MPA1 Template v1

reference : 01598_16_04265
Property of STELLANTIS – Restricted document
Manufacturing Requirements for Suppliers
Mass Production Audit Level 1 1
Supplier Site Identification

Supplier Name SC FLEXITECH RO S.R.L
Supplier Location ROMANIA - Ploiesti
Supplier DUNS / COFOR 535292403 / 99517V 01 / 02
Supplier Self Assessment
Self-Assessment Date 4/18/2023
Supplier Contact Valentin ARICISTEANU
E-mail and phone number

Email: valentin.aricisteanu@flexitech.com
Mobile: +40 799 088 591
On-site Customer Assessment
Audit Date Not applicable
Auditor Name Not applicable
E-mail and Phone Number Not applicable
Scope of MRS Audit
Comment on the scope Annual Self assessment
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Action Plan Generate WARNING : Don't use before full
implementation of the evaluation
Rev. date 25/01/2017 PSA 01598_16_04265

Mass Production Audit Level 1
Supplier Name SC FLEXITECH RO S.R.L Scope of Audit Annual Self assessment
Supplier Location ROMANIA - Ploiesti Audit Date Not applicable
Supplier DUNS / COFOR 535292403 / 99517V 01 / 02 Auditor Name Not applicable
Previous NSA Ratio 98% Previous NSAColor G
<<<<< Hide Action Plan Scoring
Self Assessment Scoring Customer Audit Scoring Show Action Plan Scoring >>>>>
Key Elements Potential Total % Status Potential Total % Status Comment
1 Fast Response FR 12 12 100% G 0 0 NR NR
2 Parts and Process Control PPC 12 12 100% G 0 0 NR NR
3 Start of Production & Error Proofing M SP&EP 12 12 100% G 0 0 NR NR
4 Standardized Work SW 12 11 92% G 0 0 NR NR
5 Control of Non-Conforming Product CNC 8 8 100% G 0 0 NR NR
6 Risk Reduction RR 12 10 83% Y 0 0 NR NR
7 Layered Process Audit & Skills Manag LPASK 12 12 100% G 0 0 NR NR
If any of Requirement is scored by 0 or 1 Key Element goes to Red

Audit Summary Green - 85% or greater with No Red Key Elements
Total Score
80 77 96% G 0 0 NR NR Yellow - 75-84% with No Red Key Elements
Red - < 75% or a Red Key Element
Green - Pass
Yellow - Conditional Pass - Follow up needed
Audit Result Pass Not Relevant Red - Fail
Not Relevant : Less than 90% of requirement rated - New review
needed
General Comment
Rev . date 28/01/2019 PSA 01598_16_04265

Supplier Name SC FLEXITECH RO S.R.L Scope of Audit Annual Self asses
Supplier Location ROMANIA - Ploiesti Audit Date Not applicable
Supplier DUNS / COFOR 535292403 / 99517V 01 / 02 Auditor Name Not applicable
Previous MPA Ratio Previous MPA Color
<<<<< HideButton
Action-23
Plan Scoring
Self Assessment Scoring STELLANTIS Audit Scoring Action Plan Scoring

Show Action Plan Scoring
Button -22 >>>>>
Key Elements Potential Total % Status Potential Total % Status Potential Total % Status Comment
16 Tier N management EXTRA NR NR 0 0 NR NR NR NR
Audit Summary
Total Score
0 NR NR NR 0 NR NR NR 0 NR NR NR
Audit Result Not Relevant Not Relevant Not Relevant
General Comment
Rev . date 28/01/2019 PSA 01598_16_04265

Property of STELLANTIS – Restricted document
MRS Version: 6.0 (revised on: 05/01/2023) Import

Import
Supplier
Item Requirement #Criteria Criteria requirement Look For Criteria Comment Supplier Comment Stellantis
Scoring
Quotation (OK / NOK)
Fast Response
There is daily, short fast response leadership meeting led by manufacturing and Is there an area dedicated (ideally on shop floor) for the FR meeting ?
supported by cross functional attendees (Quality, Logistic, Maintenance, HR, etc.). Is there information displayed to support the FR meeting ?
FR11 The number of FR meetings is to be determined by the size of the manufacturing
location.
Is there a daily, routinely scheduled FR meeting ?
Does the FR meeting cover RTR (required to run), safety/ health issues, internal/ external issues,
OK Daily OPS meeting in place
QRQC in place
and major breakdowns?
There is a visual display(s) of the FR process (board/ area) allowing follow-up for Are exit criteria (PFMEA, Lesson Learn, POKA YOKE, etc.) updated to protect the customer ? Daily reporting sheet in place containing the main KPI's
FR12 major concerns. The board contains appropriate exit criteria, timing, and ownership Is there a due date for each item with defined exit criteria? OK monitoring
FR1 Daily leadership meeting of each action. Are the deadlines respected for each item?
4 QRQC in place, Lesson learned diplayed
There is at least one KPI board for each major area in which the team reviews top Are the KPIs (Production, Quality, Logistics, Maintenance, etc.) visually displayed in all FR area(s)?
FR13 KPI's.
These KPI's are measured against defined targets.
Are the KPIs updated for the FR meeting (e.g. absanteeism, production results, quality issues,
scrap, etc.)?
OK Main KPI's and plant performance are diplayed in the
shopfloor via TV's
There is a daily, standardized Gemba walk in place at the supplier location (shopfloor). Is there a daily Gemba walk scheduled in the agenda?
FR14 All levels of management attend the Gemba walk. Is the Gemba walk supported by an audit check list or something similar?
Is the Gemba walk used to validate the results before FR meeting?
OK Daily gemba walk in place
There is a standarized escalation process/ matrix for all internal, external concerns Is the escalation process standard known by the operations teams (production operators,
FR21 with clearly defined responsibilities. The levels of escalation are defined and posted maintenance, team leaders, etc.)?
on the shop floor in a visible location for all to access. Does the escalation process include all level of management ? OK Escalation matrix in place
Is it clear that the escalation process/matrix is immediately used ?
Is the reaction process posted & visible for everyone in the plant?
FR22
There is a standardized reaction process for all level of management that covers the Is the reaction process standard known by the operations teams (production operators,
required actions to close the issue. It is read across to all other lines and locations. maintenance, team leaders, etc.)? OK Reaction plan in case of abnormal situations in place
Are the standarized actions and their effects recorded?
FR2 Escalation Process Is there a communication system (e.g., computer, phone, ANDON) in place on the shopfloor?
A method of communicating top issues is available at all levels and shifts to indicate Does operational team know where to find the contact list ? 4
FR23 the reaction/ escalation process. A contact list is defined & available to all on the
shop floor.
Are the quality alerts available for everyone on the shopfloor to view? OK Quality alert method and communication in place
Are the standarized actions and their effects recorded ?
Reaction plan in case of abnormal situations in place

Is there a board/ monitor (Manufacturing Execution System) in place that displays the status of the available per each working sector - SPC
FR24 There is a visual management system on the shop floor for each level of escalation.
The status of the reaction process is visible for each station/ cell.
escalation process for each cell?
Is there proof that the system is operational and is being used correctly?
OK Reaction rules are included in SOS
Stop/Call/Wait rule implemented - available on each
assembly line - EOL visual inspection work station
Is there a standardized method for solving internal (scrap, safety, etc.) and external (tier-n,
customer, etc.) issues?
FR31 There is a problem solving method that is standardized and well defined. This should Was this method used for the latest internal/ external issue?
be applied for all internal and external issues. Does the method follow the steps included in the 8D process?
OK Standard problem solving processes used - 8D methodology
Is the supplier using their own method correctly (e.g., are they completing all required steps)?
Does the supplier have standard tools defined for finding the root cause of the problem? (Examples
There are problem solving tools in place that are systematically applied across the
FR32 plant. These are used to find the root causes (occurrence, detection, and systemic/
prediction) for each internal or external issue.
of these tools are 5-why, 4M1D, 5W1H, etc.)
Is the supplier using these tools in a way that allows them to find specific, detection, prevention, OK 5Why,Fishbone diagram etc
and systemic/ prediction root causes?
FR3 Problem Solving

Have the root cause and associated corrective actions been read across and documented as a
4
In the case of a recurring internal or external issue, a deep dive analysis is lesson learned? Standard problem solving processes used - 8D
FR33 performed.
The first failure is analyzed to understand why the initial corrective action(s) failed.
Has the supplier re-analyzed the initial problem solving tools and found the reason that they
failed? Which specific, preventative, and detection systems failed?
OK methodology & problem solving tools
Drill Deep Worksheet it used if needed / requested
Did everyone have proper training for the problem solving tools used during the first occurrence?
The results of the problem solving process (for all major issues) are posted across the Are the results visible and available for all to review across the plant?
FR34 plant including the shopfloor for the operators to be aware of this information. Is there communication between the operators and supervisors to provide feedback on the root
cause and corrective actions?
OK Board available in the work shop containing all updated
information regarding Internal and External Issues
Parts and Process Control
In project phase (PPQ) :

In OTOP stage and in mass production: select a minimum of 3 Essential / Critical Characteristics or Control frequency and sampling size are included in
PPC11
Control Plan checks are performed with the correct gages at the correct frequency
and sample size
Drawing Characteristics, according to PIS(PCP)/drawing .
There is consistency of release number between up-to-date drawing and control plan , OK Control Plan and followed.
In line with customer requirements
Ask the operator to do the control of the selected 3 characteristics. The control is done with the
right gage and the right work instruction, as required in the PIS and in the control plan.
Documents must be quickly available in the shop floor.

All the results are recorded (product audit included), where Control Plan requires. Records are All control records available per each work station and
PPC12
All control records are documented (using standard forms or Information systems)
according to Control Plan
readable.
Check some records to see consistency with sample size and frequency. OK validation records available at SPC
Product audits are regularly performed
If control charts are used, ask the operator how it is used (cross check with PPC22 to see how
alarm limits are used)
PPC1 Control Plan implementation 4
Check records at the station and look for non conformances and what has been done. Ask for the
operator if he knows what to do in this situation.
PPC13
In case of non-conformity, actions are implemented in accordance with reaction plan Check that, all the NOK parts are properly identified, recorded and separated from production
defined in the Control Plan. process (scrap box / quality quarantine area). Cross check with CNC (Control of Non conforming) OK Reaction plan defined in the Control Plan
Specific procedure and work instuctions in place
includes notification to STLA when the potential exists that nonconforming material was shipped
to an STLA facility (example: AMADEUS claim gravity B / 3CPR database)
document to use : CONTROL PLAN

PPC14 Sample size and frequency are regularly reviewed look for the planning of Control plan review (for example 1 time per year)
Sample sizes and frequency for each operation are reasonable (e.g.: based on internal data: scrap, OK Control Plans are reviewed at minimum 1/year
rework, FTQ, etc.) and consistent with process capabilities
"Where : In the Laboratory

With : Laboratory Manager or/and Quality
Check that the capability is verified according to STLA requirements.
Method to be used is ANOVA R&R with a bias study
xPSA projects : use the norm A10 9080 for all criteria (e.g. %GRR is set at 25% (not 10%, nor 30%))
xFCA projects: If gage R&R result is between 10% and 30%, supplier shall require approval from the Specific measuring equipments data base in place and up
STLA Engineering & Metrology teams before being released for production. If > 30%, unacceptable. to date
PPC21 Capability (e.g. gage R&R, bias, linearity, stability, etc.) of measuring equipment is
determined and the equipment are certified/calibrated at a scheduled frequency.
If <10 %, acceptable.
During project stage (PPQ) : OK MSA studies regulary performed
Measuring equipments are regularly certified/calibrated
- ask to see the R&R study on some critical characteristics or Drawing Characteristics (linked to using external certified laboratories
APQP deliverables) for the qualification of the measurement tool. MiniTab software is used for R&R studies
In mass Production (MPA) :
- ask to see a R&R result on a key measurement tooling.
- When does the supplier trigger an R&R study? (for example, if new operator)
- Check if there is a strategy to maintain the R&R performance (gage calibration, operator training)
PPC2
Capability of the Control
Devices and the Process 4
xPSA/xFCA -Europe: Check that capability Cp/Cpk study is done at (1st) initial PPAP submission
PPC2
Capability of the Control
Devices and the Process
and maintained during Mass Production. Check that required Critical Characteristics or key
drawing characteristics (safety and critical features) are included in the capability study. 4 Dedicated SPC software used for product / production
PPC22 Capability reviews of process with high risk/impact (e.g. minimum Critical or Key
Characteristic) are held to identify process capability.
Check that Capabilities and sampling rules are done according to STLA requirements (Procedure
Compliance assessment criteria ref 01276_16_00027 and that the capability targets are respected OK validation
Cp/Cpk data monitored
(see PIS / PCP)).
xFCA - NA : The supplier should follow " blue point process " , in case of capabilities is not OK. The
supplier uploads critical characteristics into DDP, monthly (database).
Look for capability studies on Critical characterics or Key drawing Characteristics and confirm that
action plans are documented to address characteristics with low capability,
Check what the AQR and STLA Engineering Standard say regarding how to survey the Key
Check if there is a strategy to monitor the process stability and ensure control frequencies stay in Process stability monitored via SPC software
line with the STLA capability targets defined in the PIS (PCP): Control limits are defined - automatic notification by SPC
PPC23 Process stability is monitored, a reaction plan for non capable process is
implemented
- In case of SPC is applied, controls limits are defined in the control charts and managed with
results review, analysis, and reaction plan OK software for any deviation
Reaction plan in case of abnormal situation available
- If SPC is not in place, the supplier must have clear rules to review capabilities studies (regular SPC results interpretation and reaction work instruction
reviews, in case of high scrap rate, customer complaints, process changes, after heavy available
maintenance,...)
- SPC should be applied for at least all safety characteristics (and recommended for critical
characteristics) where variable data can be collected
PPC24 Control limits are updated based on trends of capability results

There are trends/patterns that would indicate a need to recalculate limits
Result of R&R studies have to be taken into account in the control limit calculation, OK Yes, in line with customer requirements
Specific procedure and process in place
Selection of Safe Launch is defined taking into account :

- Customer requests (e.g. for STLA : Safe Launch Plan in project phase ref 01272_16_00012 and
CS1/CS2 ref 01601_13_00065 & SQ.00009 & SD.00130)
- Customer complaints have to be always covered in verification station (e.g. : quality alerts at the
work station). Cross check with FR23.
- Exit criteria is defined to remove quality walls and approved by Quality
PPC31 A strategy to implement reinforced controls is defined and used to improve the
current manufacturing process and existing controls
==> usual duration is 90 days, but the duration can be changed into a quantity of parts, of batches.
==>2 WEEKS after corrective actions or RESTART FROM ZERO AFTER FINDINGS for a part number .
OK Specific procedure and management process in place
Defined / Monitored via dedicated sofware - Vdoc
- Upstream reaction process is defined
- cascading to tier 2 suppliers (strongly recommended)
Nota Bene: achieving the PPAP acceptance status 'A' is not a sufficient exit condition of the Safe
launch plan.
PPC3
Reinforced Controls (Safe
Launch) Where : On the shop floor, check a reinforced control station in project (Safe Launch Plan) and or in 4
mass production (CS1) :
- Quality wall area are clearly identified (operations sequencing and visual management)
PPC32 The procedure/instruction of reinforced controls is standardised
- Quality checks are included in standardized work. Point, touch, listen and count inspection
methods are incorporated. OK Specific procedure and management process in place
- Does the supplier have adequate lighting (for appearance parts minimum 2500 LUX), visual aids
and boundary samples to complete Safe Launch Plan activities?
Where : At the work station and in fast response meeting

- Immediate reaction is applied on the shop floor, recorded and escalated in case of deviation
PPC33 Reinforced controls must be managed in real time and reviewed in fast response . found
- A real-time follow up of results is applied and included in fast response meeting
OK Escalation matrix in place
Reaction plan in case of abnormal situations in place
Cross check with MMFM2 (bottleneck)

PPC34 Impact of reinforced controls on capacity of the line is verified.
Check the Safe Launch is correctly sized not to slow down the production
Check if a CAT including the reinforced controls has been done OK Specific procedure and management process in place
Start of Production & Error Proofing Management
Where : Production
With : Team Leader, startup operator, Quality controler
Start up procedure is defined and applied at each start up and after main events What :
SP&EP11
( Change of part number, Major maintenance intervention, Production stops) and
validation performed by Quality Process Control check list.
- Check if the Control plan is correlated with the start up checklist
- Perform a start-up simulation on the shopfloor for machines with Safety/ Critical characteristics OK Specific procedure in place
Control plan in line with start up checklist
and double check with start up checklist
- Start up Checklist :
Performing Red rabbit for critical or safety characteristics
Where : Production
With : Team Leader, Start up operator and quality controller,
SP&EP1 Start of Production SP&EP12 Traceability of start up checklist is ensured, Checks and measurements are recorded - Check if the supplier retains the approved first piece until the end of the production run/shift,
with a quality officer, reaction plan is validated in case of any deviation when it is compared to the approved last piece. OK 4 Tracking file exported using SAP system
Parts validation process in line with customer
- If applicable, does the supplier retain the approved last piece sample until requirements
compared against the approved first piece of the next production run/shift?
First piece inspection parts are run at the beginning of each shift, production run and
Where : Production
SP&EP13
following any changes/maintenance. Traceability of measurement reports and
records of the first off parts are kept in addition to the storage of physical parts With : Team Leader, startup operator, Quality controler
- Check if the first off parts are segregated and visually identifed.
OK Yes, Parts validation process in line with customer
requirements
when it's applicable.
Check identification (reference, label, date of issue) and consider, whether there is any additional
SP&EP14 First piece inspection parts are clearly and visually identified, and available close to the damage risk related to first-off part storage or handling.
production line. If first piece inspection parts are re-introduced in the flow, check how FIFO is respected.
OK Yes, validation samples identified and FIFO respected by
batch number
Where : On the shop floor

With : Quality Manager - Team Leader
Check :
- EP Checks are clearly described in the work instructions and followed and checked with layered PY / EP map in place
SP&EP21 All the Error Proofing devices are listed and verified. process audits.
- Identification, storage, easy access and calibration of master samples.
OK PY / EP systems start-up validation
Dummy samples available, identified and up to date
- Perform misuse test, including "red/green rabbit", to check if EP is covering all the failure modes
designed for in the PFMEA. (including RPFMEA ) //to be included in the effectiveness chapter//
- Cross check with Key Characteritics (E.g. PCP, PQC, CPC) specification
Where : Shop floor - Production line

With : Team Leader - Process Engineer
Check :
- Verification of EP is done through Master Samples/ red rabbits, using the frequency defined.
- Detailed Work Instruction must be available for Master Samples/Red Rabbits usage.
Error proofing Devices are checked at all start-ups, including main line events (such - Participate at an Error Proofing verification, check process, documentation, and Verify that it is Process / oproduct re-validation frequency and sampling
SP&EP22 as part number changes, maintenance intervention and significant production stops). not possible for operator to bypass or disable error proofing/ mistake proofing controls.
Verification that error proofing devices are locked and cannot be by-passed. - In case an EP device is not working, the machine or equipment should not be able to run or OK size are included in Control Plan and followed and available
and up to date per each work station
In the case of a failure a reaction plan is defined and applied. produce parts.
SP&EP2 Error proofing Management
- For safety components the red rabbit verification must not depend on operators and have to be
locked by the machine.
- Records of the verification are to be checked ( Start-up work instructions, Reaction plan...)
4
- Example of unplanned maintenance event
SP&EP2 Error proofing Management 4
Where : Shopfloor
All the EP failures are recorded and reaction plan is defined accordingly with risk With : Team Leader - Maintenance Technician- QualityEngineer Specific procedure and EP / PY devices management in
SP&EP23 assessment analysis, escalation Rules and action plan.
If EP Failures can not be resolved on time, an Alternative control method has to be
Check : EP Failures Records, Reaction Plan : Containment actions, risk assessement analysis,
Persons to be notified, Corrective actions by Maintenance Department, Release of Quality after the OK place
Escalation and reaction plan in place
defined and approved by Stellantis Supplier Quality Representative. intervention. Reaction Plan for EP Alternative.
Best Practice : Cross check with LPA Reports & Fast Response meeting Outputs
Interview Production Operators
EP Visual Management is clearly identified in the Workstation Work stations equipped with anti-error systems are
A Visual Management of EP is in place in the workshop.
SP&EP24 EP master samples/Red Rabits are visually identified and stored out of production
zone.
EP Master Samples/Red Rabbits are marked by Color/Labelled and stored away from production zone
to prevent mixing with good parts. OK identified accordingly
Work instructions available for each work station
Detailed Work Instruction must be available for Master Samples/Red Rabbits usage
Best Practice : Walk the line and identify the EP checked OK through the Visual Management,
With : Operators
SP&EP31
Level 1 (L1) maintenance operations take into account equipment identification,
cleaning, self-maintenance and safety devices verification. Where : On a work station
To check: L1 maintenance working instructions.
OK Maintenance lvl.1 in place
Specific form for each workstation
With : Operators
SP&EP32 L1 maintenance is performed under manufacturing responsibility at operator's
workstation.
Where : On a work station
To check : Recording, procedure, L1 operations are integrated in the workstation's work OK Maintenance lvl.1 in place
Specific form for each workstation
SP&EP3 Level 1 Maintenance
instructions.
4
With : Operators
SP&EP33
Any deviation, anomaly is recorded and, if necessary, escalated to a higher level
maintenance activity. Where : On a workstation
To check : Deviations in L1 maintenance records.
OK Yes, any deviation or/and anomaly recorded
Escalation and reaction plan in place
With : Maintenance manager

SP&EP34 Records are analysed and used as lessons learned to improve maintenance operations. Where : Room maintenance
To check : Action plan, list of the problems in progress, strategy of action.
OK Yes, managed through maintenance software - MiniMaint
Standardized Work
Where : Shop floor (production line, maintenance area, logistics,...)

With : Operators and Visitors
Check :
- Rules are explained to visitors before shop floor audit;
- Safety equipment are available in the plant for visitors.
- Check before the audit if the supplier is OHSAS (or similar) certified.
- Ask operators who works on station where safety requirement established, about awareness of
SW11
All people are trained for safety based on the safety policy including visitors and
relevant safety standards are applied for each workstation.
safety rules.
- Organization chart: responsibility for the safety is defined. OK In line with standard ISO 45001
- Facilities on site: infirmary, visual explanations/information available.
- Safety standards are kept (e.g., PPE) on the shop floor, and address risks related to specific
processes (e.g., stamping, melting).
- Check on shop floor potential safety issues (e.g. hidden corners, potential accidents, pedestrian
way, colour coding on floor, noise, temperature)
- Signs, posters on the shop floor, line marking, behaviour of logistic employees.
Where : Production
With : Team leader and Quality leader
Check :
- A standard defined layout which includes internal stock and necessary buffers to avoid parts
Systematic approach for all the workplaces organization is implemented and missing operations and mixing of similar or like parts.
SW12 maintained to respect FIFO, visual management, cleanliness, and project
confidentiality.
- FIFO is kept.
- Workplace organization and visualization at several different places (incoming/storage area, work OK SAP used for FIFO management
5S standard and rules used for cleanliness
stations, maintenance room).
- Only required and regularly used equipment, tools and material are present in the work area.
- 5S audit records and verify actions implemented for findings.
SW1 Workplace Organization - Layout is in coherence with the workstation.
4
Where : Shop floor (First in production line then maintenance area and logistics,...).
With : Team Leader and Quality Leader
Check :
- Shop floor, appreciate the level of light, the temperature (cold/hot), the level of noise, the loads Certified ISO 45001
carried by operators, the level of work Safety standard
SW13
If clean room / area is required (due to sediment or painting requirement), special
rules are utilized in order to minimalize risk of contamination. - Look for result of ergonomics evaluation
- Shop floor parts and assembly tools should be presented to operator in "Golden Zone" per
OK No requirements for clean room
Risk of contamination it is considered - parts protected /
egonomics analysis (waist level, no extended reaching or turning) annual testing plan - cleanliness
- Look at a "painful" workstation. Verify its action plan for the improvement.
- Check the management of the clean room.
Where : Shop floor (production line, maintenance area, logistics,...) Start at production line
Check :
- Continuous improvement and optimization / waste elimination process is in place related to
SW14
Rules related to ergonomics of workstations are defined and applied for each
workstation design. They consider the environmental conditions.
workplace organization.
- Method for waste elimination is applied (Value Stream Mapping VSM, 7 Wastes of lean etc.) and OK All evaluations are available
regular review minutes or analysis/reporting of continuous improvement metrics are available.
- A process is in place to improve production output. It is based on analysis of operational
availabilities, operators suggestions, 6 sigma techniques etc.
- Method for identfying bins for waste, dirty rags, recyclables, scrap etc in each work station
Where : Shop floor including (production, logistics, maintenance, laboratory,...)

With : Shift leader and operators
Check :
SW21 Standardized Work Instruction (SWI) covering all the part references are available
for all operations and are placed near the workstation.
- Working instructions are at all workstations, from receiving to finished goods shipping, including
rework, manufacturing, quality control, material handling/logistic etc. Is done at the same location OK Work instructions available per each work statios and each
processes
- Ask operator to explain the SWI , verify that the Major Steps and Key Points are understood
- Work instructions have critical charateristics identified and that it is reviewed/updated reqularily
and are available at/near workstation
Where : Shop floor, firstly in production then in logistics, maintenance, laboratory,...

With : Team Leader or Shift leader , logistics leader, maintenance leader...
Check :
SWI shall contain at minimum : - Are controls which are listed in Control Plan added to SWI? Is there efficient time allocated for
- Work elements including quality controls and their sequence, in relation to the quality checks?
control plan - Try to perform a manual operation based on SWI, check all necessary information, hint, key
- Operator movement with sketch of workflow, points... described to perform operation.
SW22 - Takt/Cycle time
- Standard in-process stock,
- Is explanation of performance of job sufficiently described by visual management (e.g., photos,
floor markings)
OK Work instructions content in line with customer
requirements
- Required PPE and safety requirement if applicable, - Ask a few operators to explain SWI. Does operator understand it? Are they respecting PPE and
- Support description with pictures, sketches and images, safety requirements available in SWI?
- Reference to product/process/control standards. - Go to the station and check all reference parts/process and controls. Is it inside the SWI
mentioned?
- Is the operation (name & #) and process description in the control plan consistent with those in
the Work Instructions and operations on the floor?
SW2
Standardised Working
instructions 4
SW2
Standardised Working
instructions 4
Where: Shop floor, Office

With: Team Leader, Functional organization
Check:
- Ease of the operator to confirm that the SWI is to the latest revision level and is monitored by
(e.g., start up/changeover procedure, layered process audit).
SW23 Management of Standardized Work for product/process change. - Specific SWI process in place at the shop floor to facilitate continuous improvement and revision
to the SWI OK Dedicated documents monitoring data base.
- Process in place at the shop floor to ensure that the training matrix is updated to reflect the latest
SWI revision
- Process in place to ensure the update of SWI's in response to quality alerts, customer claims,
PFMEA/Control Plan updates, read across, lessons learnt, benchmarking etc.

With : Team leader or shift leader , logistics leader, maintenance leader...
Check:
SW24
Standardized Work is developed, maintained and followed by the functional
organization with multi-disciplined support.
- Robustness of several Standardized Work Instructions (SWI's)
- Ask operators if they participated in the development of the SWI's OK Dedicated and trained cross functional team for
standardized work development
- Evaluate whether the SWI's are sufficient to ensure repeatability of the operation
- Does the SWI's support the highest levels of safety, quality and productivity?
Where : In Verification stations on the shop floor, Laboratory and several gages in different area
(production, lab, incoming, storage)
With : Laboratory Manager and/or Quality Manager
Check :
- Identification of all gages with the latest revision levels
- Standardized work instruction for calibration are respected.
- Calibration status and their record with sufficient resources or a plan to carry out the calibration
for all gages, measuring and test devices
- Proper usage and storage (ask operators about usage and handling of gages, are aware about risks
All the gages are periodically calibrated and recorded according to procedures, of damaged gage) clear calibration and mastering/zeroing instructions for gauges and other specific
SW31 ensured that only calibrated gages are in use and that all Gages are approved by
Stellantis.
control devices, including frequency
- Schedule for calibration is etablished with the frequency of calibration determined by conditions OK All gages are monitored and calibrated on time, in line with
IATF 16949 std and CSR
that may reduce accuracy/repeatability (i.e. frequency of use, condition of equipment where
used/stored, periods of inactivity, etc)
- All Stellantis gages, measuring and test devices meet all Stellantis requirements including gage
source requirements in the AQR (if applicable) and been approved by the appropriate Stellantis
department
- Supplier gage design and construction schedule reveiw and stellantis approval
- Supplier reduce the control limits by the percentage of the gage R&R to ensure out of
specification parts are not passed when gages or measuring devices are used for 100% inspection
Where : In the Laboratory

SW3 Capability of the Control
Devices
With : Laboratory Manager or/and Quality Manager
Check :
3
The capability of the measurement means is periodically checked according to
SW32 procedures. The acceptance criteria are defined for calibration and capability.
Are the gage R&R results acceptable?
Note: acceptable criteria for gage R&R is <10%. OK MSA studies available
If gage R&R result is between 10% and 25% supplier shall require approval from the STLA Quality
& Engineering team before being released for production.
If gage R&R result is >25%, it is unacceptable.

For each deviation/non-conformity or equipment exceeding calibration due date, Check : Monitoring database in place and up to date with
SW33 containment and corrective actions are defined and validated and followed by
Quality Manager (handled in the same way as non-conforming product).
- Measurement means exceeding calibration due date are isolated in quarantine area and
identified with RED label.
OK automatic notification prior to calibration exceeding the
due date
- Parts controlled with a measurement means having capability not ok or exceeding calibration due
date must be considered as suspects.

Check :
- Calibration procedures with clearly defined acceptance criteria.
If calibration is performed in-house, the skilled staff are available, calibration - Laboratory manage the thermal conditions (H° and T°) during calibration activity.
SW34 procedures are defined, criteria acceptance for calibration are specified, and
equipment and facilities are available. If calibration is outsourced, the external
- Dimensional results for the gage are available in the calibration report.
- Gage approval ensures that all component measurements are validated to confirm that the gauge
NA Only external laboratories are used for gages calibration
laboratory accreditation is verified. (ISO 170025 or national equivalent). performs to expectation
- Supplier/3rd parties responsible for gage and test equipment calibration are ISO/IEC 17025 certified
or national equivalent (unless otherwise approved by Stellantis Engineering). Note: certification shall
be provided.
Control of Non-Conforming Product
Consistent marking & visual management (floor marking , labels, specific boxes etc.) - Check the shop floor that the identification system of NOK and suspected parts is used for all
areas (incoming, working stations, controls stations, rework…) and visual management
CNC11
is defined and implemented across the entire organization to ensure that
identification and handling of NOK or suspected material is in place to avoid mixing ( identification on the floor, labeling, color coding) with production team.
- Verify if the operators and supervisors understand the nonconforming identification system (e.g.,
OK Specific procedure,identification and handling process in
place
with conforming parts.
red tag)
If during production, NOK parts have been found, it is necessary to ensure that all - Check and Ask operators how they manage NOK parts
CNC12 parts produced from the last known good part are handled as suspect parts
(quarantine).
- In case of NOK parts, ask operators how it is ensured that previously produced parts that are
considered suspect are contained and quarantined on the shop floor
OK Specific procedure and management process in place
CNC1 Identification of
NOK parts are segregated, recorded and their storage is managed including NOK - Check the quarantine area and NOK boxes. Verify if the area is locked with authorized persons 4 Specific procedure and management process in place
nonconforming product
CNC13 boxes. Quarantine area has secured access and quantities in quarantine are
managed.
list.
- List is established with quantities and dates are documented in the quarantine area.
OK Closed rd bins in place
Authorized personnel only, qualified
- Check that non-conforming product is removed from the process/manufacturing area to off line
Scrap data analysis. At the end of each shift, non-conforming product should be designated containment areas or into scrap container. Confirm that the amount is equal vs reported
CNC14
counted, documented, and be removed from process/manufacturing area. value.
Method for the inventory of non-conforming material is required (Including Date, P/N, - Verify if the collected data is categorized/analyzed for continuous improvement activities. OK SAP data registration and analysis
disposition). - Ensure the supplier is taking normal inventory of all components, including purchased components,
to account for nonconforming component losses.
- Verify the containment process at the supplier manufacturing facility.

The containment process secures any stock including material in the pipeline. It must - Check the containment (quarantine) area to verify separation.
CNC21 be separated from the production line to guarantee breakpoint, including the
supplier's components.
- Ask a team member who was involved in containment to walk through the process, including
filling in the Containment Worksheet. Use a previous nonconformance as a demonstration
OK Treatment of non-compaint products or/and suspect in
place
example.
Containment worksheet or equivalent contains all potential locations and quantities. - Verify the supplier has identified all potential locations (including sequencing facilities and any
CNC22 Actions are defined for each customer issue and verified to prevent the further
defects which are documented and communicated internally.
additional Stellantis Assembly locations).
- Verify the process controls (countermeasures) for each alert.
OK Yes, all the impacted and related plants are coonsidered as
part of containment activities
CNC2 Containment operations 4
- Check in Stellantis claim system if the first certified batch label/delivery number is documented.
CNC23 The certified OK lot is identified and communicated to the customer. - The certified OK lot must be marked (special label) for easy identification for Stellantis Assembly
receiving.
OK Yes, specific identification for 1st secured delivery in place
and communicated to customer
- Check containment action follow-up sheet includes closure dates and responsible team members. Yes, customer, transit and internal
CNC24 There is a follow-up of containment actions. - If an additional non-conformity is found, check if sufficient action was taken to prevent further
shipments of nonconforming parts or material.
OK Containment steps defined with follow-up activities
included
- Check that rework is a part of the Process Flow and Process Control Plan.
Any Rework / repair / re-use operations must be included in the process flow,
CNC31 FMEA, SWI and the control plan to be PPAP'd as part of the standard manufacturing
process or by specific Stellantis authorization.
- Check in the PFMEA that all potential failure modes of rework are considered.
'- Check if the SWI (standard work instruction) simply explains the task to perform to ensure NA No rework allowed
repeatability. SWI should include pictures for each rework step.
CNC3
Rework or Re used
operations NA
- Check the process of rework re-introduction and release. Verify if the quality after rework or
repair is confirmed by a process or a trained operator.
Re-introduction of reworked parts includes all upstream/downstream checks and
CNC32
- Review workplace organisation and ensure there is complete separation to avoid potential
identification (colour marking, scan, etc.) to ensure that all control plan inspection & mixing during rework/repair. NA No rework allowed
CNC3
Rework or Re used
operations
tests are performed. '- The rework/repair/reintroduction process should be limited to only one rework cycle per part,
any deviation needs to be approved by Stellantis.
NA
- Check if the standard rework instructions include marking rules.
CNC33
Each reworked part must be traceable via identifier (e.g. mark, serial number). Parts '- Ask a team member to walk you through the rework process, using a reworked part as an
waiting for rework should be handled as suspect parts. example. Ensure the team member understands the rework identification process. Verify parts are NA No rework allowed
re-introduced on the line correctly.
CNC34
Check that people involved in rework/repair/re-introduction processes are
appropriately skilled and aware of potential risks related to that process.
- Check if the rework process is included in the skills matrix and if it can only be performed
by authorized operators. NA No rework allowed
Risk Reduction
1/ PFMEA is referenced to specific product and project. In case of use of a generic PFMEA, check if
the last release has been used and adapted to buid the PFMEA.
2/ PFMEA is consistent with information in Process Flow diagram
3/ All process steps shall be included (including reintroduction of reworked parts in the standard
flow as a non reworked part, alternative/back up modes if any used
4/ PFMEA contains all product special characteristics from Stellantis List (list of key characteristics)
with their proper identification. Special focus to S (safety), R (regulatory), P (vehicle function)
characteristics.
5/ PFMEA takes into account all associated AQRs or any other lessons learned required by
Stellantis (e.g., recent issues not yet incorporated in relevant AQRs)
6/ PFMEA contains all possible Failure Modes identified for each Operation
7/ PFMEA Takes account each failure mode with individual line
PFMEA are available for all part numbers and all operations (including : handling, 8/ Potential effect on downstream Processes (includes Rework, Scrap, Production disruption,
labelling, intermediate storage, ...) and have been developed by cross-functional Operator Safety ) and customer (includes Annoyance, Degradation of secondary Function/ Loss of
RR11 team. PFMEA have been assessed and approved by the supplier ( e.g supplier PFMEA primary Function, Safety) are properly identified
check list or Stellantis RR criteria) 9/ Is Severity separately evaluated for Customer effect and manufacturing/assembly effect. OK All FMEA are available per each process step
10/ Potential cause of failure mode should be precise and clearly describes how the failure mode
can occur (e.g., Phrases like “Operator error” should not be used. “Operator Error” can be result
from multiple causes such as "incorrect component is taken by the operator").
11/In a single line item, do not have grouped failure causes
12/ Controls should be detailed and do not just reference a document number. Note: The
description for Controls shall include where done (station #), how done (e.g., go/no-go gage,
variable gage, visual, poke-yoke with line lock-out), frequency and sample size (e.g. 100%).
1/Check what PFMEA Standard is used by Supplier and ask to present corresponding ranking tables
for Severity, Occurrence, Detection : scoring of Severity/Occurrence/Detection, ratings are
consistent with AIAG/VDA FMEA manual
2/For Detection Ranking, Are Prevention and Detection controls identified separately in the
PFMEA?
3/Detection Ranking, were any references to Operator Inspection or Visual Inspection as control
method appropriately rated?
4/Does the supplier understand that visual or operator inspection is inadequate for long term
process control? Have all other possible control options been considered?
5/ Detection Ranking Scores for Visual/Audible/Tactile or Attribute gauging inspection performed
by an Operator ≥ 8, or 7 in case of a double inspection" In transition for FMEA updates in line with AIAG/VDA
RR1 PFMEA scope RR12
Content of PFMEA fields and scoring are defined properly in accordance with
customer guideline. In case of different rules used by supplier, Stellantis can accept if 6/Was the detection ranking determined excluding random quality checks?
all risks are taking account according to AIAG/VDA FMEA manual. 7/Is there one single detection ranking for each occurrence ranking? NOK 2 manual
Actual status: All FMEA's in line with AIAG requirements
8/For Occurrence Ranking: Occurrence is the likelihood that a specific cause of failure will occur. and up to date
Note: Prevention affects Occurrence
9/ Is there one occurrence ranking for each cause? (e.g. ""worn/broken tool"" must have two
separate rankings)"
10/ Do the occurrence rankings derive from non-compliances from current or similar processes?
11/ Occurrence rankings are 2 or greater unless Potential Cause has been error-proofed?
12/ Where product design change requests were identified in order to eliminate or reduce the
occurrence of potential process failure modes, were these captured for appropriate follow-up and
feedback?
13/ Check that re-scoring after action implementation don't change both detection and occurrence
rating
1/ Is Action Priority defined according to Stellantis requirements?

2/ When the severity is 9 or 10, whatever the Action Priority Level is, it is imperative that the team
ensure that the risk is addressed through existing design controls (for Low or Medium) or
recommended actions (Medium or High).
3/ is an Action plan created for each identified High Risk Failure Mode?.
4/ When severity is high and detection is low, visual inspection alone is not acceptable.
5/ For potential safety impact and warranty issues , Error Proofing must be applied. Otherwise, SPC
must be ensured with a high level of capability.
RR13 For high severity rankings or high risk items, FMEA team ensures that the risk is
addressed continuously through existing design controls or recommended actions.
6/ Check that one single action is adressed for each D or O change (no combination of decreasing D
or O with only one action)
OK All FMEA's in line with AIAG requirements and up to date
7/ Check that leader is identified for each Action and Target dates are defined and actualized.
8/Does the Actions column report a clear description of what has been done?
9/ Do the new rankings affect Occurrence and/or the Detection ranking and NOT the Severity
ranking?
10/ Are the new Occurrence and/or Detection rankings consistent with AIAG Manual?
11/Re-scoring after action implementation can't change both detection and occurrence rating with
a single action; visual control can't be re scored below 7 (for AIAG)
1/ Does the supplier make a PFMEA or at least risk analysis assessement with their own suppliers for
RR14
Is PFMEA development enforced and reviewed at Tier 2 suppliers by Tier 1, and are
outsourced processes considered in PFMEA?
each new project?
2/Is there an action plan for improvement and associated results?
OK Yes, remote process - activity regularly performed by Lead
Center representatives
A reverse PFMEA process walk must be conducted by the SQE during the process audit: check on
the shopfloor that scoring are consistent with the described potential failures.
Does the supplier have a procedure to confirm PFMEA occurrences to actual production defect
rates?
RR21 Recommended actions documented into P-FMEA are done and scoring is updated
accordingly Verify that action plans are managed to decrease the level (High , Medium, Low). Review scoring OK All related actions are addressed and evaluation updated
accordingly
after recommended action implemented.
Consistency of PFMEA revision and control plan revision: Are the last recommended actions
integrated in the control plan ?
Take the PFMEA and check how the rework and re usage of component are applied in the
RR22 Failure modes of rework are considered in PFMEA and identified in Process Flow
with its reintroduction point.
shopfloor:
- Check the extraction point and reintroduction point NA No rework allowed
- Check the reworked components are properly identified and traced
RR2 Management of High Risk

Items 4
Check an example of PFMEA and relevant AQRs
- For clean room utilization, protective clothing is defined and enforced.
- For painting, check if a positive pressure is maintained to stop external contaminants.
- For electronic components or devices, PCB (AQ.00174), check if specific cleaning is in place to
RR23 All areas/operations that could be affected by contamination and failure modes
related to contamination are Identified and considered in PFMEA. avoid contamination (e.g dust, mat residual,...)
- For Machining, check if risk of material chips (aluminium,...) is taken into account
OK All related items to cleanliness risks are evaluated in
PFMEA's
- Consider the risk of mixing foreign material in or on parts (e.g. screw falls down in an assembly,
conveyor presence of oil ...).
RR2
Management of High Risk
Items 4
Verify if there are action plans not closed or high remaining risks and how the supplier ensure
RR24
Regarding all high risk items and non closed actions, countermeasures are in place to
ensure the compliance of delivered parts.
compliance of delivered parts with additional checks: Safe launch controls in place and managed or
use of a higher frequency control or complementary controls with a more precise device (e.g. OK All actions are in place and completed
temporary systematic 3D control, specific non destructive testing,...)
Ask supplier how they follow the reviews of PFMEA

- Check last customer complaint, quality issues or modification changes and their update in PFMEA
(revision index is consistent)
RR31 Master PFMEA and/or specific components PFMEAs are reviewed and updated for
each changes, quality issue and corrective action.
- Check if they have also a planning for these reviews including effectiveness of the implemented
actions OK Yes, at minimum all FMEA's are reviewed 1/year
- Check how they can use the lesson learned to update the PFMEA
- All the findings are driven back into Process Flow, PFMEA, Control Plan, Work Instructions as
applicable. (Cross check with PPC 11&13)
Check some examples (e.g., Previous issues external/ internal) Standard form or database is used
to document Lessons Learned: check how the lessons learned are cascaded through the
organization :
RR32 Lessons Learned which are easily retrievable by all who need the information (e.g.
Master FMEA, APQP Program check list reviews) are deployed.
- In case of centralized process for lessons learned (managed at corporate level)
- For similar product/processes
OK In place - Lesson Learned available / part of 8D
methodology
- In development phase of new projects, how the new lessons learned are taken into account (e.g
taken into account in APQP gates,...)
RR3 PFMEA Review There is a Reverse PFMEA (proactive approach) process in place to identify new potential failure
modes in shop floor.
4
- Check updates after reverse PFMEA performed.
A schedule of reverse PFMEA is implemented and regularly updated by the plant
RR33 management (timing for review with prioritization of operation and its status
/planned-done).
- Check some examples of the update planning and the reason (e.g., lessons learned, unexpected
failure mode., integration of a new launch...) OK Reverse FMEA annual plan and assessments available
- Check if the frequency of reverse PFMEA is scheduled on a regular basis or other criteria (e.g., risk
analysis).
Ask supplier how the PFMEA reviews are done for continuous improvement. It should include:
- All processes (production, logistics, maintenance...) and their controls,
- Accurate Detection ratings,
RR34 PFMEA reviews are based on process capability, process/product changes, etc…
- Occurrence ratings analysed and updated using data (SPC, FTQ, ppm, scrap data, Verification
Station results etc.). OK Risk analysis available based on product, process and
layered audits
- Results of LPA audits.
Check an example
Layered Process Audit & Skills Management
With : LPA Process owner

Where : In meeting room /shop floor
Written Procedure which contains the rules of LPA, in particular : Check :
- Scope (operational areas : manufacturing, logistic, maintenance, Safe Launch -Scope : All operational areas are taken into account : manufacturing, logistic, maintenance...)
Plan ...) -Sampling criteria (frequency, process, operator, shifts…) : Audit frequency is defined (each
- Sampling criteria (frequency, process, operator…)
LPASK11 - Standard sequence description.
- Description of different management levels involved (from team leader to top
operation audited a minimum of once/month)
- Standard sequence description : how to conduct the LPA (standard method is clearly defined : OK LPA process in place at all levels and required processes -
manuacturing, logistics and maintenance
Knowledge of standard, inform the operator, take account last result, use check list, observe,
management). record evaluation , restore the result)
- The supplier conducts LPA on all processes (produce parts, produce module….). - Description of different management levels : who shall perform the LPA (all management levels
- Action is followed. are involved (from team leader to top management).
- Procedure describes action plan
With : LPA Process owner / LPA Leader and the production team
Check:
- If the LPA Sheet contains the 7 required items described in the criteria. If any of the 7 items is
NOT covered in the check list, rating must be NOK.
Layered Audit Check List (Sheet) is developed and applied. - Safety / ergonomic items: proper safety practices and PPE are being followed,
Check List (sheet) to verify compliance of the following items: - Skills matrix : Only qualified people are working.
1. safety / ergonomics - Standardized work : it's being strictly followed, specific controls: related to product and process
2. Safety characteristics are checked and record key characteristics (CSE), customer issues, low capability process, special process are in place and
3. skills matrix being followed.
LPASK12 4. work instruction including specific control - Start-up standard : Includes error proofing checks and that escalation rules are strictly applied in
OK LPA checklist in place at all levels and up to date
LPASK1
Generic Layered Process
Audit (LPA)
5. start-up standard
6. workplace organization
case of failure.
- Workplace organization: standards are maintained, proper tools, gages and materials are
available & used, quality checks, FIFO, material handling, standard in stock process are in place and
4
7. updating the applicable audit for any nonconformance's discovered at Stellantis
facilities; being followed.
- LPA check list is applied for all management levels.
Where : In meeting room / Shop floor
Verify that LPA take place in alignment with schedule
What : Operational (e.g.: production, logistic (incoming / outgoing), preventive maintenance,
controlled shipping, Safe Launch Plan for new production lines or new projects etc.)
LPA schedule is established .
LPASK13 It takes into account sampling criteria (what, who, when)
LPA schedule is regularly updated.
Who : Manager, team leader....
When : Frequency is defined and adhered to.
The schedule is well
OK LPA schedule in place and up to date for all leves and all
related processes
defined for the different layers.

LPASK14 Regular reviews take place with top management following KPI.
Where : In meeting room or on site
Check: KPI out of target / desviation / % of aplicaction /due date / compliance. OK Yes, KPI's monthly reviewed and corrective / improvement
action plan in place
How the prioritisation is defined with a top management
With : LPA Leader and the production team

Check:
LPA process is performed across all operations (Manufacturing, Supply Chain, - Production team leads perform the LPA and follow up the schedule. LPA process in place at all levels and required processes -
LPASK21
Maitenance, Safe Launch Plan, etc... )
LPA are performed regularly by TOP MANAGEMENT (Plant manager, manufacturing
- Check back LPA records, verify that audits were actually performed according to schedule and all
the operational activities were audited (not only manufacturing operations, but material handling, OK manuacturing, logistics and maintenance
Corrective / improvement action plan in place
manager …). storage, shipping etc.).
- Check if LPAs performed by Top Management.
SQME should attend the LPA when it
is possible (during supplier audit)
LPA records: All the LPA results are documented including With : LPA Leader and the production team
- no deviation found, Where : On the shop floor LPA process in place at all levels and required processes -
LPASK22 - deviation found / not corrected during audit (action plan should be requested),
- deviation corrected during audit (should be mark in the check list),
Check:
- The LPA sheet is used to record audit findings, and if the deviations are corrected during the audit
OK manuacturing, logistics and maintenance
- not applicable. are well managed.
LPASK2
LPA Records and Action
Plans Tracking 4
Where : On shop floor
The countermeasure Sheet is managed in order to define corrective action plans and Check: LPA process in place at all levels and required processes -
LPASK23 to ensure the full implementation of all corrective actions.
A method is defined to follow up on the action plans.
- Containment actions are immediately taken and documented on LPA
- LPA issues / deviations are correctly defined and countermeasure are implemented
OK manuacturing, logistics and maintenance
- How and where the LPA owners follow up and record the action plan
LPASK2 LPA Records and Action
Plans Tracking 4

Where : In meeting room
LPA results are used for Continuous Improvement. Countermeasure Sheet is used for check:- LPA process in place at all levels and required processes -
LPASK24 Continues Improvement too. (e.g. if a best practice is discovered during the LPA it
should be used as a driver to improve the current work instruction.
- If LPA findings to implement continuous improvement:
- Flexibility Chart revised using the results of the LPA OK manuacturing, logistics and maintenance
- Problem Solving Methodology revised using the results of LPA
- Workstation Organization performed
- LPA used to capture a more efficient way to work and lead the standard work revision
With: Production team manager in the shop floor:

Where:?
Referential shall define the Qualification Method from HR (Human Resources) to Check:
shop Floor. - Referential to qualify operator training is well defined.
LPASK31
Qualification levels are established and Flexibility Matrix is available. For each level,
measurable criteria are defined. Only identified and qualified people are performing
- Qualification levels are clearly defined: qualification/training/certification level (ex. Qualification
level for 1 to 3 or Magic Square)
OK Qualification matrix in place and up to date
work. - Data collection is fully implemented in term of records (basic training for newcomers etc....).
- Escalation process, in case of non conformity, is included in the training.
- Training is focused also on special characteristics and how to control them.
Check:
Flexibility Chart or equivalent posted at all operations or work area which: - Flexibility Chart defines for each operator the qualification status.
- contains number of qualified people for each workstation as well as workstation - Flexibility Chart defines for each work station the target of qualified people, it means the number
per person are targeted; associated action plans are implemented, of operators needed to be trained to avoid risk of absenteeism and turn over.
- indicates the steps in training & skill qualification level achieved for each job has - Target for qualification defined in the flexibility Chart is Ok. In case of deviation, action plan must
LPASK3
Operator Qualification
Process
LPASK32 been updated.
- The procedure for re-training the operators who lose qualification is well defined.
be followed.
- Look for a job rotation plan or log. How often does the team rotate?
OK 4 Certified ID card for all workers
- Well defined targets regarding the number of opertators per workstation / - The number of Team Members certified per station should support the Job Rotation Plan.
workstations per operator. - Ask the operator if they know well the rules to loose the qualification.
- Check with the supervisor if the rules and target for qualified operators and re-training are
applied.
Check:
Criteria to revise qualification level are defined; they take into account the - The training procedure describes the re-qualification process (after long absense (e.g., maternity
LPASK33 operational results at the specific workstation, the result of the layered audit, time
out of workstantion, etc.
leave, health reason, time out of workstation)
- A re-qualification Process (Employee Performance Review) is in place. Evaluate if an action plan
OK Training procedure available
was generated in case of low performance.
Check:
- Several critical operations where result depends on subjective decision.
LPASK34 A calibration process is defined and applied for all people making checking operations
where results depend on subjective decision.
- The record of calibration process,
frequency, results and action plan (e.g., Gage R&R (repeatability and reproducibility)) following
OK Training procedure available
number of operators defined.
2
QIP V3.1 : Management of supplier action plan
Deviation identified during the customer audit ACTION PLAN VALIDATION
Supplier Action Plan STELLANTIS APPROVAL
#Criteria Criteria requirement Comment Criteria Supplier action plan Pilot Enclosure date 1 2 3 4 5 6 NEW STATUS Comment
Quotation (OK / NOK)
Property of PSA GROUPE
– Restricted document
X
MRS Version: 6.0 (revised on: 05/01/2023)
Audits possibles
PPQ_End DEV
PPQ_OTOP
PPQ_PPAP
PPQ_KOM
PPQ_TKO
PPQ_OT
EXTRA
Item Requirement SCORING BASIC ADDITIVE #Criteria Criteria requirement Look For MPA1 NSA MPA2
Corporate Management Plant 2
Where : Before the audit and during the audit in meeting room
With : Quality Manager
Check before the audit (if possible) that the certificate is valid :
- Not suspended,
The plant is IATF 16949 certified. - Without any non-conformity (all actions plan are closed) .
X X CMP11 If not certified or suspended, an action plan is implemented, managed by the Plant Check, during the audit, the full report of last external audit. X X X X Y Y Y Y Y
Manager and supported at the corporate level. For a new or greenfield supplier :-
- If the certification audit is scheduled at least before SOP.
- If not possible, the "letter of conformance" is planned to be granted before SOP.
- Action plan is in place
- In compliance with Check list "greenfield" ref 01598_15_06479 ITEM 3.5 "plant
certification" :
With : Quality Manager and/or Logistic Manager
Yearly MMOGLE self evaluation is done and shared with STELLANTIS. All actions are Check before the audit if the self evaluation is present and yearly updated in
X X CMP12 managed. STELLANTIS IT systems. X X X
Check if the result of this evaluation is in line with supplier KPI (issue, service rate).
IATF 16949 & MMOGLE In NSA : check if MMOGLE self evaluation is done, managed and communicated to
CMP1 other customers.
Check if :-
Main documents are known, supplier has subscribed in Doc Info for those
documents (E.g. : QRS, MLP, GSQN-001, GP12...)
X X CMP13 OEM's documentation is known by the supplier. Supplier contact details are properly identified in Amadeus (Quality & Logistics) X X X X Y Y Y Y Y
system
Ask supplier to demonstrate how to access the B2B portal
QRS&MLP : Verify that supplier knows the last version
Supplier is aware of key processes (E.g. : GSQN-001 when to require 5 why?, MLP :
Where is the service rate measured?
Check :-
X X CMP14 MPA Self assessment is done and shared with STELLANTIS . - Did the supplier identify gaps to meet MPA requirements and STELLANTIS annual X X
Action plans are managed in line with target letter targets (see targets letter) and implement corrective action plan
- Annual self assessment is managed in order to reach or maintain the requested level
(MSB result ≥ 85%).

With : Plant Manager, Quality/Logistics/Maintenance/HR managers
- Ask supplier to explain the approach used to identify (e.g., 5M), evaluate and
prioritize risks
- Ask for the risks map for all manufacturing processes and infrastructure equipment
essential to maintain production output
- Check if based on a multidisciplinary approach
- Check if Insurance company requirements are integrated.
If possible, get insurance valuation of Expected Maximum Loss & Maximum
Foreseeable Loss.
- Assess the robustness of the risk mitigation levers :
- Fire risks: sprinkler coverage, coverage of electric installations, …
X CMP21 Action plans are established and deployed for each identified elementary risk, with - Flood risks: walls, polders, computer and electric installation raised at sufficient X X X
robust risk mitigation plan. level, …
- Earthquake: anti-seismic protection
- Electric shut-down: alternative supply available
- Water shortage (if water is necessary for production) : stock, supply guarantee, …
- Social : union mapping, depth of social discussion, client alert in case of coming
risks, …
- Maintenance: spare parts availability, planned maintenance with stop of
production, black outs, brown outs and safety light curtain interruptions
- Supplier risk: Tier 2 IATF certification mandatory for risky suppliers; BCP reviews,
risk mapping and prevention plan, …
- General: stock of finished goods, production transfer to another plant of the group,
…
Contingency Plans
CMP2 (Business Continuity
Plan)
- Identify which risks have evolved (look at synthesis)

- Check if there is a process to identify and deal with new operational risks.
Examples:-
- How risky situations are escalated to top management
The risks and the associated contingency plans are periodically reviewed based on - Use of weak signals on process issues (e.g., increased breakdowns, disruption in
X CMP22 the plant, corporate and external lessons learned and evolution of activities. X X X
tier 2 and/or machine spare part delivery).
- Check how lesson learned from other sites are taken into account
- Cross check with FR meeting.
There are procedures for Information System intrusion protection and for data - Ask for the procedure and Check an example
X CMP23 backup and recovery (e.g., EDI, SAP). They are regularly tested, when appropriate, - Assess robustness of cyber-attacks mitigation plan: network access restriction, X X X
and plans are audited and simulations are carried out. banned USB, use of fake messages from IT team.
The Contingency plan/ Business Continuity Plan has already been audited by the
X CMP24 insurance company of the Plant. Ask for the insurance company audit reports. X X

With : Quality Manager and/or Purchasing Manager
- If supplier selection is done at the manufacturing location check documentation of
X X CMP31 Criteria to become a sourceable supplier are defined. a tiered supplier selection process. X X X
- If selection is done centrally, check tier X status is known by manufacturing
location.
- Affect of manufacturing location to tier supplier's performance evaluation.
Approved supplier are tracked with specific targeted KPI (e.g.: Supplier plant sheet... - Prior to audit check whether there was any customer complaint caused by a tiered
etc.). Performance indicators are defined with threshold. supplier.
X X CMP32 In the event of a non-respected target, an escalation process is implemented with - Escalation criteria (e.g., Controlled Shipping, Top Focus, New Business Hold etc.) X X X X X X X X X
an actions plan and exit criteria. This escalation process takes into account the tier 1 - Critical suppliers identified and tracked via a process such as such as Top Focus, exit
support of the tier x supplier. criteria defined.
Out Source, Tier n Where : Incoming inspection area

CMP3 Management With : Quality Manager and inspection leader
- Prior to audit check whether there was any customer complaint caused by a tiered
supplier.
An incoming inspection is performed and managed. The frequency is in line with - Check identification of material released for production after receiving.
X X CMP33 supplier KPI. - Verify that incoming inspection covers key and pass through characteristics, X X X X X Y Y
Only approved (PPAP/EI and incoming inspection released) components/material frequencies are reasonable.
are used for assembled parts. - See a non-conformance found during incoming inspection.
- Verify link between incoming frequency and supplier performance (high ppm
supplier) with tier 2 approval status (new part or modified part)
- Check incoming records for a component. Cross check with ULG13.
Where : Incoming inspection area or meeting room

With : Quality Manager
- Prior to audit check if there was any customer complaint caused by tiered supplier
Where : Incoming inspection area
Regular audits are scheduled and performed at supplier plants. In case of complaint :- With : Quality Manager and inspection leader.
- Verify if actions are implemented - Verify content of 5 whys prepared for customer complaint with problem resolution
X X CMP34 - Regular audits at key suppliers to improve their system (CQI audits, process specific report ( 8D; 5P; Red-X etc.) X X
audits, PPQ etc.).
- Example of action plans given by tier N. How is it validated and verified?
- Example of supplier audit, evidence of audits at key suppliers
- Review tier N performance matrix with tier N corrective action plan approved by tier
1.
Check :
X CMPE1 Follow-up of quality and logistics targets with planned trajectory - In case of delays, the implementation of an action plan X
- The action plan is efficient : re-convergence to nominal is managed.
Effectiveness -
CMPE Corporate Management X CMPE2 Follow up of contingency plant improvement Ask if top risks chart or equivalent (based on priority) is followed. X
Check :
X CMPE3 Follow-up of supplier approved list. - Red suppliers on 'supplier approved list' X
- Actions for improvement.
Corporate Management Group 2
Where : In the meeting room

With : Quality Manager & Project Manager
- Check the site management organization chart
- Check if the project responsibility is assigned to:
- Analyse product feasibility in the production process
The manufacturing site is involved in new projects from early stages, at least; the - Follow the industrialization process (e.g. Manufacturing process engineer,
X CMG11 project team includes staff member(s) from the manufacturing site. Laboratory for manufacturing and control tooling validation) X X X X X Y Y Y Y
For PPQ:
Verify if the Supplier Quality and/or Project Manager are trained in the Stellantis
APQP requirements
Check if the supplier has an assigned person from the manufacturing site for the
project follow up
CMG1 Project Management

Does the supplier have a timeline (for their parts and medium/high-risk sub-
components) with the following elements identified that conform to the Stellantis
schedule (for PPQ/PA):
1. Stellantis Milestones (X0, X1, X2, X3 and SOP)
CMG1 Project Management Supplier project management takes into account all tasks and is aligned with the 2. Stellantis APQP Milestones / deliverables including PPQ, CAT, DV/PV Testing, and
X CMG12 customer project timing/requirements. In case of delay/deviation, action plans are PPAP X X X X X X X X X
implemented and customer is notified 3. Key tooling, equipment, and gage deliverables, including Tooling Kick-Off (TCS /
TKO), Off Tool (OT), Off Tool Off Process (OTOP), Gage completion, Gage R&R, Key
Characteristics capability progress?
4. Expected part maturity status at each build phase? (e.g., are parts off of prototype
or soft tools, are appearance parts at the required level?
5. Check the transfer of responsibilities between project and the manufacturing site
6. Key sub-Tier components timing
Check that resources to follow the projects are identified and available. Check that
the general training plan of the manufacturing plant is updated & followed in order
There is a formalized process to identify new skills/ people needed : to ensure :
X CMG13 - to manage the project - integrate new skills needed for new processes (e.g. new model soldering X X X X X Y Y Y Y
- to manufacture parts in the workstation for SOP process ...).
- reach the target of qualified people (skills matrix) that are required for the SOP of
the project.
A system to capture and to institutionalize lessons learned is part of project Check that a lesson learned system is in place. Cross-check with Risk Reduction and
X CMG14 management. AQRs X X X X Y Y Y X

With : Quality Manager & Project Manager Check whether new project requires new
facility/equipment/tool etc.. - Check process for identification of needs (inc. STLA
specific standards if any) Check that qualification process includes an internal
Manufacturing process development and qualification includes PPQ self-assessment process audit before qualification (inc. check lists) PPQ self-assessment is done by
X CMG21 and, if required by Stellantis, any process-specific audits (such as Stellantis process the supplier for final qualification approval. Check lists process if any are applied. X X X X X X X
check-lists) Check that it also includes by-pass processes, authorized rework operations, etc.
For new project or transfer from another site or new production line: Check whether
it requires new facility/equipment/tool etc.. and that qualification process is aligned
with the product/process changes.

- Check that the supplier performs a continuous follow up of the product & process
qualification of their Tier N, especially for critical components or processes
- Supplier reviews and gates take into account Tier N (planning of the Tier N is
consistent with Tier 1 planning and Stellantis milestones)
Qualification process includes all outsourced manufacturing processes or Tier N - Risks due to Tier N during development are identified and followed. Ask to see an
X CMG22 components example X X X X X X X
- Tier 1 Supplier can qualify its process only if Tier N processes are qualified and
approved by them. Otherwise, a derogation is done with action plans and
countermeasures (e.g., additional controls until qualification is accepted)
- Check the supplier process to qualify Tier N : is there an audit or self-audit
required ?, which evidences are required.
- Is PPAP complete for all subcomponents from Tier N?
CMG2 Product/Process
Qualification
Where: Workstation
With: Quality Manager
- Do Work Station Location/Manufacturing Floor Plan identify all
manufacturing/inspection equipment and tooling used in the process and material
storage locations (WIP/buffers/non-conforming material/scrap-rework/repair, and
Mass production tooling, machines and layout listed in the control plan are raw material/sub-component storage)?
X CMG23 validated in compliance with the specifications and installed on their final location. - Tooling and machines are final/mass production, and they are installed on their X X X X X X X
final location as listed in the control plan.
- For all new or refurbished facility/equipment/tools/ control devices, a structured
approach is applied to verify compliance with specifications (capability and capacity)
of equipment. In the case of gages, it also integrates equipment calibration.
Is the process and workstation layout designed to prevent parts from missing
operations and mixing of similar or alike parts? Is in-plant sequencing defined?

With : Quality Manager, Project Manager, Logistic Manager
Qualification process also includes packaging and logistic flow (static and dynamic Check packaging, final and/or substitutional, is suitable for in-process : minimizing risk
X CMG24 tests) of part damage. X X X X X X
Show evidence of packaging approval from Stellantis logistic representatives.
Check static & dynamic test results for packaging.
Customer approved drawings and Stellantis Part Inspection Standard (PIS - key With : Quality Manager & Project Manager
X CMG31 characteristics) are available at production facility with the latest change level. Check the list of functional and technical characteristics (GD&T or CTF). X X X X X X X
Check that the PIS is completed until the latest version of the drawing.
All the key characteristics are included into documentation (PFMEA, Control Plan
and work instructions, packaging and labelling).
Check operation including derivate flows (e.g. Rework) are included in all
All the key characteristics are deployed into documentation (Link and concordance documentation.
X CMG32 ensured between Process Flow ==> PFMEA ==> PCP ==> Control Plan). Has the supplier analyzed process parameters that affect special characteristics (e.g.,
X X X X X X X
tolerances, fit, finish, reliability, durability) that affect the successive/final process,
and include them in the documentation?
Ask operators about awareness of key characteristics.
Identification &
CMG3 Control of key
characteristics
Check that Technical Specifications forwarded to Tier N include the list of critical
Customer specific requirements are implemented at Tier N suppliers: - technical characteristic (PIS). Tier N quotation file includes technical/process feasibility. Verify
specification of product and process Key Characteristics, - product and process their control effectiveness.
X CMG33 specific standards, - procedures need to be applied (e.g.: PPAP, PFMEA...), - X X X X X X X X X
traceability, FIFO and labelling requirements. Does the Supplier (Tier 1) ensure all Stellantis quality requirements (e.g. AQR,
PFMEA, Quality Planning, Control Plan, Forever Requirements/Process Change rules,
etc..) are communicated throughout the Tier N Supply Chain?
Check how pass through key characteristics are identified in the Tier 1 supplier
documents
Pass through key characteristics to Tier N are identified and monitored at the supplier Check if they are identified in the Tier 1 supplier control plan (e.g. incoming inspection
X CMG34 site.
X X X X X X X
or further steps in the Tier 1 process) and if the frequency is in line with the risks.
Crosscheck with Inbound ILG1 and CMP33 (MRS sections)
Milestone, escalation, sub-planning associated

Check :
X CMGE1 Project timeline meets Stellantis milestones requirements - In case of delays, the implementation of mitigation plan. X
- Any delay must be escalated to the appropriate management level.
- Follow-up of human resources and skills dedicated to the project.
- General overview and status of all Stellantis on-going projects.
Effectiveness -
CMGE Corporate Management
Group
Check :
- In case of delays, the implementation of mitigation plan .
X CMGE2 Tracking of PPAP aproval process due dates - Conformity of capabilities results X
Cross check with MCE2 and CMG22 (MRS sections)
Check:
- Progress of Key characteristics compliance during project phase is done according
X CMGE3 Tracking of Key characteristics compliance due dates. to Stellantis requirements (see PIS - key caracteristics release dates required in APQP X
deliverables and its respect)
Fast Response 1 1
There is daily, short fast response leadership meeting led by manufacturing and Is there an area dedicated (ideally on shop floor) for the FR meeting ?
supported by cross functional attendees (Quality, Logistic, Maintenance, HR, etc.). Is there information displayed to support the FR meeting ?
X FR11 The number of FR meetings is to be determined by the size of the manufacturing Is there a daily, routinely scheduled FR meeting ? X X X
location. Does the FR meeting cover RTR (required to run), safety/ health issues, internal/
external issues, and major breakdowns?
There is a visual display(s) of the FR process (board/ area) allowing follow-up for Are exit criteria (PFMEA, Lesson Learn, POKA YOKE, etc.) updated to protect the
X FR12 major concerns. The board contains appropriate exit criteria, timing, and ownership customer ? X X X X X Y Y
of each action. Is there a due date for each item with defined exit criteria?
FR1 Daily leadership Are the deadlines respected for each item?
meeting
There is at least one KPI board for each major area in which the team reviews top Are the KPIs (Production, Quality, Logistics, Maintenance, etc.) visually displayed in
KPI's. all FR area(s)?
X FR13 Are the KPIs updated for the FR meeting (e.g. absanteeism, production results, X X X X X Y Y
These KPI's are measured against defined targets.
quality issues, scrap, etc.)?
Is there a daily Gemba walk scheduled in the agenda?

X FR14 There is a daily, standardized Gemba walk in place at the supplier location (shopfloor). Is the Gemba walk supported by an audit check list or something similar? X X
All levels of management attend the Gemba walk. Is the Gemba walk used to validate the results before FR meeting?
Is the escalation process standard known by the operations teams (production
There is a standarized escalation process/ matrix for all internal, external concerns operators, maintenance, team leaders, etc.)?
X FR21 with clearly defined responsibilities. The levels of escalation are defined and posted Does the escalation process include all level of management ? X X X X X X X
on the shop floor in a visible location for all to access. Is it clear that the escalation process/matrix is immediately used ?
Is the reaction process posted & visible for everyone in the plant?
There is a standardized reaction process for all level of management that covers the Is the reaction process standard known by the operations teams (production
X FR22 required actions to close the issue. It is read across to all other lines and locations. operators, maintenance, team leaders, etc.)? X X X X X X X
Are the standarized actions and their effects recorded?
FR2 Escalation Process
Is there a communication system (e.g., computer, phone, ANDON) in place on the

A method of communicating top issues is available at all levels and shifts to indicate shopfloor?
X FR23 the reaction/ escalation process. A contact list is defined & available to all on the Does operational team know where to find the contact list ? X X X
shop floor. Are the quality alerts available for everyone on the shopfloor to view?
Are the standarized actions and their effects recorded ?
There is a visual management system on the shop floor for each level of escalation. Is there a board/ monitor (Manufacturing Execution System) in place that displays the
X FR24 The status of the reaction process is visible for each station/ cell. status of the escalation process for each cell? X X
Is there proof that the system is operational and is being used correctly?
Is there a standardized method for solving internal (scrap, safety, etc.) and external
(tier-n, customer, etc.) issues?
There is a problem solving method that is standardized and well defined. This Was this method used for the latest internal/ external issue?
X FR31 should be applied for all internal and external issues. Does the method follow the steps included in the 8D process? X X X X X X X
Is the supplier using their own method correctly (e.g., are they completing all
required steps)?
There are problem solving tools in place that are systematically applied across the Does the supplier have standard tools defined for finding the root cause of the
problem? (Examples of these tools are 5-why, 4M1D, 5W1H, etc.)
X FR32 plant. These are used to find the root causes (occurrence, detection, and systemic/
Is the supplier using these tools in a way that allows them to find specific, detection, X X X X X X X
prediction) for each internal or external issue.
FR3 Problem Solving prevention, and systemic/ prediction root causes?
Have the root cause and associated corrective actions been read across and
documented as a lesson learned?
In the case of a recurring internal or external issue, a deep dive analysis is Has the supplier re-analyzed the initial problem solving tools and found the reason
X FR33 performed. that they failed? Which specific, preventative, and detection systems failed? X X X X X X
The first failure is analyzed to understand why the initial corrective action(s) failed. Did everyone have proper training for the problem solving tools used during the first
occurrence?
The results of the problem solving process (for all major issues) are posted across the Are the results visible and available for all to review across the plant?
X FR34 plant including the shopfloor for the operators to be aware of this information. Is there communication between the operators and supervisors to provide feedback X X
on the root cause and corrective actions?
Are the Gemba walks performed prior to the FR meeting(s)?

There are KPI's displayed and monitored. Any KPI deviaton has an associated action Are the KPIs used to make decisions during the FR meeting(s)?
X FRE1 plan with a deadline that is respected. X
Are the corrective actions verified after their implementation?
Is there a KPI for tracking the escalation/reaction process ?

Effectiveness - Fast The escalation/ reaction process occurs for the mismanagement of KPI's
FRE Response X FRE2 (continuously degrading KPI's, missed deadlines, etc.).
Are escalation & reaction processes effective at bringing KPI's back to target ? X
Is the reaction process a living document that gets updated based on current issues ?
Are the internal & external issues analysed with a pareto (based on root cause)?
Each step in the problem solving process is being followed. All external issues are Is there a KPI on the KPI Board / FR Meeting to follow the reaction time for external
X FRE3 answered in time with no reptitive issues. The customer requirements (and internal issues? X
guidelines) for the lead time for problem solving are being respected. Is there tracking for the number of reccuring issues?
Is the customer systematically protected in the case of an issue?
Parts and Process Control 1 1

In project phase (PPQ) :
In OTOP stage and in mass production: select a minimum of 3 Essential / Critical
Characteristics or Drawing Characteristics, according to PIS(PCP)/drawing .
Control Plan checks are performed with the correct gages at the correct frequency There is consistency of release number between up-to-date drawing and control
X PPC11 and sample size plan , X X X X X X X
Ask the operator to do the control of the selected 3 characteristics. The control is
done with the right gage and the right work instruction, as required in the PIS and in
the control plan.
Documents must be quickly available in the shop floor.

All the results are recorded (product audit included), where Control Plan requires.
Control Plan All control records are documented (using standard forms or Information systems) Records are readable.
PPC1 implementation X PPC12 X X X X X X X
according to Control Plan Check some records to see consistency with sample size and frequency.
If control charts are used, ask the operator how it is used (cross check with PPC22 to
see how alarm limits are used)
Check records at the station and look for non conformances and what has been
done. Ask for the operator if he knows what to do in this situation.
Check that, all the NOK parts are properly identified, recorded and separated from
In case of non-conformity, actions are implemented in accordance with reaction production process (scrap box / quality quarantine area). Cross check with CNC
X PPC13 plan defined in the Control Plan. X X X X X X X
(Control of Non conforming)
includes notification to STLA when the potential exists that nonconforming material
was shipped to an STLA facility (example: AMADEUS claim gravity B / 3CPR database)
document to use : CONTROL PLAN

look for the planning of Control plan review (for example 1 time per year)
X PPC14 Sample size and frequency are regularly reviewed Sample sizes and frequency for each operation are reasonable (e.g.: based on internal X X
data: scrap, rework, FTQ, etc.) and consistent with process capabilities
"Where : In the Laboratory

With : Laboratory Manager or/and Quality
Check that the capability is verified according to STLA requirements.
Method to be used is ANOVA R&R with a bias study
xPSA projects : use the norm A10 9080 for all criteria (e.g. %GRR is set at 25% (not
10%, nor 30%))
xFCA projects: If gage R&R result is between 10% and 30%, supplier shall require
approval from the STLA Engineering & Metrology teams before being released for
Capability (e.g. gage R&R, bias, linearity, stability, etc.) of measuring equipment is production. If > 30%, unacceptable. If <10 %, acceptable.
X PPC21 determined and the equipment are certified/calibrated at a scheduled frequency. During project stage (PPQ) : X X X X X X X
- ask to see the R&R study on some critical characteristics or Drawing Characteristics
(linked to APQP deliverables) for the qualification of the measurement tool.
In mass Production (MPA) :
- ask to see a R&R result on a key measurement tooling.
- When does the supplier trigger an R&R study? (for example, if new operator)
- Check if there is a strategy to maintain the R&R performance (gage calibration,
operator training)
xPSA/xFCA -Europe: Check that capability Cp/Cpk study is done at (1st) initial PPAP
submission and maintained during Mass Production. Check that required Critical
Characteristics or key drawing characteristics (safety and critical features) are
Capability reviews of process with high risk/impact (e.g. minimum Critical or Key included in the capability study.
X PPC22 Characteristic) are held to identify process capability. Check that Capabilities and sampling rules are done according to STLA requirements X X X X X X
(Procedure Compliance assessment criteria ref 01276_16_00027 and that the
capability targets are respected (see PIS / PCP)).
xFCA - NA : The supplier should follow " blue point process " , in case of capabilities
Capability of the is not OK. The supplier uploads critical characteristics into DDP, monthly (database).
PPC2 Control Devices and
the Process
Look for capability studies on Critical characterics or Key drawing Characteristics and
confirm that action plans are documented to address characteristics with low
capability,
Check what the AQR and STLA Engineering Standard say regarding how to survey the
Key
Check if there is a strategy to monitor the process stability and ensure control
Process stability is monitored, a reaction plan for non capable process is frequencies stay in line with the STLA capability targets defined in the PIS (PCP):
X PPC23 implemented - In case of SPC is applied, controls limits are defined in the control charts and X X X X X X
managed with results review, analysis, and reaction plan
- If SPC is not in place, the supplier must have clear rules to review capabilities
studies (regular reviews, in case of high scrap rate, customer complaints, process
changes, after heavy maintenance,...)
- SPC should be applied for at least all safety characteristics (and recommended for
critical characteristics) where variable data can be collected
There are trends/patterns that would indicate a need to recalculate limits

X PPC24 Control limits are updated based on trends of capability results Result of R&R studies have to be taken into account in the control limit calculation, X X X
Selection of Safe Launch is defined taking into account :
- Customer requests (e.g. for STLA : Safe Launch Plan in project phase ref
01272_16_00012 and CS1/CS2 ref 01601_13_00065 & SQ.00009 & SD.00130)
- Customer complaints have to be always covered in verification station (e.g. :
quality alerts at the work station). Cross check with FR23.
- Exit criteria is defined to remove quality walls and approved by Quality
A strategy to implement reinforced controls is defined and used to improve the ==> usual duration is 90 days, but the duration can be changed into a quantity of
X PPC31 current manufacturing process and existing controls parts, of batches. X X X X X X X
==>2 WEEKS after corrective actions or RESTART FROM ZERO AFTER FINDINGS for a
part number .
- Upstream reaction process is defined
- cascading to tier 2 suppliers (strongly recommended)
Nota Bene: achieving the PPAP acceptance status 'A' is not a sufficient exit condition
of the Safe launch plan.
Where : On the shop floor, check a reinforced control station in project (Safe Launch
PPC3 Reinforced Controls Plan) and or in mass production (CS1) :
(Safe Launch) - Quality wall area are clearly identified (operations sequencing and visual
management)
X PPC32 The procedure/instruction of reinforced controls is standardised - Quality checks are included in standardized work. Point, touch, listen and count X X X X X X X
inspection methods are incorporated.
- Does the supplier have adequate lighting (for appearance parts minimum 2500
LUX), visual aids and boundary samples to complete Safe Launch Plan activities?
Where : At the work station and in fast response meeting

- Immediate reaction is applied on the shop floor, recorded and escalated in case of
X PPC33 Reinforced controls must be managed in real time and reviewed in fast response . deviation found X X X X X X X
- A real-time follow up of results is applied and included in fast response meeting
Cross check with MMFM2 (bottleneck)

Check the Safe Launch is correctly sized not to slow down the production
X PPC34 Impact of reinforced controls on capacity of the line is verified. Check if a CAT including the reinforced controls has been done X X
1/ check if the supplier has tools to measure the full application of the control plan,
(tools = LPA, quality audit, IT solution to store recording...)
2/ check if the supplier postprocesses the results, recordings (coming from the
control plan, including from downstream processes) in order to make a visual
representation of performance (SPC, scrap, rework, cycle time, pareto of internal
X PPCE1 KPI's for the management of control plan?
defects and identified by customers, process under control or in deviation, qty of
X
batches in jail),
3/ Check if the supplier analyses the root causes of drifts/deviation, and defines
action plan to improve a situation in deviation.
Effectiveness - Parts and

PPCE Process Control 0/ Check if the supplier is managing the measurement equipment calibration and
action plan is taken in case of deviation or out-of-date calibration or not satisfactory
R&R.
1/ Be sure that SPC for product characteristics and process parameters is available
and reviewed
X PPCE2 KPI's for the management of measurement equipment and process stability. 2/ check that the control chart is analysed to see trends X
3/ check if the result is used to improve/confirm the process control criteria (e.g.,
alarm limits to be updated, impact on the frequency)
4/ check if the efficiency of process control improvement is followed through (e.g.,
the scrap rate or process deviation rate)
5/ Periodic process capabilities are done
Check if there is a follow-up of P/N quantity and duration of quality walls in place.
X PPCE2 KPI's for the management of reinforced controls Is the efficiency of each quality wall measured ? (pareto, defects reduction,...) X
Start of Production & Error Proofing Management 1 1
Where : Production
With : Team Leader, startup operator, Quality controler
Start up procedure is defined and applied at each start up and after main events What :
( Change of part number, Major maintenance intervention, Production stops) and - Check if the Control plan is correlated with the start up checklist
X SP&EP11 validation performed by Quality Process Control check list. - Perform a start-up simulation on the shopfloor for machines with Safety/ Critical X X X X X X
characteristics and double check with start up checklist
- Start up Checklist :
Performing Red rabbit for critical or safety characteristics
Where : Production
With : Team Leader, Start up operator and quality controller,
Traceability of start up checklist is ensured, Checks and measurements are recorded - Check if the supplier retains the approved first piece until the end of the production
X SP&EP12 with a quality officer, reaction plan is validated in case of any deviation run/shift, when it is compared to the approved last piece. X X X X X X
SP&EP1 Start of Production
- If applicable, does the supplier retain the approved last piece sample until
compared against the approved first piece of the next production run/shift?
SP&EP1 Start of Production
First piece inspection parts are run at the beginning of each shift, production run
and following any changes/maintenance. Traceability of measurement reports and Where : Production
X SP&EP13 records of the first off parts are kept in addition to the storage of physical parts With : Team Leader, startup operator, Quality controler X X X X X X X
when it's applicable. - Check if the first off parts are segregated and visually identifed.
Check identification (reference, label, date of issue) and consider, whether there is
First piece inspection parts are clearly and visually identified, and available close to any additional damage risk related to first-off part storage or handling.
X SP&EP14 the production line. If first piece inspection parts are re-introduced in the flow, check how FIFO is X X X
respected.

With : Quality Manager - Team Leader
Check :
- EP Checks are clearly described in the work instructions and followed and checked
with layered process audits.
X SP&EP21 All the Error Proofing devices are listed and verified.
- Identification, storage, easy access and calibration of master samples.
X X X X X X
- Perform misuse test, including "red/green rabbit", to check if EP is covering all the
failure modes designed for in the PFMEA. (including RPFMEA ) //to be included in
the effectiveness chapter//
- Cross check with Key Characteritics (E.g. PCP, PQC, CPC) specification
Where : Shop floor - Production line

With : Team Leader - Process Engineer
Check :
- Verification of EP is done through Master Samples/ red rabbits, using the
frequency defined.
- Detailed Work Instruction must be available for Master Samples/Red Rabbits
usage.
Error proofing Devices are checked at all start-ups, including main line events (such - Participate at an Error Proofing verification, check process, documentation, and
as part number changes, maintenance intervention and significant production Verify that it is not possible for operator to bypass or disable error proofing/ mistake
X SP&EP22 stops). Verification that error proofing devices are locked and cannot be by-passed. proofing controls. X X X X X X
In the case of a failure a reaction plan is defined and applied. - In case an EP device is not working, the machine or equipment should not be able
to run or produce parts.
- For safety components the red rabbit verification must not depend on operators
Error proofing and have to be locked by the machine.
SP&EP2 Management - Records of the verification are to be checked ( Start-up work instructions, Reaction
plan...)
- Example of unplanned maintenance event
Where : Shopfloor
All the EP failures are recorded and reaction plan is defined accordingly with risk With : Team Leader - Maintenance Technician- QualityEngineer
assessment analysis, escalation Rules and action plan. Check : EP Failures Records, Reaction Plan : Containment actions, risk assessement
X SP&EP23 X X X X X X
If EP Failures can not be resolved on time, an Alternative control method has to be analysis, Persons to be notified, Corrective actions by Maintenance Department,
defined and approved by Stellantis Supplier Quality Representative. Release of Quality after the intervention. Reaction Plan for EP Alternative.
Best Practice : Cross check with LPA Reports & Fast Response meeting Outputs
Interview Production Operators
EP Visual Management is clearly identified in the Workstation

A Visual Management of EP is in place in the workshop. EP Master Samples/Red Rabbits are marked by Color/Labelled and stored away from
X SP&EP24 EP master samples/Red Rabits are visually identified and stored out of production production zone to prevent mixing with good parts. X X x x x
zone. Detailed Work Instruction must be available for Master Samples/Red Rabbits usage
Best Practice : Walk the line and identify the EP checked OK through the Visual
Management,
Level 1 (L1) maintenance operations take into account equipment identification, With : Operators
X SP&EP31 cleaning, self-maintenance and safety devices verification. Where : On a work station X X X X X
To check: L1 maintenance working instructions.
With : Operators
L1 maintenance is performed under manufacturing responsibility at operator's Where : On a work station
X SP&EP32 workstation. To check : Recording, procedure, L1 operations are integrated in the workstation's X X X
work instructions.
SP&EP3 Level 1 Maintenance
Any deviation, anomaly is recorded and, if necessary, escalated to a higher level With : Operators
X SP&EP33 maintenance activity. Where : On a workstation X X X X X
To check : Deviations in L1 maintenance records.
With : Maintenance manager

X SP&EP34 Records are analysed and used as lessons learned to improve maintenance operations. Where : Room maintenance X X X
Where : Shop floor, management area.

With : Quality Manager, Production Manager
X SP&EPE1 "Tracking of downtime and/or rejected parts caused by start up. Check : check correlation of downtime caused by start up and OEE results. X
Check Rejected parts/ Scrap Rate with RC cause of Start up.
Check Action plan to reach KPI'S Targets.
SP&EPE Effectiveness Where : Shop floor, management area.

With : Quality Manager, Production/Maintenance Manager.
Check :
X SP&EPE2 Tracking of error proofing failures through a defined KPI/Target. - Ask for number/KPI of failures. X
- Crosscheck with Startup records regarding EP Failures.
- Ask for actions to improve this failure rate.
SP&EPE Effectiveness
Records are analysed and used as lessons learned to improve maintenance With : Maintenance manager
X SP&EPE3 operations. Where : Room maintenance X
Warranty Issues Management 2
Where : Office or war room

With : Quality department/ coordinator
Check :-
A process exists to effectively manage final customer warranty claims according to - Procedure and standards are defined
X WIM11 customer requirements within time limits and is supported by warranty KPI - Crisis management checklist (Including phases timing) is defined and used. X X X
tracking. - Stellantis 3MIS KPI is displayed in Fast Response area
- Supplier's internal KPI's in relation to warranty management performance are
displayed in the Fast Response or similar area.
- Use of Paynter Charts and evidence of daily claims review activity
Where : Office or War room

A coordinator is identified and mission formalized : The supplier shall access the 'Check : Ask the supplier for evidence of access to the Stellantis warranty systems,
and compare with supplier's collected data.
X WIM12 customer warranty system. The portal is checked daily for any relevant incident
Verify with the coordinator if they know the pareto of claims/Dealer Credit X X X
activity.
Organisation and
WIM1 Process of Treatment - Daily access to warranty portal (EWT/PRAS+/B2B Spot/Supply Power) should be
done by supplier
(Return Parts)
Where : Office or war room ,

The return of suspect parts should be organized with the customer in the shortest
X WIM13 deadline, and managed (Reception, storage, recording).
'Check : The timeline is clearly identified and managed. X X X
With carrier provider : a contract is formalized (e.g., DHL;TNT; Chrono post…), or
managed with regional QEC center.

When a tier N supplier is impacted by a warranty claim, they are directly involved, but With : Quality department/ coordinator
X X WIM14 managed by the responsible tier 1 supplier. Check : How the tier 1 is given feedback on Tier N warranty issue resolution. What X X
(Exception is with direct contract to Tier N supplier). actions are planned/implemented (Evidence of meetings, analysis, audit etc.).

Engineering and quality resources required for the analysis are identified and
X WIM21 available.
Check (Take an example) : X X
- if regular meetings are in place and the targets are defined
- Specific technical expertise is available (internally/externally) to support problem
resolution.

With : quality department/ coordinator
'Check:
- Supplier supports OEM in determining root cause of issue even if supplied
X WIM22 Immediate containment is applied to warranty claims. components appear to be within current technical specification (e.g. controlled X X
batches with reduced tolerances).
- If existing controls defined in the supplier's Control Plan are being carried out and
are in alignment with warranty failure modes /scoring in the PFMEA
WIM2 Pre-Analyses Phase
'For information, this section is aligned with GSQN001, chapter 5.1.2

'Where : Office or war room ,
The pre-analysis deadlines are linked to the claim's gravity. Analysis standard (check - Supplier revalidates component/assembly to reproduce warranty failure and re-
X WIM23 list) is periodically reviewed to ensure all required process steps are included evaluates current specification (e.g. reduced tolerances until failure mode is X X
eliminated)
- Cross check Control Plan
- Conformity of the product ==> Control Plan checks are being carried out and are in
alignment with warranty failure modes in the PFMEA.
- Existing controls/standardised work/equipment are in place as specified

The pre-analysis standard/process and root cause analysis process is reviewed for With : Quality department/ coordinator
X WIM24 improvement opportunities after each issue 'Check : if the standard is updated after warranty issues (revision history of standard X X
updated).
Where: Office or work station,

With: Quality department/ coordinator
Check:
- PFMEA
Reinforce the control plan following the PFMEA review in response to warranty - increase of the number parts inspected
X WIM31 issue - review process / design tolrances limits X X
- increase the frequency control
- increase LPA frequency
- additional characteristics
- cross check with PPC
WIM3 Customer Protection

Where : Work station ,
With : Quality department/ Coordinator/Operator
Visual management is in place displaying KPI's and monitoring the performance at
X WIM32 the workstation identified as causing/potentially causing the warranty issue
Check :- X X
If a visual management is dedicated (Special Totem - portable visual display).
WIM3 Customer Protection A specific grid is deployed following the Ishikawa method
Where : Meeting room ,

Check :-
X WIM33 The supplier has identified and contacted the OEM'S Plants potentially impacted If the Stellantis assembly plant had been contacted and informed of any potential X X
Spare parts stock is taken in to account (Alert + Guaranteed batch) impact
The batch has been segregated throughout the supply chain following reaction
timing procedure
Where : Meeting room ,

Support Stellantis to define the relevant repair instruction, Technical Service Bulletin
X WIM34 (TSB), Aftersales network (repairers) etc., as required
Check : X X
- If regular meetings are performed with Stellantis dealerships (0 KM)/ Aftersales
(customer return).
Where: Office work station ,

With: Quality department/ coordinator/operator
Check:-
X WIME1 KPI of pre-analyse/ PRAS+ Process
- Trend
X
- Target of the days respected
WIME Effectiveness X WIME2 KPI “PACT and PAMT”/ GIM “ICA and RCA" 2 days containement and 15 days root cause X
Where : Office work station ,

X WIME3 KPI: PPM 3 month in service With : Quality department/ coordinator/operator X
Check : Warranty performance metrics
Standardized Work 1 1
Where : Shop floor (production line, maintenance area, logistics,...)

With : Operators and Visitors
Check :
- Rules are explained to visitors before shop floor audit;
- Safety equipment are available in the plant for visitors.
- Check before the audit if the supplier is OHSAS (or similar) certified.
- Ask operators who works on station where safety requirement established, about
All people are trained for safety based on the safety policy including visitors and awareness of safety rules.
X SW11 X X X X X X
relevant safety standards are applied for each workstation. - Organization chart: responsibility for the safety is defined.
- Facilities on site: infirmary, visual explanations/information available.
- Safety standards are kept (e.g., PPE) on the shop floor, and address risks related to
specific processes (e.g., stamping, melting).
- Check on shop floor potential safety issues (e.g. hidden corners, potential
accidents, pedestrian way, colour coding on floor, noise, temperature)
- Signs, posters on the shop floor, line marking, behaviour of logistic employees.
Where : Production
With : Team leader and Quality leader
Check :
- A standard defined layout which includes internal stock and necessary buffers to
avoid parts missing operations and mixing of similar or like parts.
Systematic approach for all the workplaces organization is implemented and - FIFO is kept.
X SW12 maintained to respect FIFO, visual management, cleanliness, and project - Workplace organization and visualization at several different places X X X X X X X X
confidentiality. (incoming/storage area, work stations, maintenance room).
- Only required and regularly used equipment, tools and material are present in the
work area.
- 5S audit records and verify actions implemented for findings.
SW1 Workplace - Layout is in coherence with the workstation.
Organization
Where : Shop floor (First in production line then maintenance area and logistics,...).
Check :
- Shop floor, appreciate the level of light, the temperature (cold/hot), the level of
noise, the loads carried by operators, the level of work
X SW13 If clean room / area is required (due to sediment or painting requirement), special - Look for result of ergonomics evaluation X X X X X X X X
rules are utilized in order to minimalize risk of contamination. - Shop floor parts and assembly tools should be presented to operator in "Golden
Zone" per egonomics analysis (waist level, no extended reaching or turning)
- Look at a "painful" workstation. Verify its action plan for the improvement.
- Check the management of the clean room.
Where : Shop floor (production line, maintenance area, logistics,...) Start at production
line
Check :
- Continuous improvement and optimization / waste elimination process is in place
Rules related to ergonomics of workstations are defined and applied for each related to workplace organization.
X SW14 workstation design. They consider the environmental conditions. - Method for waste elimination is applied (Value Stream Mapping VSM, 7 Wastes of X X
lean etc.) and regular review minutes or analysis/reporting of continuous
improvement metrics are available.
- A process is in place to improve production output. It is based on analysis of
operational availabilities, operators suggestions, 6 sigma techniques etc.
- Method for identfying bins for waste, dirty rags, recyclables, scrap etc in each work
station
Where : Shop floor including (production, logistics, maintenance, laboratory,...)
With : Shift leader and operators
Check :
- Working instructions are at all workstations, from receiving to finished goods
X SW21 Standardized Work Instruction (SWI) covering all the part references are available shipping, including rework, manufacturing, quality control, material handling/logistic X X X X X X X
for all operations and are placed near the workstation. etc. Is done at the same location
- Ask operator to explain the SWI , verify that the Major Steps and Key Points are
understood
- Work instructions have critical charateristics identified and that it is
reviewed/updated reqularily and are available at/near workstation

With : Team Leader or Shift leader , logistics leader, maintenance leader...
Check :
SWI shall contain at minimum : - Are controls which are listed in Control Plan added to SWI? Is there efficient time
- Work elements including quality controls and their sequence, in relation to the allocated for quality checks?
control plan - Try to perform a manual operation based on SWI, check all necessary information,
- Operator movement with sketch of workflow, hint, key points... described to perform operation.
X SW22 - Takt/Cycle time - Is explanation of performance of job sufficiently described by visual management X X X X X X
- Standard in-process stock, (e.g., photos, floor markings)
- Required PPE and safety requirement if applicable, - Ask a few operators to explain SWI. Does operator understand it? Are they
- Support description with pictures, sketches and images, respecting PPE and safety requirements available in SWI?
- Reference to product/process/control standards. - Go to the station and check all reference parts/process and controls. Is it inside the
SWI mentioned?
- Is the operation (name & #) and process description in the control plan consistent
with those in the Work Instructions and operations on the floor?
SW2 Standardised Working
instructions
Where: Shop floor, Office

With: Team Leader, Functional organization
Check:
- Ease of the operator to confirm that the SWI is to the latest revision level and is
monitored by (e.g., start up/changeover procedure, layered process audit).
- Specific SWI process in place at the shop floor to facilitate continuous improvement
X SW23 Management of Standardized Work for product/process change. and revision to the SWI X X X X X X
- Process in place at the shop floor to ensure that the training matrix is updated to
reflect the latest SWI revision
- Process in place to ensure the update of SWI's in response to quality alerts,
customer claims, PFMEA/Control Plan updates, read across, lessons learnt,
benchmarking etc.

With : Team leader or shift leader , logistics leader, maintenance leader...
Check:
Standardized Work is developed, maintained and followed by the functional - Robustness of several Standardized Work Instructions (SWI's)
X SW24 organization with multi-disciplined support. - Ask operators if they participated in the development of the SWI's X X
- Evaluate whether the SWI's are sufficient to ensure repeatability of the operation
- Does the SWI's support the highest levels of safety, quality and productivity?
Where : In Verification stations on the shop floor, Laboratory and several gages in
different area (production, lab, incoming, storage)
With : Laboratory Manager and/or Quality Manager
Check :
- Identification of all gages with the latest revision levels
- Standardized work instruction for calibration are respected.
- Calibration status and their record with sufficient resources or a plan to carry out
the calibration for all gages, measuring and test devices
- Proper usage and storage (ask operators about usage and handling of gages, are
aware about risks of damaged gage) clear calibration and mastering/zeroing
All the gages are periodically calibrated and recorded according to procedures, instructions for gauges and other specific control devices, including frequency
X SW31 ensured that only calibrated gages are in use and that all Gages are approved by - Schedule for calibration is etablished with the frequency of calibration determined X X X
Stellantis. by conditions that may reduce accuracy/repeatability (i.e. frequency of use,
condition of equipment where used/stored, periods of inactivity, etc)
- All Stellantis gages, measuring and test devices meet all Stellantis requirements
including gage source requirements in the AQR (if applicable) and been approved by
the appropriate Stellantis department
- Supplier gage design and construction schedule reveiw and stellantis approval
- Supplier reduce the control limits by the percentage of the gage R&R to ensure out
of specification parts are not passed when gages or measuring devices are used for
100% inspection
Capability of the
SW3
Control Devices
Capability of the The capability of the measurement means is periodically checked according to Check :
SW3 Control Devices Are the gage R&R results acceptable?
X SW32 procedures. The acceptance criteria are defined for calibration and capability. X X X
Note: acceptable criteria for gage R&R is <10%.
If gage R&R result is between 10% and 25% supplier shall require approval from the
STLA Quality & Engineering team before being released for production.
If gage R&R result is >25%, it is unacceptable.

For each deviation/non-conformity or equipment exceeding calibration due date, Check :
X SW33 containment and corrective actions are defined and validated and followed by - Measurement means exceeding calibration due date are isolated in quarantine area X X X
Quality Manager (handled in the same way as non-conforming product). and identified with RED label.
- Parts controlled with a measurement means having capability not ok or exceeding
calibration due date must be considered as suspects.

Check :
- Calibration procedures with clearly defined acceptance criteria.
If calibration is performed in-house, the skilled staff are available, calibration - Laboratory manage the thermal conditions (H° and T°) during calibration activity.
X SW34 procedures are defined, criteria acceptance for calibration are specified, and - Dimensional results for the gage are available in the calibration report. X X
equipment and facilities are available. If calibration is outsourced, the external - Gage approval ensures that all component measurements are validated to confirm
laboratory accreditation is verified. (ISO 170025 or national equivalent). that the gauge performs to expectation
- Supplier/3rd parties responsible for gage and test equipment calibration are ISO/IEC
17025 certified or national equivalent (unless otherwise approved by Stellantis
Engineering). Note: certification shall be provided.
Where : Shop floor (production line, maintenance, logistics)

With : Production and quality leaders
Tracking of external and internal issues caused by deviations to workplace Check :
X SWE1 organization and 5S standards. - Pareto of internal and external issues caused by workplace organization and 5S X
deviations are available
- Standards are clearly defined and understood
Where : Shop floor (production line, maintenance, logistics)

With : Production and quality leaders
Effectiveness - Tracking of external and internal issues created by not well-defined working Check :
SWE Standardized Work X SWE2 X
instruction. - Rate of percentage for external/internal issues created by NOK WI.
- Check pareto of claims caused by not well defined WI.
- What was the reason of claim (e.g., WI not well defined, poor set up)?
Where : Production line and laboratory

With : Team/shift leader and laboratory leader
X SWE3 Capability & calibration follow up indicators (e.g.: number of late calibration). Check : X
- Choose one checking tool and check calibration (internal/external) + R&R
Control of Non-Conforming Product 1 1
- Check the shop floor that the identification system of NOK and suspected parts is
Consistent marking & visual management (floor marking , labels, specific boxes etc.) used for all areas (incoming, working stations, controls stations, rework…) and visual
is defined and implemented across the entire organization to ensure that management ( identification on the floor, labeling, color coding) with production
X CNC11 identification and handling of NOK or suspected material is in place to avoid mixing team. X X X X X X X X
with conforming parts. - Verify if the operators and supervisors understand the nonconforming
identification system (e.g., red tag)
If during production, NOK parts have been found, it is necessary to ensure that all - Check and Ask operators how they manage NOK parts
X CNC12 parts produced from the last known good part are handled as suspect parts - In case of NOK parts, ask operators how it is ensured that previously produced X X X X X X X
(quarantine). parts that are considered suspect are contained and quarantined on the shop floor
Identification of
CNC1 nonconforming
product
NOK parts are segregated, recorded and their storage is managed including NOK - Check the quarantine area and NOK boxes. Verify if the area is locked with
boxes. Quarantine area has secured access and quantities in quarantine are authorized persons list.
X CNC13 - List is established with quantities and dates are documented in the quarantine X X X X X X X X
managed.
area.
Identification of
CNC1 nonconforming
product
- Check that non-conforming product is removed from the process/manufacturing

Scrap data analysis. At the end of each shift, non-conforming product should be area to off line designated containment areas or into scrap container. Confirm that the
counted, documented, and be removed from process/manufacturing area. amount is equal vs reported value.
X CNC14 Method for the inventory of non-conforming material is required (Including Date, - Verify if the collected data is categorized/analyzed for continuous improvement X X X X
activities.
P/N, disposition). - Ensure the supplier is taking normal inventory of all components, including
purchased components, to account for nonconforming component losses.
- Verify the containment process at the supplier manufacturing facility.

The containment process secures any stock including material in the pipeline. It - Check the containment (quarantine) area to verify separation.
X CNC21 must be separated from the production line to guarantee breakpoint, including the - Ask a team member who was involved in containment to walk through the X X X
supplier's components. process, including filling in the Containment Worksheet. Use a previous
nonconformance as a demonstration example.
CNC2 Containment Containment worksheet or equivalent contains all potential locations and - Verify the supplier has identified all potential locations (including sequencing
operations X CNC22 quantities. Actions are defined for each customer issue and verified to prevent the facilities and any additional Stellantis Assembly locations). X X X
further defects which are documented and communicated internally. - Verify the process controls (countermeasures) for each alert.
- Check in Stellantis claim system if the first certified batch label/delivery number is
documented.
X CNC23 The certified OK lot is identified and communicated to the customer. - The certified OK lot must be marked (special label) for easy identification for X X X
Stellantis Assembly receiving.
- Check containment action follow-up sheet includes closure dates and responsible
team members.
X CNC24 There is a follow-up of containment actions. - If an additional non-conformity is found, check if sufficient action was taken to X X
prevent further shipments of nonconforming parts or material.
- Check that rework is a part of the Process Flow and Process Control Plan.
Any Rework / repair / re-use operations must be included in the process flow, - Check in the PFMEA that all potential failure modes of rework are considered.
X CNC31 FMEA, SWI and the control plan to be PPAP'd as part of the standard manufacturing '- Check if the SWI (standard work instruction) simply explains the task to perform to X X X X X X X X X
process or by specific Stellantis authorization. ensure repeatability. SWI should include pictures for each rework step.
- Check the process of rework re-introduction and release. Verify if the quality after
rework or repair is confirmed by a process or a trained operator.
Re-introduction of reworked parts includes all upstream/downstream checks and - Review workplace organisation and ensure there is complete separation to avoid
X CNC32 identification (colour marking, scan, etc.) to ensure that all control plan inspection & potential mixing during rework/repair. X X X X X X
tests are performed. '- The rework/repair/reintroduction process should be limited to only one rework
Rework or Re used cycle per part, any deviation needs to be approved by Stellantis.
CNC3
operations
- Check if the standard rework instructions include marking rules.

Each reworked part must be traceable via identifier (e.g. mark, serial number). Parts '- Ask a team member to walk you through the rework process, using a reworked
X CNC33 waiting for rework should be handled as suspect parts. part as an example. Ensure the team member understands the rework identification X X X X X X X
process. Verify parts are re-introduced on the line correctly.
X CNC34
Check that people involved in rework/repair/re-introduction processes are - Check if the rework process is included in the skills matrix and if it can only X X
appropriately skilled and aware of potential risks related to that process. be performed by authorized operators.
Performance metrics such as scrap rate (internal ppm), rework percentage, FTQ, - Check the KPI's affected by any nonconforming material and if action plans have
X CNCE1 VOC, etc. are established and monitored at all levels of the operation. been implemented. X
- Verify the countermeasures are robust enough to correct the true root cause.
Countermeasures should be implemented for all potential locations (sequencing,
Effectiveness - Control warehouse, etc).
CNCE of Nonconforming X CNCE2 The containment process is managed to ensure closure for all items. '- Verify the effectiveness of the countermeasures to ensure no repeat X
Product nonconformances within a certain time period.
- Is there a target set and an action plan in place to reduce containment actions?
- All deviations must be followed with date of initialization, closure and quantity of
Deviation process is managed to ensure a closure deadline for all deviations. All parts
X CNCE3 deviations must be reported in the daily Fast Response meeting (FR11). '- Check the deviation follow-up file and verify it is discussed during the daily Fast X
Response meeting.
Risk Reduction 1 1
1/ PFMEA is referenced to specific product and project. In case of use of a generic
PFMEA, check if the last release has been used and adapted to buid the PFMEA.
2/ PFMEA is consistent with information in Process Flow diagram
3/ All process steps shall be included (including reintroduction of reworked parts in
the standard flow as a non reworked part, alternative/back up modes if any used
4/ PFMEA contains all product special characteristics from Stellantis List (list of key
characteristics) with their proper identification. Special focus to S (safety), R
(regulatory), P (vehicle function) characteristics.
5/ PFMEA takes into account all associated AQRs or any other lessons learned
required by Stellantis (e.g., recent issues not yet incorporated in relevant AQRs)
6/ PFMEA contains all possible Failure Modes identified for each Operation
7/ PFMEA Takes account each failure mode with individual line
8/ Potential effect on downstream Processes (includes Rework, Scrap, Production
disruption, Operator Safety ) and customer (includes Annoyance, Degradation of
secondary Function/ Loss of primary Function, Safety) are properly identified
9/ Is Severity separately evaluated for Customer effect and manufacturing/assembly
effect.
10/ Potential cause of failure mode should be precise and clearly describes how the
PFMEA are available for all part numbers and all operations (including : handling, failure mode can occur (e.g., Phrases like “Operator error” should not be used.
labelling, intermediate storage, ...) and have been developed by cross-functional “Operator Error” can be result from multiple causes such as "incorrect component is
X RR11 team. PFMEA have been assessed and approved by the supplier ( e.g supplier taken by the operator"). X X X X X X Y Y
PFMEA check list or Stellantis RR criteria) 11/In a single line item, do not have grouped failure causes
12/ Controls should be detailed and do not just reference a document number. Note:
The description for Controls shall include where done (station #), how done (e.g.,
go/no-go gage, variable gage, visual, poke-yoke with line lock-out), frequency and
sample size (e.g. 100%).
1/Check what PFMEA Standard is used by Supplier and ask to present corresponding
ranking tables for Severity, Occurrence, Detection : scoring of
Severity/Occurrence/Detection, ratings are consistent with AIAG/VDA FMEA manual
2/For Detection Ranking, Are Prevention and Detection controls identified separately
in the PFMEA?
3/Detection Ranking, were any references to Operator Inspection or Visual
Inspection as control method appropriately rated?
4/Does the supplier understand that visual or operator inspection is inadequate for
long term process control? Have all other possible control options been considered?
5/ Detection Ranking Scores for Visual/Audible/Tactile or Attribute gauging
inspection performed by an Operator ≥ 8, or 7 in case of a double inspection"
Content of PFMEA fields and scoring are defined properly in accordance with 6/Was the detection ranking determined excluding random quality checks?
X RR12 customer guideline. In case of different rules used by supplier, Stellantis can accept 7/Is there one single detection ranking for each occurrence ranking? X X X X X X X X
if all risks are taking account according to AIAG/VDA FMEA manual. 8/For Occurrence Ranking: Occurrence is the likelihood that a specific cause of
failure will occur. Note: Prevention affects Occurrence
RR1 PFMEA scope 9/ Is there one occurrence ranking for each cause? (e.g. ""worn/broken tool"" must
have two separate rankings)"
10/ Do the occurrence rankings derive from non-compliances from current or similar
processes?
11/ Occurrence rankings are 2 or greater unless Potential Cause has been error-
proofed?
12/ Where product design change requests were identified in order to eliminate or
reduce the occurrence of potential process failure modes, were these captured for
appropriate follow-up and feedback?
13/ Check that re-scoring after action implementation don't change both detection
and occurrence rating
1/ Is Action Priority defined according to Stellantis requirements?

2/ When the severity is 9 or 10, whatever the Action Priority Level is, it is imperative
that the team ensure that the risk is addressed through existing design controls (for
Low or Medium) or recommended actions (Medium or High).
3/ is an Action plan created for each identified High Risk Failure Mode?.
4/ When severity is high and detection is low, visual inspection alone is not
acceptable.
5/ For potential safety impact and warranty issues , Error Proofing must be applied.
Otherwise, SPC must be ensured with a high level of capability.
6/ Check that one single action is adressed for each D or O change (no combination
For high severity rankings or high risk items, FMEA team ensures that the risk is
X RR13 addressed continuously through existing design controls or recommended actions.
of decreasing D or O with only one action) X X X X X X X X
7/ Check that leader is identified for each Action and Target dates are defined and
actualized.
8/Does the Actions column report a clear description of what has been done?
9/ Do the new rankings affect Occurrence and/or the Detection ranking and NOT the
Severity ranking?
10/ Are the new Occurrence and/or Detection rankings consistent with AIAG
Manual?
11/Re-scoring after action implementation can't change both detection and
occurrence rating with a single action; visual control can't be re scored below 7 (for
AIAG)
Is PFMEA development enforced and reviewed at Tier 2 suppliers by Tier 1, and are 1/ Does the supplier make a PFMEA or at least risk analysis assessement with their
X RR14 outsourced processes considered in PFMEA? own suppliers for each new project? X X X
2/Is there an action plan for improvement and associated results?
A reverse PFMEA process walk must be conducted by the SQE during the process
audit: check on the shopfloor that scoring are consistent with the described
potential failures.
Does the supplier have a procedure to confirm PFMEA occurrences to actual
Recommended actions documented into P-FMEA are done and scoring is updated production defect rates?
X RR21 accordingly X X X X X X X X
Verify that action plans are managed to decrease the level (High , Medium, Low).
Review scoring after recommended action implemented.
Consistency of PFMEA revision and control plan revision: Are the last recommended
actions integrated in the control plan ?
Take the PFMEA and check how the rework and re usage of component are applied
Failure modes of rework are considered in PFMEA and identified in Process Flow in the shopfloor:
X RR22 with its reintroduction point. - Check the extraction point and reintroduction point X X X X X X X X
- Check the reworked components are properly identified and traced
RR2 Management of High

Risk Items
Check an example of PFMEA and relevant AQRs
- For clean room utilization, protective clothing is defined and enforced.
- For painting, check if a positive pressure is maintained to stop external
contaminants.
All areas/operations that could be affected by contamination and failure modes - For electronic components or devices, PCB (AQ.00174), check if specific cleaning is
X RR23 related to contamination are Identified and considered in PFMEA. in place to avoid contamination (e.g dust, mat residual,...) X X X X X X X X
- For Machining, check if risk of material chips (aluminium,...) is taken into account
- Consider the risk of mixing foreign material in or on parts (e.g. screw falls down in
an assembly, conveyor presence of oil ...).
Verify if there are action plans not closed or high remaining risks and how the supplier
ensure compliance of delivered parts with additional checks: Safe launch controls in
Regarding all high risk items and non closed actions, countermeasures are in place to place and managed or use of a higher frequency control or complementary controls
X RR24 ensure the compliance of delivered parts. X X X X X
with a more precise device (e.g. temporary systematic 3D control, specific non
destructive testing,...)
Ask supplier how they follow the reviews of PFMEA

- Check last customer complaint, quality issues or modification changes and their
update in PFMEA (revision index is consistent)
Master PFMEA and/or specific components PFMEAs are reviewed and updated for - Check if they have also a planning for these reviews including effectiveness of the
X RR31 each changes, quality issue and corrective action. implemented actions X X X
- Check how they can use the lesson learned to update the PFMEA
- All the findings are driven back into Process Flow, PFMEA, Control Plan, Work
Instructions as applicable. (Cross check with PPC 11&13)
Check some examples (e.g., Previous issues external/ internal) Standard form or
database is used to document Lessons Learned: check how the lessons learned are
cascaded through the organization :
Lessons Learned which are easily retrievable by all who need the information (e.g.
X RR32 Master FMEA, APQP Program check list reviews) are deployed.
- In case of centralized process for lessons learned (managed at corporate level) X X X
- For similar product/processes
- In development phase of new projects, how the new lessons learned are taken into
RR3 PFMEA Review account (e.g taken into account in APQP gates,...)
There is a Reverse PFMEA (proactive approach) process in place to identify new

potential failure modes in shop floor.
A schedule of reverse PFMEA is implemented and regularly updated by the plant - Check updates after reverse PFMEA performed.
- Check some examples of the update planning and the reason (e.g., lessons learned,
X RR33 management (timing for review with prioritization of operation and its status
unexpected failure mode., integration of a new launch...) X X X
/planned-done).
- Check if the frequency of reverse PFMEA is scheduled on a regular basis or other
criteria (e.g., risk analysis).
Ask supplier how the PFMEA reviews are done for continuous improvement. It should
include:
- All processes (production, logistics, maintenance...) and their controls,
- Accurate Detection ratings,
X RR34 PFMEA reviews are based on process capability, process/product changes, etc… - Occurrence ratings analysed and updated using data (SPC, FTQ, ppm, scrap data, X X
Verification Station results etc.).
- Results of LPA audits.
Check an example
‘- Ask if Top Offenders chart or equivalent (based on action priority matrix ) is
X RRE1 Tracking the number of high risk items (Top offenders and trend chart). followed and action taken in order to reduce the priority. X
Follow-up of the effectiveness of the actions implemented (scoring versus forecast) - Check if there are reviwes of the actions implemented to check if the forecast
X RRE2 Follow-up of the actions in delays. scoring has been achieved. X
- Check if there are some review actions/implementation dates/delays.
Effectiveness - Risk
RRE
Reduction
Check if the ratio of implementaton/proposed improvement is followed and taken

Follow-up of proposed improvements and their implementation after PFMEA into account by the right level of management (e.g in case of expensive actions to be
X RRE3 reviews implemented, the approval is cascaded to the top management with the appropriate X
business case such as for example, ppm improvment, cycle time reduction...)
Managing Change 2
Where : Office and / or war room of changes or equivalent,

With : Department dedicated to monitor changes (engineering....)
Check :-
- Documentation via example: a design change, a process change, a tier n change, a
Management of changes (Product, Process, tier n and IT Systems) are defined and transfer or an IT system evolution.
X X MC11 applied for both planned and emergency changes . - Check evolution of data systems such as MRP system, storage management X X X
software and EDI server. All must be considered as major changes.
- Check that emergency changes are taken into account with escalation rules
associated and specific timing control.
(e.g. specific priority status in the MPS for the trial run).

A change form is utilized to document all changes and controlled through a Check :-
X MC12 Document Control Process (e.g. tracking log sheet, revision numbering system, - The procedures and forms used on site. X X X
approval process, etc.). - Request to deliver non-conforming product
- The approval of derogations by the Customer
Control and - Usage of tool to ensure traceability of modifications.
MC1 Monitoring of
Changes

Check :
X MC13 According customer specification, changes are reviewed and approved by customer - Evidence of customer approvals (e.g., FETE...) X X X
- That STLA requirement is respected.
- Impacted documents are identified for update (drawing, PFMEA, control plan,
Maintenance Plan, SWI,...).

All changes are managed like a project; responsibilities and milestones are defined, With : Department dedicated to monitor changes (engineering....)
X MC14 planning, activities and the deliverables are established in agreement with the 'Check :- X X
customer. - Organization (project team) & milestones
- Planning and evidence of reviews,
Where : Office and / or war room of changes or equivalent.

For any product/process/source change, a feasibility analysis is carried out. The With : Department dedicated to monitor changes (engineering....)
study takes into account the impacts in terms of costs, technology, performance, Check :-
X MC21 - Example of modification and verification. X X
quality, timing, capacity, storage and long term storage.
- Feasibility analysis including lead time analysis and all activities to be done (e.g.,
product and process re-validation)

X MC22 A risk analysis of changes is performed with a methodology. Check :- X X
- From modification example in MC21, verify a risk analysis (e.g., by-pass processes).
Risks Management of
MC2
Changes
MC2 Risks Management of
Changes

Break point is defined when change becomes irreversible, it is communicated to Check :-
X MC23 customer. X X
- From modification example in MC21, verify that break point is defined and the
proof of communication (e.g., Irreversible modification of tools).
Where : Office and / or War room of changes or equivalent,

X MC24 According to risk analysis, a securing approach is applied in the launch phase of the Check : X X
modification (e.g.: mixing of old and new design). - From modification example in MC21, verify action in place to cover the risk
identified. (e.g. by-pass processes).
A standardized communication procedure and form is in place in order to control Where : Office and / or war room of changes or equivalent,
and monitor all Production Trial Runs. With : Department dedicated to monitor changes (engineering....)
It documents each step of the process and records all approvals and results. Check :-
X MC31 Traceability of the trial run batch is ensured. - An example of trial run sheet (records). X X X X X X
- During project phase, trial runs are managed with "correct marking" according to
STLA process (see SQM document)
Production &
MC3 Traceability Where : Shop floor
X MC32 Temporary work instruction is managed at the work station - Ask and check the temporary work instruction in regard of the deviation request X X
- Check how the batch is visually managed
Where: Shop floor

Traceability of the parts delivered under deviation is guaranteed. Manufacturing - Check how the traceability of parts under deviation is managed in production area
X MC33 batches are identified. X X
- Check the management of deviation in logistics area

X MC34 A review is documented to release product for PTR shipment . Check : X X
- A trial run validation criteria & results (records).
With: Quality and engineering

Check:
X MCE1 Number of issues generated by a change. - KPI or equivalent is defined. X
- PARETO analysis is used to identify the number of issues generated by a change.
With: Quality and engineering

Effectiveness - Check:
MCE - KPI or equivalent is defined.
Managing Change X MCE2 Tracking of PPAP due dates/change implemented by due date (milestone follow up). - Tracking coherence of improvement or degredation X
- incoming inspection status (in the case of raw material changes).
- Cross check with CMGE2
With: Logistics
X MCE3 No impact on service rate. Check:- X
KPI or equivalent is defined.
Maintenance 2
Where : Room / Maintenance Area

With : Maintenance Manager
Check :
- Preventive / Predictive Maintenance planning exists and is tracked.
- Check an example of Alert of an assigned maintenance task to the Responsible
person.
A maintenance process is implemented with skilled resources covering all machines, - Check an extract of the planning to verify the following are included : Identification
X MAI11 tools, equipment, facilities and error proofing devices on site. The scope must of all equipment (Machines, tools, equipment, error mistake proofing, gages, X X X
include predictive, preventive and corrective maintenance. handling devices/conveyors, facilities,..) / Operations to performed / Time Allocation
for each operation / When it is planned / Who is responsable for overall
maintenance operation and planning.
- For corrective maintenance, verify if restart of equipment is performed for each
production shift (cross check with SP&EP12).
- Maintenance must be performed by skilled operators or outsourced to approved
providers.
MAI1 Maintenance
Organization
Where : Room / Maintenance Area
Check :
- Preventive / Predictive Maintenance plan exist and approved by management.
- Check an example of the planning. information like: Status of the operation (OK,
The planning of the predictive and preventive maintenance must take into account NOK, cancelled, postponed…) must be present.
X MAI12 risk, lessons learned read across, and corrective maintenance recurring issues. - Check the management of the postponed tasks and verify if the corrective X X X X X X
Maintenance maintenance data is collected and analyzed on a regular basis.
MAI1 Organization - A process exists to verify permanent corrective actions and ensure they are read
across to similar equipmennt.
- View evidence of revision of predictive and preventive maintenace tasks that have
been optimized as a result of corrective maintenace data and lesson learned read
across.
Where : Room or Maintenance Area

With : Maintenance & Quality Managers
Check :
Records of all maintenance activity and results are formalized and accurately filled - Request to view Maintenance results and verify if all informations are recorded.
X MAI13 in. X X X
- Use the schedule seen in MAI11. Select equipment and check the latest preventive,
predictive and corrective maintenance operations.
Where : Maintenance Area

With: Manager of the Area
Check :
- Facilities available (areas, conditions and instruction for storage of tools well
X MAI14 Suitable maintenance facilities and equipment are available. defined, 5S level, etc.) X X
- Equipment dedicated to maintenance operations or gauges are well identified,
available, cleaned and properly stored to prevent damages/environmental stresses.
- Cleanliness of the maintenance area need to be at the good level.
Where : Maintenance Area

X MAI21 A list of critical spare parts is defined and managed. Check : X X X X X X
- The list of spare parts exists.
- Risk analysis criteria is utilized to determine the list.
Where : Spare parts Storage Area

With : Maintenance Manager & Spare parts storage Manager
A spare parts stock is available with a minimum stock level for critical spare parts. Check :
X MAI22 Spare parts tracking system is combined with maintenance system in order to -The minimum stock level is defined and parts are available (recommand to verify at X X X
control physical inventory. least two references and focus on critical spare parts).
- Inventory is performed regulary (database vs actual)
- Verify expiration date if applicable
Spare Parts
MAI2
Management
Where : Spare parts Storage Area

With : Maintenance Manager & Spare parts storage Manager
X MAI23 The spare parts are stored in suitable conditions Check : X X X
- 5S
- Storage environment conditions are appropriate and safe for employees.
Where : Tools Storage Area

X MAI24 An approach of standardization / optimization of the equipment is deployed X X
- Check that an approach exist to standardize equipments and spare parts.
- Lesson learned and read accross are taking into account for the next program.
Where : Room
With : Maintenance Manager and Tools Manager
List of Customer Specific Tool (CST) by Customer is established and managed. Check :
Each CST , owned by customer, is identified in a single and inalterable way according - Before the Audit, obtain from the buyer the Customer Specific Tools list and
X MAI31 to customer requirements. compare with the Supplier's list of CST. X X X X X X
Identification includes tool change level. - Verify on the CST if customer identification is done correctly, presence of a tag
with plate engraved (property and tool number).
- Verify on the CST if supplier identification is done correctly, including tool change
level.
Maintenance of
MAI3 Customer Specific
Tools
Where : Maintenance Area / Tool Storage Area
With : Maintenance Manager / Tooling Manager
X MAI32 History for each Customer Specific Tool (CST) is recorded and tracked, including tool Check: X X X X X X
life and all maintenance activities. - Choose a CST and verify a record of history exists for that tool, including the tool's
life (eg. cycles, strokes) and all maintenance activities (planned and unplanned)
completed on that tool.
Maintenance of
MAI3 Customer Specific
Tools
Where : Tool Storage Area

With : Maintenance Manager / Tooling Manager
Check :
The storage of Customer Specific Tool (CST) is organized and managed. Storage - Storage organization and controls are in place to prevent the use of an incorrect or
X MAI33 conditions guarantee the safeguarding of the CST until its end-of-life. unautorized tool X X X X
- CST status is visible (eg. specific label or color)
- Maintenance plan includes instructions for storage of tools, equipment and gauges
in order to guarantee their conformity, cleanliness (5S), and protection from damage
/ environmental stresses.

With : Maintenance Manager or tools manager
Check:
- Tool life and maintanance intervals are defined for each tool in terms of cycle counts
X MAI34 A process exists to track and manage tool maintenance and refurbishment. or time, or based on a conformity inspection. X X
- A process exists to track each tool's life, triggering planned maintenance or end of life
from this process.
- Tools refurbishment should be anticipated based on life and history.
- End of life CST process must be documented and CST disposition agreed with
customer.
Where : Room
With : Maintenance Manager & Team leader/ Manufacturing Manager
Check :
- Performance & reliability targets are defined on the basis of historical data and
X MAIE1 KPI's for the maintenance result related indicators are managed (e.g. OEE, Failure Rate, MTBF, MTTR, line stops). X
- Reactive plans due to the failled objective.
- Key Performance Indicators (KPIs) are tracked, reported and displayed on the
manufacturing floor.
Effectiveness - Where : Spare parts Storage Area

MAIE With : Maintenance Manager & Spare parts storage Manager
Maintenance
Check :
X MAIE2 KPI's for the Spare parts management - The inventory cost of spare parts is managed and properly controlled with KPI. X
- Operational losses due to missing Spare parts tracked with a KPI.
- Inventory threshold is managed.
- KPI to track 5S

Check :
X MAIE3 KPI's for Maintenance of Customer Specific Tools - Performance & reliability targets for the CST are defined on the basis of historical X
data and related indicators are managed (e.g. OEE, Failure Rate, MTBF, MTTR, line
stoppage).
- Proactive plan to adress deteriorating objective.
- Reaction plan to adress the failled objective.
Manufacturing & Material Flow Management 2
With: Logistic Manager

Check:
A process exists to create a master production schedule aligned with customer - Sales & Operation ( S&OP) alignment with Master Production Schedule (MPS)
X MMFM11 demand and tier n releases, taking into account operational losses (ex. quality, - MPS alignment with Tier N; Check Material Availability and Lead Time. X X X
performance, availability), lead times, and risks. - CAT/OEE rates, Constraints bottleneck, PM plan downtime, updating in MPS.
- Stock Level KPI control.
Check Weekly Production Schedule with Production manager in room & shop floor:
A process exists where manufacturing converts the master production schedule into - Sequenced orders from EDI is aligned with weekly plan, visualized on shop floor;
X MMFM12 detailed production plans and communicates these plans to the floor. - Daily Fast Response meeting between production and logistics X X X
- Daily Fast Response on Equipment OEE and 4M1E Resources Availability
Manufacturing
MMFM1 Scheduling
Check production plan followup with shift leader on shop floor:

A process exists to monitor actual throughput versus planned, including escalation - Actual production volume control.
X MMFM13 and accountability for corrective actions where gaps exist. - Hourly Output vs forecast plan. X X X
- Recording of Deviations, root course, action and escalation on Fast Response.
- aligned with CAT result.
MMFM1 Manufacturing
Scheduling
Check manufacturing data record with shift leader on shop floor:

Actual manufacturing data of waste (scrap rate impact, change over time loss, etc.) is - Information board is on shop floor.
X MMFM14 collected, updated into production scheduling, reviewed regularly to reduce waste - Record of scrap rate, downtime loss, etc. result linked to CAT, MPS X X
- Visualized Management is in place.
- Waste improvement plan is setup.
Check Bottleneck identification with operations Manager in meeting room:

- View one example of a capacity calculation for a bottleneck (eg. CAT, PDR,
simulation), verify performance rates being fed into the model are from recent
X MMFM21 Bottleneck operations are identified based on customer demand, and their capacity actual data. X X X X X
and risk are reassessed on a regular basis. - Cross check with MMFM12
- Contingency plans for each bottleneck operation are defined following the
constraint management proceedures.
- Customer notification, with action plan, when demand exceeds capacity.
Check Bottleneck identification with operations Manager on shop floor:

- The bottleneck operation is visually identified on the shop floor.
X MMFM22 Bottleneck operations are visually identified and prioritized to expedite activity at - The bottleneck is prioritized with respect to skilled operators, maintenance, and X X X X X
that operation. reaction times.
- Buffers may by utilized before and after the bottleneck to stabilize material flow.
Management of
MMFM2 Constraint Operation
Check Bottleneck performance with operation Manager on shop floor:

- Performance of the bottleneck is reported on a regular cadence.
Performance data from the bottleneck operation is reviewed on a regular basis to - Top losses for bottleneck are identified with champions assigned to corrective
X MMFM23 identify corrective actions and verify their effectiveness. actions. X X
- Improvement tools are utilized to improve the bottleneck (e.g., quick die change,
value stream mapping, simulations).
Check Bottleneck monitor with operation Manager on shop floor:

- Real-time performance data (e.g., scrap, output, downtime...) is displayed close to
X MMFM24 Bottleneck performance is visually monitored at the manufacturing line. the manufacturing line, and includes target versus actual. X X
- A threshold exists for each performance metric aligned to a reaction plan on the
floor.
check with team leader at shop floor on supply flow:

- Flow Layout is defined.
Work station supply is established and FIFO-flow is tracked on the shop floor, from - Supply plan is updated daily.
X MMFM31 incoming material to work station. - FIFO is respected, include rework station. X X X
- Control of quantity of supply is applied (e.g., milkrun & levelling) with suitable
equipment.
check with team leader at shop floor on supply reference:

- Labelling system is robust (e.g., sequence flow, label position).
Work station supply is with correct part reference, traceability, storage and part - Mixing risk/error proof of supply reference
X MMFM32 identification. X X X X X X X
- Supply storage condition is controlled
- Verify Traceability of supply.
MMFM3 Supply of Production
Lines
check with team leader at shop floor on deviation and action:

Replenishment and feeding rules are defined and applied (manufacturing & logistics - Supply shortage alerts can be trigged (e.g., Andon).
X MMFM33 areas) - Non-conformity Supply is monitored and alert. X X X X X X
- Escalation rule & reaction plans via fast response are ready and applied, in case of
deviation.
check with manager at shop floor/room on waste reduction:

A pull flow process (Kanban) is integrated into the production system. - Visualized Kanban management to reduce stock levels and to followup on production
X MMFM34 There is a continuous improvement process (Value stream mapping=VSM) to orders closely X X
minimize inventory levels. - Lean Manufacturing presentation and improvement plans (e.g., VSM, MIFA)
Actual output is compared to planned. Check with scheduling manager in room:

X MMFME1 (Rate of Customer demand vs Manufacturing Planning chart vs actual daily - indicator of production (actual vs planned) X
production report)
Effectiveness - Manuf. & Check with logistic manager in room:

MMFME Material Flow Mngt X MMFME2 Level of stock is tracked and compared to target (min and max) - Indicator of the stock levels (minimum/maximum thresholds by lines) X
Check with logistic team leader on shop floor:

X MMFME3 Internal service rate between logistics and production - indicator of supply bottlenecks (pull system consuming vs workstation stock) X
Inbound Logistics 2
With : Logistics Operator
Where : Shop floor (reception area)
Observation of the operations of the full reception process
To check :
X ILG11 A process to follow deliveries is formalized and applied. Related operations are - a standard sequence of operations (standard work instructions, layout of delivery) X X X
standardized and a visual management is implemented. - Planning of reception versus physical deliveries ( "Capacity + compliance " , trucks /
day, resources)
- a follow-up of the deliveries (Visual management),
With : Logistics Operator, Quality Manager

Where : Shop floor (office quality incoming/laboratory)
Administrative control is in place to support internal procedures between logistics To check :-
X ILG12 and quality for incoming material. - Standard incoming inspection process (Discrimination criteria for new quality X X X
batches or mass production batches)
- Conditions of containment of batches to be controlled (Physical, IT system)
- Existence of incoming material control plan and error proofing are appropriate
Supply Process
ILG1
(Incoming)

To check :
X ILG13 A Control Plan is established for quality checks of incoming material as applicable. Take a part present in this area (New project, mass production….) to verify: X X X
A reaction plan is available with thresholds reviewed regularly. - The reactivity thresholds (Number of issues); frequency and quantity.
- Check the percentage of special characteristics identified compared to all inspected
characteristics

- There are master samples, updated regularly and validated by quality for the last
The master samples for appearance parts are available for physical control
X ILG14 version applicable X X
- At operations requiring visual inspection, are the Boundary Samples or Appearance
Manuals/Quality Books accessible to the inspection operator and properly identified
(PN, part name, data, signature)?
With : Logistic person

Where: Shop floor (logistics)
To check :
- A person has access to EDI system and adjusts the information (e.g., data High, low
EDI communication is installed. A Logistics protocol is established with the carrier volume...)
(transporter) and the tier N. It comprehensively describes logistics relationship and - A Logistics protocol is established together with the carrier (transporter) and the
X X ILG21 is continuously updated to take into account changes during current production tier N. It comprehensively describes logistics relationship and is continuously X X X X X X
(Labelling, change of schedule, etc.). updated (work flow) to take into account changes during current production
(Labelling, packaging, change of schedule, etc.).
- Valid for xP and xF plant that use Corail as Material Scheduling system (mandatory
EDI connection). Check with the project team (system defined in the early phase of
the project)
With : Logistics person,

Where : Shop floor (logistics/reception area)
Components/materials which are risky to supply are identified and addressed to To check :-
X X ILG22 daily supply operations/logistics meeting. Countermeasures and corrective actions - Existence of a list of the components / suppliers with high risk, and evidence of X X X
are established and followed with tier N. associated management. Cross-check with FR meeting
- Medium/Long term securing plans for key critical suppliers (e.g. Safety stocks,
Electronic Data advance warehouses)
ILG2 Exchange (EDI) & Log
Protocols with Tier N

Where : Shop floor (logistics)
To check :
- Existence of an alarm system in the event of EDI breakdowns, backup IT is
X X ILG23 Back-up solutions are defined, validated with tier N and are periodically tested. periodically tested (ex: e-mail / fax) X X X
- Qualified people must be permanently available to manage EDI in all shifts

X ILG24 Logistics manual is defined with their tier N and applied To check: X X
- Logistics manual is approved and regularly updated
- logistics manual is known and applied by the supply chain (e.g., labelling and
packaging)

Check:
- Layout is formalized (e.g. quarantine area , finished stock, temporary stock (WIP),
suspected parts, trial parts), and implemented
- Management of storage area (e.g., stock seperation of similar parts, high run parts
Standards for the organization of storage are clearly defined and applied. The readily available)
X ILG31 responsibility between manufacturing & logistics is clearly established X X X
- Cross check with SWI
ILG3 Handling and Storage

Conditions of Product
With : Logistics Manager, Logistics Operator
To check :
- the gap between system information and actual situation on the shop floor (e.g.,
The stock management system takes into account: product expiring dates, the compare the reference identified in a sytem to physical storage situation)
X ILG32 respect of FIFO and reference to product change X X X
- regular physical stock checks take place to confirm quantities and adjust system
accordingly
- expiring dates on products or packaging, FIFO compliance (e.g., oil, glue, paint,
rubber, coating...)
Handling and Storage
ILG3
Conditions of Product

Where : Shop floor (logisticis)
A system of visual management is in place to support the stock levels for each To check :
X ILG33 reference - Existing work instructions for visual management (e.g., production of tier1 is low X X X
and the tier2 continues to deliver)
- Reactive threshold is defined and applied (e.g., take a reference and verify the level
min/max)

Check if :
- Long term components not used are identified
- Period is defined for the long term components (e.g., take a long term part and
The long term components not used for predefined period are identified. verify the application)
X ILG34 Regular follow up is performed - Material is still valid, expired date is defined, validated by quality control, in follow up X X
by last inventory

Where : Shop floor (logistics area)
Check if :
- existence of a KPI and a follow-up of the suppliers logistics performance
Example of indicators:
The performances of tier n supplier (incoming) is tracked in order to avoid - Fill rate of the trucks,
X X ILGE1 disruption of the production program of the plant. - Service rate of tier n Suppliers, X
- Tracking of Logistics issues with tier n Suppliers,
Effectiveness - Inbound Kpi's of incoming process : With : Logistics Manager, Logistics Operator
ILGE - Ratio: incoming inspected part/ incoming received part Where : Shop floor (logistics area)
Logistics X ILGE2 X
- Part compliance quality Check if :
- KPI are display and managed by action plan.
With : Logistics Manager, Logistic Operator

Where : Shop floor (logistics area)
X ILGE3 Kpi's of stock is managed. The deviation is implemented. Check if : X
- Fill rate of the storage area
- The stocks are managed and any deviation is followed by action plan
Outbound Logistics 2
With : Logistics Manager

Where : Shop floor
A process to follow shipping is formalized and applied. Related operations are To check :-
X OLG11 standardized and visual management is implemented. - Existence of a truck preparation list for operator X X X
- Layout of the area,
- Visual management board, shipping planning is visually managed (Time table of
preparations of shipping order)
With : Operational logistics,

Where : Shop floor
Key milestones are set in order to alert the customer in good time in response to Cross check with MMFM12
X OLG12 any issue. To check:- X X X X X X
The following milestones are tracked : Despatch advice sent by EDI connection and - A follow-up process exists to alert the customer (if needed), monitoring table, -
Advanced shipping notice (ASN) confirm how the releases from customer is sent
Shipping Process
OLG1 (Outgoing)
Where : Shop floor
To check if :
List of STLA Logistics book key points, is available to guarantee the respect of the - standard (Including keys points) is defined and applied, Cross check with KPI's
X OLG13 "customer's logistics requirements" (e.g. labelling, rules of palletization). PR/PPR X X X X X X X X
Error proofing strategy is implemented. (e.g. double scan) - rules of palletization (Following logistics manual)
- system is compatible for mixed pallet preparation

Loading is prepared on a "bogus truck" area or similar. Where : Shop floor
X OLG14 To check :- X X
- Dedicated zone is implemented
- If a system of scanning is in place instead of tracking the right address.

Where : Shop floor
There is a process to manage the flow and return of full/empty packaging to keep To check : take a reference of packaging and verify:-
X OLG21 production running. - Management of minimum/maximum level X X X X X X
Packaging management IT system is updated after each packaging movement. - Verify consistency between physical quantity and declared in IT system
Matching with condition described in FCLA quotation tool. - Verify if supplier knows all customer locations
- Knowledge of local packaging manager
Final Product
OLG2 Packaging
Where : Shop floor outside / inside
X OLG22 The empty serial and temporary packaging is available and properly stored. To check :- take a reference of packaging and verify:- X X X X X X
- Protected against dust, water etc.,
- Layout of the area, 5S, visual management, empty packaging stock level
Final Product
OLG2
Packaging
With: Logistics Manager

Empty packaging which are not meeting customer requirements are contained (e.g., Where: Shop floor outside/inside
X OLG23 cleanliness, functional state of packaging...) and corrective actions are defined (e.g., To check: Work instructions/containment process, identification and visual X X X
identification, alternative packaging). management

Service rate of empty packaging is implemented and tracked for each customer Where : Shop floor
X OLG24 location To check :- X X
- indicator for late delivery of empty packaging and traceability and communication
with OEM (STLA)/Packaging service supplier
A Flow FMEA is available for each JIT / Sequenced flow (customer plants). It takes With : Logistics Operator
into account the overall flow from supplier end of line to customer reception. The Where : Room / shop floor
X OLG31 Flow FMEA is reviewed and updated for each logistic or quality issue detected by To check :- X X X X X X X
customer. - Evidence of FMEA,
- Action plans for highest RPN
With : Logistics Operator, Logistics Manager

Where : Room / shop floor
To check :- Sequence compliance for the finished products (shipping area & loading)
The sequence required by the customer is strictly complied with until reception of Total Sequence Compliance = transportation sequence compliance (Truck FIFO) +
X OLG32 the finished product at customer facility. Control operations are implemented at handling / loading sequence compliance (handling units FIFO / Loading plan) + X X X X X X
OLG3 Management of JIT / each step in the flow.
Sequenced Flows Packaging sequence compliance (packaging units FIFO in the handling unit) + Parts
sequence compliance (Parts FIFO in the packaging)
With: Logistics Operator

Where : Room / shop floor
Failure modes are defined to minimize impact of transportation or quality issues To check:- List of potential degraded modes, Standard for the management of
X OLG33 until delivery of finished products at customer facility. The definition of degraded degraded modes, Procedure to replace suspected parts in the sequence flow, X X X X X X
modes is aligned with PFMEA. existing emergency / safety stocks
With : Logistics Operator

The final products are fully identified in the manufacturing sequence: labelling on To check :-
X OLG34 parts (reference, sequence number), on packaging unit and on handling unit Labels on products, on packaging, labelling meet the standard X X
Where : shop floor
A logistic follow-up of the performances of the supplier in order to avoid

disturbance of the customer production program. With : Logistics person in charge,
Example of indicators concerning the shipping process: Where : Room
- Shipping lead time, To check:-
X OLGE1 - Customer service rate 0 Km Existence of a KPI and a follow-up of the logistic performances towards the X
- Spare parts service rate customer (Service rate, incidents)
- Tracking of customer Log issues, (PP/PR) Knowledge of management of disputes
- Pareto of failures (customer line stops / stock out), Cross check with OLG13
- Rate of mislabelling.
Effectiveness -
OLGE Outbound Logistics
With:- Logistics person in charge,
Where : Room
Check:-
X OLGE2 Level of empty packaging available for production Number of packaging is managed and escalated . X
This indicator is taken in account in the MPS preparation process. Cross check with
MMFM12 &MMFM13
With: Logistics person in charge,

Where : Room
X OLGE3 Tracking of premium freight (Taxi) To check:- X
Cost and frequency is tracked
Layered Process Audit & Skills Management 1 1

Written Procedure which contains the rules of LPA, in particular : Check :
- Scope (operational areas : manufacturing, logistic, maintenance, Safe Launch -Scope : All operational areas are taken into account : manufacturing, logistic,
Plan ...) maintenance...)
- Sampling criteria (frequency, process, operator…) -Sampling criteria (frequency, process, operator, shifts…) : Audit frequency is
X LPASK11 - Standard sequence description. defined (each operation audited a minimum of once/month) X X X
- Description of different management levels involved (from team leader to top - Standard sequence description : how to conduct the LPA (standard method is
management). clearly defined : Knowledge of standard, inform the operator, take account last
- The supplier conducts LPA on all processes (produce parts, produce module….). result, use check list, observe, record evaluation , restore the result)
- Action is followed. - Description of different management levels : who shall perform the LPA (all
management levels are involved (from team leader to top management).
- Procedure describes action plan
Generic Layered
LPASK1 Process Audit (LPA)
Check:
- If the LPA Sheet contains the 7 required items described in the criteria. If any of the
7 items is NOT covered in the check list, rating must be NOK.
Layered Audit Check List (Sheet) is developed and applied. - Safety / ergonomic items: proper safety practices and PPE are being followed,
Check List (sheet) to verify compliance of the following items: - Skills matrix : Only qualified people are working.
1. safety / ergonomics - Standardized work : it's being strictly followed, specific controls: related to product
2. Safety characteristics are checked and record and process key characteristics (CSE), customer issues, low capability process,
3. skills matrix special process are in place and being followed.
X LPASK12 4. work instruction including specific control - Start-up standard : Includes error proofing checks and that escalation rules are X X X
5. start-up standard strictly applied in case of failure.
Generic Layered 6. workplace organization - Workplace organization: standards are maintained, proper tools, gages and
LPASK1 Process Audit (LPA)
7. updating the applicable audit for any nonconformance's discovered at Stellantis materials are available & used, quality checks, FIFO, material handling, standard in
facilities; stock process are in place and being followed.
- LPA check list is applied for all management levels.
Where : In meeting room / Shop floor
Verify that LPA take place in alignment with schedule
What : Operational (e.g.: production, logistic (incoming / outgoing), preventive
maintenance, controlled shipping, Safe Launch Plan for new production lines or new
LPA schedule is established . projects etc.)
X LPASK13 It takes into account sampling criteria (what, who, when) Who : Manager, team leader.... X X X
LPA schedule is regularly updated. When : Frequency is defined and adhered to.
The schedule is well defined for the different layers.

Where : In meeting room or on site
X LPASK14 Regular reviews take place with top management following KPI. Check: KPI out of target / desviation / % of aplicaction /due date / compliance. X X
How the prioritisation is defined with a top management
With : LPA Leader and the production team

Check:
LPA process is performed across all operations (Manufacturing, Supply Chain, - Production team leads perform the LPA and follow up the schedule.
Maitenance, Safe Launch Plan, etc... ) - Check back LPA records, verify that audits were actually performed according to
X LPASK21 LPA are performed regularly by TOP MANAGEMENT (Plant manager, manufacturing schedule and all the operational activities were audited (not only manufacturing X X X
manager …). operations, but material handling, storage, shipping etc.).
- Check if LPAs performed by Top Management.
SQME
should attend the LPA when it is possible (during supplier audit)
LPA records: All the LPA results are documented including With : LPA Leader and the production team
- no deviation found, Where : On the shop floor
X LPASK22 - deviation found / not corrected during audit (action plan should be requested), Check: X X X
- deviation corrected during audit (should be mark in the check list), - The LPA sheet is used to record audit findings, and if the deviations are corrected
- not applicable. during the audit are well managed.
LPASK2 LPA Records and

Action Plans Tracking

Where : On shop floor
The countermeasure Sheet is managed in order to define corrective action plans and Check:
X LPASK23 to ensure the full implementation of all corrective actions. - Containment actions are immediately taken and documented on LPA X X X
A method is defined to follow up on the action plans. - LPA issues / deviations are correctly defined and countermeasure are implemented
- How and where the LPA owners follow up and record the action plan

check:-
LPA results are used for Continuous Improvement. Countermeasure Sheet is used for - If LPA findings to implement continuous improvement:
X LPASK24 Continues Improvement too. (e.g. if a best practice is discovered during the LPA it - Flexibility Chart revised using the results of the LPA X X
should be used as a driver to improve the current work instruction. - Problem Solving Methodology revised using the results of LPA
- Workstation Organization performed
- LPA used to capture a more efficient way to work and lead the standard work
revision
With: Production team manager in the shop floor:

Where:?
Referential shall define the Qualification Method from HR (Human Resources) to Check:
shop Floor. - Referential to qualify operator training is well defined.
Qualification levels are established and Flexibility Matrix is available. For each level, - Qualification levels are clearly defined: qualification/training/certification level (ex.
X LPASK31 measurable criteria are defined. Only identified and qualified people are performing Qualification level for 1 to 3 or Magic Square) X X X
work. - Data collection is fully implemented in term of records (basic training for
newcomers etc....).
- Escalation process, in case of non conformity, is included in the training.
- Training is focused also on special characteristics and how to control them.
Operator
LPASK3 Qualification Process
Check:
- Flexibility Chart defines for each operator the qualification status.
Flexibility Chart or equivalent posted at all operations or work area which: - Flexibility Chart defines for each work station the target of qualified people, it
- contains number of qualified people for each workstation as well as workstation means the number of operators needed to be trained to avoid risk of absenteeism
per person are targeted; associated action plans are implemented, and turn over.
Operator - indicates the steps in training & skill qualification level achieved for each job has - Target for qualification defined in the flexibility Chart is Ok. In case of deviation,
LPASK3 Qualification Process X LPASK32 been updated. action plan must be followed. X X X X X X
- The procedure for re-training the operators who lose qualification is well defined. - Look for a job rotation plan or log. How often does the team rotate?
- Well defined targets regarding the number of opertators per workstation / - The number of Team Members certified per station should support the Job
workstations per operator. Rotation Plan.
- Ask the operator if they know well the rules to loose the qualification.
- Check with the supervisor if the rules and target for qualified operators and re-
training are applied.
Check:
Criteria to revise qualification level are defined; they take into account the - The training procedure describes the re-qualification process (after long absense
X LPASK33 operational results at the specific workstation, the result of the layered audit, time (e.g., maternity leave, health reason, time out of workstation) X X X
out of workstantion, etc. - A re-qualification Process (Employee Performance Review) is in place. Evaluate if an
action plan was generated in case of low performance.
Check:
A calibration process is defined and applied for all people making checking operations - Several critical operations where result depends on subjective decision.
X LPASK34 where results depend on subjective decision. - The X X X X X
record of calibration process, frequency, results and action plan (e.g., Gage R&R
(repeatability and reproducibility)) following number of operators defined.
Check:
- With LPA Leader and production team on the shop floor: Percentage of LPA Level 1
X LPASKE1 Tracking of audit schedule & execution ratio. to LPA Level 2 audits. X
- Check how the information is shared (e.g., on the white board or electronic
display), including LPA Plan, LPA Tracking.
Check:
- LPA tracked by team, process, work place….
LPASKE Effectiveness - LPA & - On shop floor, verify in the visual management board (area or plant):
Skill Management X LPASKE2 LPA results tracking. < LPA Results X
< LPA Action Plan/Effectiveness
< LPA PARETO per shift, team, items …..
With: the operational manager /training Manager / HR department :-

Check:
X LPASKE3 Flexibility of the entire plant is managed by operations personnel and identifies risk - if indicators for all the plant are managed for absenteeism, turnover and lack of X
due to lack of resources (absenteeism, lack of skill, turnover, ...). skill.
- Are there targets defined for these indicators by process.
- In case of deviations, actions plan must be managed.
Audit instruction and Material Training
Material Requirement to Supplier (MRS) audit sheet is a common questionnaire includes 3 types of audit:
1) NSA New Supplier Assessment
Complete system assessment to evaluate potential supplier's manufacturing system.
Need to assess supplier readiness for each 'Requirement'.
Result is a risk assessment, affects to sourcing decision.
2) MPA L1&L2 Mass Production Assessment

Partial and complete manufacturing system assessment to focus and verify implementation of MRS 'Requirement' on shop floor level.
All the 'Criteria of Requirement' of questionnaire need to be assessed.
Result affects to MPA certification status and Bidlist performance.
3) PPQ Progressive Process Qualification

Product specific progressive assessment to verify that processes and controls are in place to ensure that final product is
according to requirements.
'Requirements' which are linked to product and its processes or scope of audit, need to be assessed.
Result can affect Bidlist performance. Training to training material
With clicking on button of assessment type on Header Sheet. Assesesment questionnaire will be created automatically with 'Requirements' which are applicable. Key Element (Chapter of the MRS Audit) Reference
Audit fields 00 – Introduction Train the trainer 01601_13_00335
Requirement 01 - Corporate Management Plant 01601_13_00342
General definition of the intent of requirement. 02 - Corporate Management Group 01598_21_03251
Criteria of Requirement 03 - Fast Response 01601_13_00115
Detailed deployment of 'Requirement' in bullet points. 04 - Part and Process Control 01598_17_00486
Basic criteria/metrics are identified with Bold type, cover basic key requirements (must have). 05 - Start of production&Error proofing management 01601_13_00117
Additional criteria/metrics are identified with unbold type, cover additional requirements (recommended best practice). 06 - Warranty Issues Management 01598_20_06338
Description and examples can be found in presentations and training material. 07 - Standardized Work 01601_13_00119
Look for 08 - Control of Non Conforming Product 01601_13_00116
Auditor hints and techniques how and what need to be checked besides 'Criteria of Requirement'. 09 - Risk Reduction 01601_13_00123
Comment 10 - Managing Change 01601_13_00155
Notes for evidences and non-conformances, should be updated for each criteria (evidences, context ….) 11 - Maintenance 01601_13_00125
12 - Manufacturing & Material Flow Management 01601_13_00157
13 - Inbound Logistic 01601_13_00158
Scoring : Generic rules 14 - Outbound Logistic 01598_21_03264
Each criteria is evaluated individually. 15 - Layered Process Audit 01601_13_00154
Status Scoring for implementation of requirement Scoring for effectiveness
Compliant
Compliant
OK Metric is defined, targeted & followed.
Criteria met (standardized and fully implemented)
Deviations are managed by action plans
Not compliant Not compliant
NOK
Criteria not met (not standardized and / or not fully implemented) Metric not in place (not defined or not followed)
NR Criteria not reviewed (to be evaluated during next STLA review) Criteria not reviewed (to be evaluated during next STLA review)
NA Criteria not applicable (should be justified) Criteria not applicable (should be justified)
ROAD Only for NSA in case of critical situation identified (no resource or no
Not applicable for effectiveness
BLOCK decision to implement the action plan)
Requirement scoring is calculated automaticaly (see below)
Important : - For all MRS evaluation, at least 90% of the "REQUIREMENT" need to be implemented in order to have a relevant scoring (for Yellow and Green status).
- In case of scoring not relevant, a new evaluation need to be planned.
Scoring for NSA
Pts Basic Criteria Status Addtional Criteria Status

0 Number of "Road Block" >1
1 Number of "OK" < 50% of Total
2 Number of "OK" >= 50% of Total

No impact on requirement scoring
3 Number of "OK" = 100% of Total
NR Number of "NR">= 1
NA Number of "NA"> 50%

No impact of additionnal criteria in NSA scoring. But they can be evaluated in order to prepare next PPQ
& MPA audits.
Audit Result of NSA
Red/Yellow/Green visualization applied.
Thresholds for result calculation are defined on 2 levels:
1) Threshold on Requirement level
If a Requirement is scored by 0 overall result will go to Red.
2) Threshold on Key Element level
Green : If a Key element is scored 80% or greater with no 0 score on Requirement level.
Yellow : If a Key element is scored less than 80% with no 0 score on Requirement level.
Red : If a requirement is scored by 0.
3) Threshold on overall level (audit to be used for RFQ on non safety part)
Green : 80% or greater with No 0 score ==> Recommended
Yellow : > = 60 % or < 80% with non 0 score ==> Recommended with action plan
Red : < 60% or / and a 0 score ==> Not Recommended
4) Threshold on overall level (audit to be used for RFQ on safety part)

Green : 90% or greater with No 0 score ==> Recommended
Yellow : > = 70 % or < 90% with non 0 score ==> Recommended with action plan
Red : < 70% or / and a 0 score ==> Not Recommended
Scoring for PPQ
Available for each key elements and total summary score :
The global result shows the progression % of the current phase.

This an indication. The auditor will balance the result regarding the status of each requirement.
Warning : All critéria under 80% are not acceptable to move to the next phase.
All NOK in the phase audited must be covered by an action plan.
Status Basic Criteria Status Addtional Criteria Status
OK Compliant
NOK Not compliant
NR Not evaluated
NA Not applicable
For each
phases the
With the progressive PPQ we measure the progress of each phase
total
scoring to
Link with
be achieved
Red : <
APQP
is 100%
75% Grid
==>
(APQP
Fail grid
is the : >85% < 75%
Yellow
critical path
of the : ≥ 85% ==>Pass phase
Green
project).
PPQ
Recommendation:
assessment
can help
rating the
key
deliverables
of the APQP
Scoring for
gridMPA
(ensure
consistency 1) Scoring for Implementation of Requirement and effectiveness
)
Pts Basic Criteria Status Addtional Criteria Status
0 Number of "OK"= 0
1 Number of "OK" > 0
2 Number of "OK" >= 50% of Total No impact on requirement scoring
3 Number of "OK" = 100% of Total Number of "OK" = 0 of Total
4 Number of "OK" = 100% of Total Number of "OK" > 0 of Total
NR Number of "NR">= 1
No impact on requirement scoring
NA Number of "NA"> 50%
Audit Result of MPA & PPQ

Red/Yellow/Green visualization applied.
Thresholds for result calculation are defined on 3 levels:
1) Threshold on Requirement level
If a Requirement or Effectiveness is scored by 0 or 1 Key Element will go Red.
2) Threshold on Key Element level
Green : If a Key element is scored 85% or greater with no 0 or 1 score on Requirement level.
Yellow : If a Key element is scored >= 75% or < 85% with no 0 or 1 score on Requirement level.
Red : If a key element is scored < 75% or Red on requirement level (score 0 or 1).
3) Threshold on overall level (gives audit result)
Green : 85% or greater with No Red Key Element ==> Pass

Yellow : >= 75% or < 85% with No Red Key Element ==> Conditionnal Pass - Follow up needed
Red : < 75% or / and a Red Key Element ==> Fail - Workshop/training needed
Action plan instruction
After each MRS assessment (NSA, PPQ, MPA) :
1) An action plan need to be proposed by the supplier for each criteria "NOK".
2) The action plan need to be implemented in the specific sheet "action plan instruction" of the full report communicated by the MRS auditor :
- Action plan sheet will be created by clicking on the "Generate" button on the "header" sheet questionnaire.
- Action plans are to be addressed for each deviation (NOK) listed.
- The description of the action, responsible person, the timing and the "6 core steps" status need to be fulfilled as follows:
3) The full action plan is to be communicated to Stellantis no more than 4 weeks after the communication of the report.
4) The action plan will be evaluated and statused by Stellantis no more than 2 weeks after the communication of the full action plan. 3 status are possible :
- Accepted : in line to permit to reach or to maintain the certification / qualification level.
- Temporary acceptance : Few modifications expected by Stellantis. Level of Action plan close to the target.
- Refused : The Action plan insufficient to reach the certification / qualification level. Strong update needed
5) The real implementation of the action plan will be checked by Stellantis during next on-site MRS review :
- NSA action plan will be evaluated before or during the PPQ audits (input).
- PPQ action plan will be evaluated from NOK criteria, no button to generate automatically action plan.
- MPA action plan will be evaluated during subsequent MPA audits or PPQ audits
Key to 6 core steps:

Step complete
Step in Progress
Step not Started
Roadblock
e possible :
Mass Production Assessment (MPA)
1) The MPA is a questionnaire used to provide objective evidence that satisfies Stellantis Supplier Quality Expectations.
2) Supplier is required to read through MPA presentation before filling Audit form in order to understand MPA expectation. If needed Supplier can contact approved 3rd party
providers for MPA training or workshop.
3) Suppliers are required to keep completed copies of the MPA, and accompanying corrective action plans, covering the prior 12 months.
Latest audit shall be forwarded to SQE responsible for the plant.
4) Supplier is required to forward an updated self- assessment with associated action plan every 12 months after initial certification or 60 days after any key management
change (Plant manager, Quality Manager or Operation Manager) or repeat Quality issue.
If self-assessment is missed to submit, certification can be revoked.
5) Self-assessment audits can not and will not be certified without verification by customer SQE or customer representative.
6) Overall scoring of 85% or greater without any Red key elements will be certified.
7) MPA certification (in progress)

It is important to note that this certification can be revoked at any time during this period if it has been determined that a supplier's quality performance has deteriorated.
QSB+ elements can be checked by PSA during post certification visits, compliance audit or PCPA.
8) A List of Approved 3rd party providers is available on PSA B2B Portal.
9) Any questions about audit or audit procedure should be addressed to responsible Stellantis SQE.
10) The results of the audit in no way absolve the supplier of its responsibility in relation with its commitments toward local regulation and its customers requirements.
Steps of the evaluation :

Acronym Definition
5S Methodology of a workplace organization & continuous improvement
6 sigma Set of tools & strategies for process improvement
7 Waste Correction, Overproduction, Motion, Material Movement, Waiting, Inventory, Processing
8D 8 Disciplines of Problem Solving
AIAG Automotive Industry Action Group
ASN Advanced Shipping Notice
AVIEXP Despatch Advice. Message sent through EDI connexion just after shipping
B/P Break Point
Bottleneck A bottleneck is any resource whose capacity is less than demand
BTAB Business Transfer Approval Board
By-pass Back-up solution
C.A.R.E. Customer Acceptance Review & Evaluation
Constraint Worst bottleneck which defines system output
Containment Action to contain non-conformance (usually sorting) till countermeasure or corrective action implemented
Corrective maintenance Maintenance operations performed after breakdown
Countermeasures Temporally action to replace containment action till corrective action implemented
CP Control Plan
CQI audits AIAG Special Process Assessments
CS Controlled Shipping
CST Customer Specific Tool which owned by customer or dedicated to a specific product (non-versatile)
DELFOR Delivery Forecast. Message
DFMEA Design Failure Mode and Effect Analysis
Dirt It is an undesired foreign inclusion affects to appearance
EDI Electronic Data Interchange. Several standards available: ODETTE (Europe), EDIFACT (World), ANSI ASC X12 (N. America)
e.g. For Example
EI Initial Samples
EP Error Proofing
etc. Et Cetera / and other thing
FIFO First In, First Out
FMEA Failure Mode and Effect Analysis
FTQ First Time Quality
Gage R@R Gauge Repeatability & Reproducibility
GD&T Geometric Dimensioning & Tolerancing
GP12 Global Procedure #12 (Early Production Containment)
ID Identification
IpB Incident per Billion
IT Information Technology
JIT Just In Time
Kanban Scheduling system for just-in-time production
KPC Key Product Characteristic
Level 1 maintenance Basic maintenance operations performed by manufacturing
Logistic protocol Contract between a supplier & a customer to define logistics rules, that have to be respected to insure the correct realization of the various logistic processes
LPA Layered Process Audit

MIFA Material & Information Flow Analysis
MLP Manuel Logistique PSA
MPS Master Production Schedule
MRP Material Requirement Planning
MTBF Mean Time Before Failure
MTTR Mean Time To Repair/Recover
NC Non-Conforming
OEE Overall Equipment Effectiveness
P/N Part Number
PCP Process Control Plan
PFMEA Process Failure Mode and Effect Analysis
PM Preventive Maintenance
PPAP Production Part Approval Process
PPAP WS PPAP Worksheet (GM1411)
PPE Personal Protective Equipment
ppm Part Per Million
PPSR Practical Problem Solving Report
Preventive maintenance Maintenance operations planned and performed to prevent breakdown
R@R Run at Rate
Rotation Index Time for a packaging to go through the full packaging loop (full/empty)
RPN Risk Priority Number
RR Risk Reduction
S&OP Sales and Operations Planning
Sediment Small particles of material that will adversely affect the function of the product
SMED Single Minute Exchange of Die
SOR Statement of Requirement
SP Spare Part
SPC Statistical Process Control
SPM Strategy and Project Management
SQ Supplier Quality
SSF Safety Stock Warehouse
SWI Standardized Work Instruction
TPM Total Productive Maintenance
TR Training
VOC Voice Of the Customer
VS Verification Station
vs. Versus
VSM Value Stream Mapping
WI Work Instruction
WIP Work In Process
History of MPS version
6 20/01/2023
6.0 1/13/2023
6.0 1/5/2023
6.0 12/6/2022
5.0 10/13/2022
4.22 2/28/2022
4.21 9/10/2021
4.2 5/8/2021
4.1 10/2/2020
4.0 9/29/2020
4.0 9/20/2020
14/06/2019
3.3
3.3 07/08/2018
22/06/2018
13/06/2018
04/06/2018
23/04/2018
09/04/2018
05/02/2018
20/12/2017
31/10/2017
26/10/2017
History of MPS version
21/05/2017
25/04/2017
09/03/2017
16/12/2016
27/05/2016
3.1 25/05/2016
Comment
Débug PPQ (correction of bug due to area application langage )
tab instruction review with right acronyms + new layout regarding NSA/ MPA
and deeply informatin in order to fill the cation plan
Correction of criteria PPC11 and tab instruction review with right acronyms
Integration of 2 level for MPA (MPA1 and MPA2) + modification of terms.
integration best practices best of both companies
Audit: correction of conditionnal formating of the comments cells

Summary 9th September:
CMG 24 : Addition of FCLA in look for
ILGE3: Rewording of the crietria in relation with ILG3
SW21: Clarification of the look for in relation with PPC21
Sentence of requirement ILG replace by inbound instead of upstream
Integration of safety scoring for NSA and Stellantis logo
Correction of criteria selection X NSA
Formate correction poilice
First version of new QIP 2020
Major Evolution New mode of audit creation. Add color on quotation. Add
import function /// NSA (Fix bug quotation) / PCPA( generate one file from
phase 1 to Phase 6)
Correction bug of the NSA formula
Modification of some criteria and research
Modification of some criteria and research, and correction of the calculation
rules quotations
Modification of some criteria and look for
Cancel the Key Element deletion, correction error on extra scoring and add
sheet for dynamos Comment type
Add general comment in summary PCPA
Correction bug sur QIP progressif pour appli tablette
Ajout du QIP Pregressif et renomage du QIP
Correct bug on action plan's comments
Change link to help file 13/09/2017: Tablet version deployed
Comment
Add filter on the action plan sheet
Add light version with no progress bar, Fix bug calcul in summary sheet and Fix
link in button from header.
Fix of small bugs. 25 january 2017 : New funtion in header folder to hide the
"action plan column" in the summary sheet.
Major Update. 24 August 2016 : short correctionfor NSA
audit instruction more detailled 26 May 2016 : Small adjustment in the
program
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Manufacturing Requirements for Suppliers

Mass Production Audit Level 1 1

Supplier Site Identification

E-mail and phone number

Rev. date 25/01/2017 PSA 01598_16_04265

Supplier Name SC FLEXITECH RO S.R.L Scope of Audit Annual Self assessment

Supplier Location ROMANIA - Ploiesti Audit Date Not applicable

Supplier DUNS / COFOR 535292403 / 99517V 01 / 02 Auditor Name Not applicable

Previous NSA Ratio 98% Previous NSAColor G

<<<<< Hide Action Plan Scoring

1 Fast Response FR 12 12 100% G 0 0 NR NR

2 Parts and Process Control PPC 12 12 100% G 0 0 NR NR

3 Start of Production & Error Proofing M SP&EP 12 12 100% G 0 0 NR NR

4 Standardized Work SW 12 11 92% G 0 0 NR NR

5 Control of Non-Conforming Product CNC 8 8 100% G 0 0 NR NR

6 Risk Reduction RR 12 10 83% Y 0 0 NR NR

7 Layered Process Audit & Skills Manag LPASK 12 12 100% G 0 0 NR NR

If any of Requirement is scored by 0 or 1 Key Element goes to Red

Rev . date 28/01/2019 PSA 01598_16_04265

Supplier Location ROMANIA - Ploiesti Audit Date Not applicable

Supplier DUNS / COFOR 535292403 / 99517V 01 / 02 Auditor Name Not applicable

Previous MPA Ratio Previous MPA Color

Self Assessment Scoring STELLANTIS Audit Scoring Action Plan Scoring

16 Tier N management EXTRA NR NR 0 0 NR NR NR NR

Audit Result Not Relevant Not Relevant Not Relevant

Rev . date 28/01/2019 PSA 01598_16_04265

MRS Version: 6.0 (revised on: 05/01/2023) Import

Reaction plan in case of abnormal situations in place

FR3 Problem Solving

Parts and Process Control

In project phase (PPQ) :

Documents must be quickly available in the shop floor.

document to use : CONTROL PLAN

"Where : In the Laboratory

PPC24 Control limits are updated based on trends of capability results

Selection of Safe Launch is defined taking into account :

Where : At the work station and in fast response meeting

Cross check with MMFM2 (bottleneck)

Start of Production & Error Proofing Management

Where : On the shop floor

Where : Shop floor - Production line

With : Maintenance manager

Where : Shop floor (production line, maintenance area, logistics,...)

Where : Shop floor including (production, logistics, maintenance, laboratory,...)

Where : Shop floor, firstly in production then in logistics, maintenance, laboratory,...

Where: Shop floor, Office

Where : Shop floor, firstly in production then in logistics, maintenance, laboratory,...

Where : In the Laboratory

Where : In the Laboratory

Where : In the Laboratory

Control of Non-Conforming Product

- Verify the containment process at the supplier manufacturing facility.

1/ Is Action Priority defined according to Stellantis requirements?

RR2 Management of High Risk

Ask supplier how they follow the reviews of PFMEA

Layered Process Audit & Skills Management

With : LPA Process owner

With : LPA Process owner

With : LPA Leader and the production team

With : LPA Process owner

With: Production team manager in the shop floor: