.41 Are processes audited regularly? Dock audit/shipping audits performed? -process Process
concerns. improvements
Packaging
. Patrol
audit
and
inspection
plans
labels, and
ID and
and
frequency testing
traceability & Current quality concerns -
-
In
-Process
MTTR
Non
process audit
conformity
check plan sheets
and
report Frequency
and action plan NR Input Observations/Recommended Actions
responsibility
--etc. Are checks
all processes to
and be
defined.
testsdefined
been carried for
considered actions.
outandwith
for suitable
Process frequencies
audit and Rejectionaudit
-- MTBF
Process trends, records in process failures.
5.42 Non
CFT in
Quality
Parts confirming
place
mustcontrol for parts,
major
be? protected
charts, reworks
quality/process
data
from charts
damages reject
must issues,target established
rejection levels, and
FTY Conduct product racks audit and review
induring
be followed
storage.
lineand action - Storage systems, and bins, pallets and containers Input Observations/Recommended Actions
Are the products stored appropriately ? Are the packaging and transport suitable for CTQ protection ?
-monitored
-samples The
Is communication
there sizes
defined Documents /information
checklist and
available flow
records for
for audit? case
checks.of stoppages, Test
-- Cleaning
Non plans
conformance and records report and NR
and
must
- Auditprocess
Standard
berecords failures.
initiated. and
packaging actions
must plans
established as per customer and no unwanted stickers onaction
containers plan
Are the Pre-dispatch or final Inspection/release carried out before shipment made ? --quality/process Sample collection issues and are inareplace
monitoring, and management
identification and support
traceability
5.43 -ensured.
requirements
Process
Organization
Problem
Non audit
capability
analysis
conformance
Deviation to the
non-conformance
has
and isestablished
targets
done
tracking
processes
approvals and and
mustset
Final
root report
and
cause
responsibility
noted
, action
Inspection
continually
and
plans
and
identification
approved monitored.
product
done
by with of - Storage
keyrelease
Tracking
Customer Non-conformity
specific
locations, adequate light,and
requirements action
handling plan
of parts Input Observations/Recommended Actions
-reports
system
corrective Closure
Data logging,of Nonconformance
action assessing
in place. and from
monitoring Process for audit
different parameters -
- Standard
Dock
PDI reports packaging
audit /shipping and approvals
audit
-quality
-Is
are
Packaging
The
there
Are thepersons
Escalation
aDock
Pre-dispatch
in place
development
history
and
and
process
ofare
audits
Inspection
customers.
failures
recorded and must
exist in
shipping
is andtake
spite
carried
care;
personnel
of
audits
out
size,
existing
and
shapeabout
aware
controls?
conducted?
shipments
of parts
are it. and --Overfull
- Auditrelease
Final
containers
reportsrecords and action plans from damages, failures etc.
-critical Task
Process force
quality action
capability
issues, must taken
handling
be for major
monitored
and process
transport.
for CTQs. improvements - Surface protection, parts preservations
- Operators
Does
approved,
-through Are
Failure
Parts
internal
plant CFT
storages
rates
are
and
equally
data
documented
operational
are
(scrap,
continual
mustderived,
involved
rework,
bematrices
and inFTQ,
traceable
improvement
established
logged
resolution
defined,
and and
etc.)
for tracked of process/quality
suggest
release.
initiative
analyzed
location, toand
aresample
monitored
quality
take taken.
actions.
sizesfor -- Transport
status and Identification
Corrective action
arrangement,andreport specificfor
traceability key issuesfrom customers.
records
requirements
issues.
and
-production, frequency
Quality status, are adequate? - Are the CTQ,
andqualitybeidentification
process andTools processare must
elements
used be defined
forand ?
process for pre-dispatch
analysis like 7QC, - Logistics Deviations related and approvals
complaints, failures and action plans.
-Action
quantityAre
packaging, theeffectiveness
inspected/released
must
Issues/problems
checks
labelling,and to
tracked.
are be
logged
inspections
storage
Parts
monitored
properly
and performed
current analyzed
in
customer case regularly
of major
concerns process
taken -- Display for material handling,
Documentation and loading and storage.
perseveration timeline.
-Six Are
failures,
sigma
Storage and 8D etc.
location
thecritical
responsibility mustaudit?
setting be equipped
defined
and start for withlong
upstopping
after adequate
line light,of
in case
stoppage, cleanliness
quality
power - Skill matrix for personnel in logistics
-into account
Release/approved
Deviation areforalways
Dock criteria, records must
andbe preserved as per - Regulatory requirements
and
customer
handling
concerns/problems
failure ? and regulatory ? tracked,
arrangements.
requirements.
signed period specified.
- Release sign off and responsibility.
NR
-Deviations
Adequate
Personnel are tracked
storage
competence bins, forto closure
pallets
resolve andprocess/quality
containers must be available.
Special release
-- Corrective
Cleaning ofactions and approvals,
should
bins,parameters,
storage deviations
beprogrammed
verified
containers onforcertain
effectivenessbeproblems
mustfrequency communicated
andtoproblem
be
to Critical
customer process and be takencontrols (PLCs) should be
closure
done
password andshould
no beconcurrence
unwanted
protected tracked
andlabels
accessand
muststickers
controlled on the containers.
- The transport arrangement must be appropriate to the product
requirements.
- Failures related to logistics, storage and transport must be
identified, analyzed and actions should be in place. People working
5.44 Are plans in place to implement all elements of World Class Supplier Quality (WCSQ) System?
-inIsstore,
Organization
logistics understand
must awarethe requirements
of the issues of WCSQ ? - WCSQ implementation plan NR Input Observations/Recommended Actions
- Has the Organization had a WCSQ Workshop? - WCSQ audit records and action plans
- What is the plan to implement WCSQ principles and - Understanding of WCSQ requirements and training.
elements?
- Are the organization conducted self assessment for WCSQ?
- Is there a Master Action plan for all red and yellow WCSQ
elements and PCPA elements?
6. Customer Support Not Rated
Veto
Score
6.1 * Are the TML requirements fulfilled in terms of product, process and Quality Management System? - Organization has fulfilled TML specific requirements( mentioned in Supplier Quality manual/ SQ SOR)?
- Organization has QMS certification, valid and certified with latest revision.
- PPAP sign-off /TRSO sign-off
- Valid QMS certificates
-Process audit and statistical controls on CTQ- trend analysis
6.2 Does organization ensure the customer support at all stages? ---- Organization Regular Process
Organization
Qualified
audit forcommunication
has established
includepersonnel/
and competent
CTQ parameters
spare part
network with customer
keyrequirement
account manager in production
available planning over regular production requirement from customer.
- Part-shipments
Product knowledge and applications
to provide spares/first fill before start of full production
-Storage, scheduling, providing parts, shipping, compliance with customer specific packaging and identification regulation
-- QualityProduct quality details and current complaint database.
Organization
- Customer supportfulfills
to havepackaging/logistic
joint study and analysis requirements as per
of parts, fitments andthe SCMdetails
process SOR?as required. -- Contingency
agreements for PPM and delivery
6.3 Does the organization ensure smooth supply of parts and services? ---Does Procedures areestablished
inrequalification's
place for emergencies and critical issues
theincustomer's
production Information flow
plans (Line and
to line support
contingencies, data to
audits alternative customer.
production, suppliers, transport, location and facilities etc.)
Input Observations/Recommended Actions
Organization
Procedure
--Does
Organization
has
the product
must
fully
the product be kept
understand
conform
support
upto
specific
andare
date
qualified
for
carried
requirements
toconfidentiality
legal/ statutory
personnel
regular
out as for
and
per
production
sharing
submission
regulations? of
reports
issues,
reports
and requirement?
major
customer specific requirements during implementation stage.
breakdown
on portal/ databasesand failures,
and effects major
in case sorting
of non actions etc.
fulfillments.
-- Capacity
Product
--- Possible
and
and
Engineering
Access
shipping
reaction
totest
changes
timeaudit,
to , tooling
reliability,
customer
dock
for sorting actions.
durability
portal
and fixtures,
Customer line support
& functional
and
equipment, specialtests
hands on experience
production to use.product specifications and sources of supply
facilities, accessories,
NR
Organization
Does organization work on Internal quality concerns and non-compliance? are they analyzed in systematic way with corrective actions in place? -- Organization
The concept has agreed
and NDA
procedure andtoshould
capturecover agreements
in-house forquality
and process
outsourcedand non
design requirements
processes. -- Use
Compliance
of externaltocapacity
packing andstandards
customer acceptance
6.4 ---Critical -- Communication
Advice
Internal andregarding
failure &support supplyfor
analysis, improvements in processes and products
Internal rejection analysis Input Observations/Recommended Actions
has established system and analyze in process issues, compliance and failures.
Communication
- Organization
--Bottleneck
works in need
Organization has
CFT waytotoestablished
developed
resolve quality in
daily include
analysis and
case of fear of supply chain bottleneck and should informed customer on priority.
concerns.
reporting on processactions
and product issues. Updates
Qualifications
onmajor
spares for
Requalification
non-compliance
machines and assemblyon
checks
bottlenecks
product, process, packaging and logistics requirements
lines NR
-- Job Labdescriptions
test andand verifications
details should technical details, taken and durations etc.
Sample submission for Initial and repeat/updated release.
6.5 Does the organization ensure qualified personnel for tasks? Are responsibilities defined? ---Action Job plandescription
corrective and roles
place should
Internal PPM and failure rates are monitored and actions are taken.
- Deviations and must beactions
available
are inand inandplace should
available bebeinline
for customer defines
with customer
verifications in different
expectations area .
-
- CFT
Qualityfor
Personnel process
training
responsibilitieson
roles
and
customer
and product improvement
requirements,
authorities to portal and specifications.
stop production in case of non-conformance.
--Organization
Employee should know his/her role in
case fulfilling customer requirements
- Organization is striving for continual improvement in process and product through use of quality tools like 8D, 7QC tools and process improvement techniques.
6.6 * Does the organization demonstrate systematic approach in customer complaint resolution and failure analysis? Organization has established
introduces process
special task force to capture
like firewall, customer quality
100% inspection, in concerns including
of issue field
failures and failures
quality issues
--- TrainingCustomer plan andcomplaint
Rejection/rework execution register and
data monitoring analysis
and action plan NR Input Observations/Recommended Actions
--Organization
Profilesuses and
data,job descriptions
process evidence toshould be for each role.
- Organization works in CFT approach to analyze root causes and establish containment & corrective actions
facts and evaluate customer concerns Training need identification
---Organization
Does the Organization takelabresponsibility teston consequential failures? technological upgradations -- Skill Pareto
8D reports
matrix analysis and andactions
actions
6.7 To what extent are the principles of product liability applied? Training
-- Organization
need
is well equippedidentification
has competence to
Does the Organization
with
use quality tools
participate in IQA?like 8D, why why analysis and 7QC tools with process improvement tools to resolve problems. -
equipments, for employee
set up for analysis ofincluding
failure parts
-- Eye
Product
Use of cause
check
traceability
problem
up records solving tools and corrective actions NR Input Observations/Recommended Actions
--Every Skillquality
and competency mapping --- Quality
Root
Warranty analysis
failure and corrective actions
andrecords
concern is registered and analyzed in proper way and addressed to shop floor employee for avoid re-occurrence.
-- Quality
Doe the organization haveare understood thefloor
product safety, regulatory requirements ? techniques
-- Customer
--'-Lessons learned knowledge sharing
display and lesson learned available at shop with latest complaints
---Organization
On job tracks
Organization training
develops andsystem Induction
to issues
test/verify training
field failure partsreduceandit. competent team support available. communicationspecific requirements to all employee concerned
---Organization
Organization
and monitors
has established
extent support
customer
system toin resolve
case
and strive
complaint
Employee eye check up records for critical inspections of
for continually
and communicate
failures occurs at to customer
export in shortest timeline.
countries? IQA Records
Corrective actions horizontal deployment for product groups
- Organization takes full responsibility for field failures, analysis and support and warranty terms/conditions --'- Use Purchaseof quality
Deviation Agreement
records, toolsresolutionfor analysis
and customer communication.
-- 8D
Lab
Warrantyreports
reports and and
agreements Inspection
why analysis status
-- Updatation
Quality
Liabilityreports of process
terms andconditions
and complaintafter
documents register
problem resolution
-- Communication of analysis reports
Export country regulations
-- Containment
Safety critical actions
analysisand
andsupport for line issues
acceptance
- Closure of concerns and reports for future reference.
<Company Name>
Financials FY 16 FY 15 FY 14 FY 13 FY 12
Profit & Loss Statement (Rs Cr)
Net Revenue
Cost of Materials Consumed

Purchase of Products for Sale
Change in Inventory of Finished Goods, WIP &
Products for Sale
COGS 0.0 0.0 0.0 0.0 0.0
Employee Expenses
Other Expenses
EBITDA 0.0 0.0 0.0 0.0 0.0

Depreciation & Amortization
EBIT 0.0 0.0 0.0 0.0 0.0
Other Income
Interest Expense
Exceptional Items
PBT 0.0 0.0 0.0 0.0 0.0
Tax Expense
PAT 0.0 0.0 0.0 0.0 0.0
Revenue from TML
Balance Sheet - Liabilities (Rs Cr)

Share Capital
Reserves & Surplus
Equity 0 0 0 0 0
Long-Term Borrowings
Deferred Tax Liabilities
Other Long-Term Liabilities
Long-Term Provisions
Total Non-Current Liabilities 0 0 0 0 0
Short-Term Borrowings
Creditors (Trade Payables)
Other Current Liabilities
Short-Term Provisions
Total Current Liabilities 0 0 0 0 0
TOTAL LIABILITIES 0 0 0 0 0
Balance Sheet - Assets (Rs Cr)

Net Fixed Assets
Non-Current Investments
Deferred Tax Assets
Long-Term Loans & Advances
Other Non-Current Assets
Total Non-Current Assets 0 0 0 0 0
Current Investments
Inventories
Debtors (Trade Receivables)
Cash & Bank Balance
Short-Term Loans & Advances
Other Current Assets
Total Current Assets 0 0 0 0 0
TOTAL ASSETS 0 0 0 0 0
Total Assets = Total Liabilities 0.00 0.00 0.00 0.00 0.00
P&L Ratios
Total Revenue (Rs Cr) 0 0 0 0 0
Total Revenue Growth YoY #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Revenue from TML (Rs Cr) 0.0 0.0 0.0 0.0 0.0
Revenue from TML Growth YoY #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Share of Revenue from TML #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
COGS as % of Revenue #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
EBITDA (Rs Cr) 0.0 0.0 0.0 0.0 0.0

EBITDA Margin #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
D&A (Rs Cr) 0.0 0.0 0.0 0.0 0.0

D&A as % of Revenue #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
EBIT (Rs Cr) 0.0 0.0 0.0 0.0 0.0

EBIT Margin #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Interest (Rs Cr) 0.0 0.0 0.0 0.0 0.0

Interest as % of Revenue #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
PAT (Rs Cr) 0.00 0.00 0.00 0.00 0.00

PAT Margin #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
ROCE #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Net Worth (Rs Cr) 0.0 0.0 0.0 0.0 0.0
Liquidity/ Solvency Ratios

Current Ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Quick Ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Cash Ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Gross Debt/ Equity Ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Net Debt/ Equity Ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Short-Term Debt/ Total Debt #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Interest Coverage Ratio (ICR) #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Activity Ratios
Fixed Asset Turnover #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Total Asset Turnover #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Inventory Turnover #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA

Debtors Turnover #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Creditors Turnover #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Inventory Holding Period (IHP) #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA

Debtors Collection Period (DCP) #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Creditors Payment Period (CPP) #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Cash-to-Cash Cycle #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA
Bankruptcy Test
T1 #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
Altman Z-Score (1.23 to 2.9 is Grey Zone) #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!
ICR #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! ###

Net debt/equity #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! ###
Measure
Higher the better
Higher the better
Lower the better
Higher the better

Higher the better
Higher the better

Higher the better
Higher the better

Higher the better
Higher the better

Higher the better
Measure
Higher the better
Higher the better
Higher the better
Optimum mix is preferred

Higher the better
Measure
Higher the better
Higher the better
Higher the better

Higher the better
Lower the better
Lower the better

Lower the better
Higher the better
Lower the better
Measure
Higher the better
Higher the better
Higher the better
Higher the better
Higher the better
Higher the better
Higher the better


TML-PSC-SQ Manufacturing Site Assessment Rev 2.0

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TML-PSC-SQ Manufacturing Site Assessment Rev 2.0

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TATA MOTORS - PURCHASING & SUPPLY CHAIN

Manufacturing Site Assessment Summary Report

Phone No(s). (with ISD/STD codes):

Main Product(s)/Product Category(ies):

TOP FIVE CUSTOMERS:

SPECIAL TAX EXEMPTION (S)/BENEFIT (S) DETAILS

QUALITY PERFORMANCE DETAILS

AFTER SALES/SERVICE NETWORK DETAILS

SPARES DISTRIBUTION NETWORK DETAILS

Brief profile of supplier:

Central Sales Tax No.:

Average Warranty Average Warranty

S.No. Manpower No of people as No of people as Temporary / on contract

3 Service Dept. Manpower

Is Labor Union in Organization, (Internal or External, ref if External:

Industrial Relations History, if any:

2 Does Quality Gate exists

3 Identification of CTQ stations

4 Error Proofing at CTQ stations

5 SPC implementation for CTQ

6 Warranty data for customers

MTBF (Mean Time Between Failures) :

MTTR (Mean Time To Repair) :

Availability of PM Plan of equipment :

Are tool refurbishment plan and frequency available:

Visual Checksheets, parameters control plan part wise available on machine:

Necessary Safety precautions implemented at workstation :

Personnel / Material Resources

Not Rated Not Rated

Process Input Process

Not Rated Not Rated

Supplier Code: Location :

Type of Audit: Initial Mandatory Input: Product Validation Complete: No

Number of Processes: 10 Part Number(s): Part Name:

Questioneries Details Assesment Outcome

Summary of Actions Identified

Program Management Not Rated

Purchasing & Supply Chain Not Rated

Process Control & Analysis Not Rated

Customer Support Not Rated

-for What is the frequency of reviewing of those targets? -- Business plans NR

changes and action plans established? -requirements. FMEA must beTracking

and action plan should be available. --environmental

5.8 - Is the Process Flow Diagram linked to FMEAs, Control Plan,

to appropriate Gauge requires reset,

Cost of Materials Consumed

EBITDA 0.0 0.0 0.0 0.0 0.0

Revenue from TML

Balance Sheet - Liabilities (Rs Cr)

Balance Sheet - Assets (Rs Cr)

Total Assets = Total Liabilities 0.00 0.00 0.00 0.00 0.00

EBITDA (Rs Cr) 0.0 0.0 0.0 0.0 0.0

D&A (Rs Cr) 0.0 0.0 0.0 0.0 0.0

EBIT (Rs Cr) 0.0 0.0 0.0 0.0 0.0

Interest (Rs Cr) 0.0 0.0 0.0 0.0 0.0

PAT (Rs Cr) 0.00 0.00 0.00 0.00 0.00

ROCE #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Liquidity/ Solvency Ratios

Gross Debt/ Equity Ratio #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Interest Coverage Ratio (ICR) #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Inventory Turnover #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA

Inventory Holding Period (IHP) #DIV/0! #DIV/0! #DIV/0! #DIV/0! NA

ICR #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0! ###