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Document Number 00-OP20-00005

Document Title Operational Metrics

Document Information
Document 00-OP20-00005 Revision J
Number
Document Type 20-PROCEDURE Status RELEASED
Document Operational MetricsPrevious 00-MN20-1000-003
Title Document
Date Information
Release Date 25 APR 2025
Notes

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Operational Metrics

Approver(S) Designation
HH Yeo Operations SVP
Paul Arrendell Chief Quality Officer
Shetee Tan Sr. Operations Development Director
Michal Wierzchowski VP Operations and Digital Transformation

Distribution List
Global Document Control Distribution

Rev Author Change Details

A to H N/A To see the history of changes please click HERE.
• Update approvers list.
• Adding list of the metrics with hyperlinks
• Update document numbers in Associated Documents
• Added: PLCM High Risk Items, Revenue, DL/IL Turnover, Lean Hard Savings and
Digital Factory Status.
Tomasz
J • Updated: CoQ%, OEE, MRB, BTS, MPS Alignment, Project on Time, Production
Szuwarowski
Plan Changes, WIP DOS, Planned Order Execution,
• Removed “expectation” from: Aged Inventory (Make), Aged RMA (Returned
Material Authorization), CWA, Delivery Performance: Forecast – CRD, Delivery
Performance: OTD to Commit, Delivery Performance: SO – CRD, MPS Alignment,
MPS Performance, MPS Execution, Sell Thru, WIP DII,

1. Purpose

The purpose of this document is to standardize the definitions of the Operational Key Performance Indicators (KPI’s) /
Metrics identified in JOS (Jabil Operating System) Site, Functional and Workcell Meetings Agenda. These metrics are
designed to provide Jabil the ability to manage various plant operations on a global basis by driving continual
improvement of metrics in key processes at a plant, Work cell or departmental level. Although metrics may be reported
by functional groups other than the designated owner of the metric, the focus for driving continual improvement lies
within the functional group that is specified as the owner of the metric in this document. The metrics are obtained
from Jabil systems.

2. Scope
This procedure applies globally to all Jabil manufacturing sites. It defines the metrics, their calculations methods, the
goals (when applicable), the reporting frequency, the ownership, the capability, and the impact each metric has on
monitoring and improving operational performance.
This procedure does not suggest that every metric in this document is to be monitored by the Manufacturing sites. Its
purpose is to provide standard definition and calculation method for metrics being used in Jabil. An example of where
this document would apply is JOS / Site Operations Meetings and Management Review meetings.

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3. Definitions/ Terminology
The methodology for establishing and reviewing each metric, and for implementing improvement actions will be as
follow:

• Identify and Understand Metric Definition and the Impact of Metric on Quality and Productivity
First, educate the team on each metric in their area of responsibility. Include the definitions, its importance to
manufacturing and the impact of the actions on Quality and Productivity.
• Identify and Understand Source of Metric Data
Educate each team member understands how the metric is calculated and the data source. The team should
not have to wait for the weekly metric rollup to see the numbers; they should be able to calculate it real-time as
a proactive measure.
• Publish Metrics
Metrics should be calculated and published as per their defined frequency (e.g. Daily, Weekly, Monthly). All Jabil
employees should be able to view how their plant is performing.
• Set Goal
Each metric has a goal set by the team to drive continual improvement. Goals should align with the Quality
Objectives. The team should review historical data, current action items, and set a quarterly goal. Goals will be
used to drive systemic improvements by addressing the root cause(s) of the top contributors.
• Review Data with Team
The Operations, Functional, and Workcell Teams shall review their applicable metrics, as per defined frequency.
They will review the actual performance versus goals, the trend, the top contributors (e.g. Pareto analysis) and
their causes. When metric is not on target or in case of negative trend, the team should take action to address
the root cause(s) of the top detractor(s) in order to drive improvement. The recommended method is the use of
the Jabil 4 Quadrants Technique (Ref. JOS and Management Review procedures).
• Establish Actions
After reviewing the data and setting goals, any corrective actions determined by the team should be documented.
The actions need to be geared towards root cause identification and determine the level of participation from
the other functional groups that will be required to solve the issue.

These metrics can be used to help direct corrective action plans into the proper areas to drive improvement within the
plant. Each metric is a calculation of critical data that will be used across multiple functions to indicate the health of
the plant or region. While each metric is important, business decisions should not be made on these alone without
further understanding and interpretation of the data. The most critical metrics are the quality measurements of CRR,
DPM, FPY, and Scrap. These metrics are the first indices for process control. If these are improved, all other metrics
will also improve. While monitoring Metrics, it is important to understand the root cause for sharp increases and
decreases in the values. While spikes in the data are important to understand, it is more important to understand the

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trending of each metric and the root cause. For each increase or decrease, there is a root cause, and there should be
corrective actions in place to address long and short-term improvements for each metric.

Common Terminology:

• OEE – Overall Equipment Effectiveness. An OEE score of 100% means you are manufacturing only Good Parts,
as fast as possible, with no Stop Time. In the language of OEE that means 100% Quality (only Good Parts),
100% Performance (as fast as possible), and 100% Availability (no Stop Time). OEE is calculated by Availability
x Performance x Quality.

• OEE 2 – Overall Equipment Effectiveness. Availability is measured without non-scheduled time included. This
measure allows the Plastics Engineering teams to measure High Speed Complex Automation effectiveness when
the equipment is planned to run.

• Available Manufacturing Time - The total Scheduled time + Additional or Overtime. Availability considers
Down Time Loss, which includes any Events that stop planned production for an appreciable length of time
(usually several minutes – long enough to log as a traceable Event). Examples include equipment failures,
material shortages, and changeover time. Changeover time is included in OEE analysis since it is a form of down
time. While it may not be possible to eliminate changeover time, in most cases it can be reduced. Jabil defines
available hours as 24 hours / 7 days a week.

• Changeover Downtime - The idle time between the last of Product A to the first of Product B. Measured at
the last inline area of a process.

• Performance - Performance takes into account Speed Loss, which includes any factors that cause the process
to operate at less than the maximum possible speed, when running. Examples include machine wear,
substandard materials, miss-feeds, and operator inefficiency.

• Capability. Is the manufacturing capability defined by site, this is definition is used to grouping sites and to
define some metrics applicability and calculation. The Manufacturing capability is defined according to:

o Electronics: More than 50% is Electronics and/or Final Assembly.

o Plastics: More than 50% injection molding process and/or High-Speed Assembly Automation.

o Metal: More than 50% metal (CNC´s machines).

• Cost of Quality (COQ) – It is a measurement used for assessing the waste and losses from a defined process
or the sum of costs incurred in maintaining acceptable quality levels plus the cost of failure to maintain that level.

• Cost per Placement (CPP) - Cost Per Placement of PCBA, is a measurement for how much PCBA
manufacturing cost to produce the SMT & MI Parts.

• Cycle Time - The time study results that are performed by the ME / IE group and verified by Manufacturing to
ensure accuracy and agreement from manufacturing for productivity measurements.

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o Based on lock down to lock down time study

o Time study measurements are recorded in seconds.

• CRR – Customer Reject Rate

• Dollar Scrap Movements - Please use the link to go to the details

1. Production Scrap: It is material from manufacturing dispositioned as scrap during the manufacturing
process due to manufacturing defects. Typically, it goes through the site MRB approval process and cannot
be reworked or claimed under another scrap account.
2. Cycle Count Scrap: Adjustments made to the inventory system when discrepancies are found during a
physical inventory count of raw and assembled components or products. This can be where material
cannot be found or when material thought to be lost is found during a physical inventory. Material found
must be put in as a credit to 46075 to true up the scrap account.
For Plastics, Cycle Count discrepancy may be causes by the recycling of defective units.
3. Excess & Obsolete Scrap: Materials on hand that is down revision and unable to be upgraded or
reworked. Is excess and no longer viable for production. Is requested by the customer or vendor to be
scrapped. When monies are recovered from the customer or vendor, we must show an offset in 46024 to
true up the scrap account.

• Historical Run Rate - Achieved run rate in manufacturing from historical data.

o Total Run Quantity / Total Run Hours

• ME Best - The maximum run rate under ideal conditions provided by the ME / IE.

• Number of Defects - The total number of defects recognized at any point of the manufacturing process within
Jabil.

• Number of Opportunities - The total number of opportunities for failures of placement, termination,
component or assembly errors.

• Out-of-Control Condition (OOC) – The OOC is a statistical method used to monitor and control a process by
evaluating the process characteristic(s) against defined control limits. OOC is useful for identifying and addressing
special causes of variation.

o In application to the monitoring and control of operational metrics, control limits will be defined at +/- 1
standard deviation from the previous 12 Months average.
o OOC should be reviewed during the EMS Segment and Site Quality Management Reviews.
▪ OPSCOM provides the vehicle to monitor the OOC at a customer – site level.
▪ At minimum, OOC applies to Scrap, FPY, OBA, CRR, Customer CAR and QBR metrics.

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• Run Hours – The time running a product reported in hours. Time should include start of changeover or shift to
completion of build or end of shift. Schedule Time - The total number of straight times forecasted using the
capacity model.

• Time Study Run Rate - The true time study broken into Boards per Hour (bph) based on lock down to lock
down at the gating process.

o [3600 / (Time Study)] = bph

• Total Bill of Material Cost Sold – The complete Cost of Bill of Material Sold during a defined period (e.g.
Week, Month, Quarter, Year). BOM Cost, PPV and Debit RMA Material Cost are included in the Total Bill of Material
Cost Sold. It is used to Calculate the Scrap %.

• Unknown Downtime – Non-productive time that has not been identified by the manufacturing team.
• Total Potential Inventory $: All Jabil Owned Inventory and Materials on Order at Standard Cost. This includes
raw materials, sub-assemblies, and finished goods.
• Total Inventory $: All Jabil Owned Inventory at Standard Cost. This includes raw materials, sub-assemblies,
and finished goods.

• Jabil Owned Inventory: Jabil Owned Inventory includes all materials in stock that are owned by Jabil
regardless of whether or not the inventory is MRP nettable. For example, it will include materials in RTV, RTC,
and MRB in addition to the materials in stock. Jabil Owned inventory can be for raw materials, sub-assemblies,
or finished goods, depending on the metric. Exclude MRO materials for the purpose of Operations metric
calculations. Include inventory, if any, for materials that are flagged for deletion. Jabil Owned Inventory does
not include inter-company transfer since they will be counted as open Purchase Orders.

• Materials On Order: Materials On Order include:

o All discrete PO line items.

o All orders from external suppliers and other Jabil operations. Also include subcontracting orders.

o Should exclude customer consignment PO for materials where Jabil never takes ownership.
o All Scheduling Agreement line items (Firm and Forecast*).

o Forecasted delivery line items are included but should not add to excess. Since Scheduling Agreement
delivery line items are automatically re-planned to meet MRP demand, there should not be any significant
amount of excess beyond MRP requirements.

o All Materials On Order will be valued at standard cost USD.

o Cancellation terms are not considered.

• Purchased Components: Components purchased from external suppliers or other operations within Jabil.

• Standard Cost: Standard Cost should be in USD for all plants.

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• Vendor Consigned Materials: Vendor consignment is defined as direct materials in Jabil stock that are owned
by suppliers, where Jabil takes ownership of materials at a point of consumption. Consigned materials from the
customer is considered “Vendor Consignment” if Jabil takes ownership at a point of consumption. If we do not
take ownership (i.e., customer supplies materials at no charge), this is considered “Customer Consignment.”

• MRP Demand: MRP demands are requirements that are produced as a result of MRP calculations. Past due
MRP demand, if any, should be included in the current week MRP demand. Exclude sales orders that do not drive
demand (to be consistent with MRP). Include subcontracting requirements. Demand should exclude safety stock
that is a fixed number.

• NPI. New Product Introduction.

List of the metrics with hyperlinks (Bolded Core Indicators):

No Metric Name No Metric Name

1 TRIR 33 Productivity
2 CO2 Emission 34 Production Plan Changes
3 Baselines Assessments Score 35 Repair WIP
4 CRR 36 Repair Efficiency
5 Customer CARs 37 FIA (Financial Impact Analysis)
6 CAR Time to D4 (Open & Closed), 38 Project On Time (POT)
7 CAR Time to D7 (Open & Closed) 39 Aged Inventory (Make)
Aged RMA (Returned Material
8 Cost of Quality (COQ) % 40 Authorization)
CWA (Contract Work Authorization)
9 Defects Per Million Opportunity (DPMO) 41 Compliance
Delivery Performance: OTD to
10 FNI PPM 42 Commit
Delivery Performance: Forecast –
11 OQC DPM 43 CRD
12 OBA PPM 44 Delivery Performance: SO – CRD
13 Cost per Placement (CPP, CPP1k) 45 MPS Alignment
14 Diagnostic Efficiency 46 MPS Performance
15 Diagnostic Productivity 47 MPS Execution
16 First Pass Yield (FPY) 48 Sell Thru
17 First Pass Yield Plastics 49 MPS Front Loading %
18 First Pass Rolled Yield 50 MPS Coefficient of Variation %
Overall Equipment Effectiveness
19 (OEE) 51 WIP DII

20 Overall Equipment Effectiveness (OEE2) 52 Aged RTV % (Return to Vendor)

21 Overall Labor Efficiency (OLE) 53 Aged RTC % (Return to Customer)
22 Scrap Percent 54 DII
23 Pass on Retest (PRT) 55 Excess Material
24 Rolled Throughput Yield (RTY) 56 Obsolete Material

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No Metric Name No Metric Name

25 Test Downtime 57 Purchasing Requisition Execution (%)
26 Total Test WIP/ Diag WIP 58 Past Due Execution (%)
27 Average Changeover Downtime 59 SAT
28 Build to Schedule 60 Inventory Control Metrics
29 MRB 61 Blocked Stock Status
30 Manufacturing Downtime 62 PLCM High-Risks Items
31 Lean Hard Savings 63 Dl/IL Turnover & Absenteeism
32 Revenue 64 Digital Factory Status

4. Responsibilities
4.1. The Quality, Operations, and Materials Directors are responsible for keeping this document up to date.
4.2. It is the responsibility of the Operations SVP, Sr. Operations Development Director, Chief Quality Officer, VP
Operations and Digital Transformation to approve this document.
4.3. It is the responsibility of the Site Operation Manager or Director to execute this document with integrity and
ensure the accuracy of the metrics.
4.3.1. The Site Operations Manager with approval from the Regional Operations VP´s and Regional Quality
Director can adjust the Quality Objectives goals for their specific site only. See Quality Objectives procedure
for guidelines.
4.4. For non-Quality Objectives metrics, the Goals, Report Frequencies, and the Metric Owners have been defined for
individual metrics, however, Site Operations Manager or Regional Operations VP can change the Reporting
Frequency, Metric Goal and the responsible Owner.

5. Associated Documents

5.1. 00-OP20-00006 Jabil Operating System (JOS)

5.2. 00-QS20-00012 Management Review
5.3. 00-OP80-00031 MES Defect Code Request Form
5.4. 00-QS20-00010 Quality Objectives
5.5. 00-QS80-00020 Quality Objectives Template
5.6. EM-TE20-00014 Global Debugging Procedure Baseline
5.7. 00-IC10-00001 Global Inventory Control Policy

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6. Process
Operational Metrics

Metric: TRIR (Total Recordable Incident Rate) Goal: 10% Reduction Period Vs
Period
Reporting Frequency: Monthly Owner: EHS + (Workcells &
Functional Dept´s.)
Capabilities: Electronics, Plastics, Metals.

Description TRIR is part of the EHS Index metrics, EHS Index is measure of overall EHS Performance. It consists of four leading (activity
based) and two lagging (incident based) KPIs.
The leading indicators have higher weightage (20 points each) and the lagging indicators have 10 points each.
Each of the KPI is measured at the site level. Roll-up data is used to measure the Index at higher levels all the way to
Enterprise (Jabil).
Current Number of recordable injuries per unit of exposure time (man-hours) and normalized to 100 full time workers (200,000
Formula man-hours). Rolling 12-month average

Frequency Monthly

Expectation All functional departments and workcells will track and reduce any recordable incident on their owned areas and processes,
the workcells and functional departments the target is to have 0 (zero) recordable incidents. At site level the expectation is
to reduce minimum 10 % the TRIR period vs period
Objective 0 (zero) recordable incident at workcells and functional departments.
10% TRIR reduction minimum at site level period vs period.
Frequently Your local EHS manager or EHS supervisor can guide you on this metric
Asked
Questions

Example Please refer to the EHS Index metrics to find more detailed info:

Notes Ownership description:

- EHS is the auditor of the data and the strategy driver.
- Workcells and Functional departments are the owners of the actions to improve rate and eliminate incidents.

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CO2 Emission Intensity Reduction Goal: 1% Reduction YoY

Reporting Frequency– Monthly Owner: Facilities + (EHS &
Manufacturing)
Capability: Electronics, Plastics, Metals
According to Jabil's Climate Action Plan, aiming to reduce our emissions, in line with the scientific community's recommendations for limiting global
warming to 1.5- degree Celsius reduce GHG in our operations 45 percent by 2030 compared to 2019 levels. Our strategy includes focusing on
expanding our use of clean energy, increasing energy efficiency, and establishing an internal carbon price. Reduce, Produce, Procure.

Expectation Meet target of the GHG emissions and Intensity rate reduction, the sooner the better, and if your site already meets the total
emissions percentage expectation goal (-25% by 2025 and -45% by 2030 compared to 2019 levels), the Intensity Rate should
be preserved or keep reducing by 1% YoY.

Current Emission Intensity = Emissions___

Formula (Revenue/1,000,000)

Objective -45% Greenhouse gas emissions reductions by 2030, as an interim step, we are aiming to reduce our GHG emissions by 25%
by 2025, compared to 2019 levels.
The Intensity Rate should be preserved or keep reducing by 1% YoY.

Frequently About GHG Emission Factor: Coordination with EHS team to know emission factors for Scope 1 and Scope 3.
Asked
Questions

Example Please refer to CO2 Emission Reduction Metric & Download [Link], contact your local, regional or global Energy
Manager or Facilities Manager for more details:

Notes Ownership description:

- Facilities are the second higher energy consumer and data generator.
- Manufacturing is the higher energy user at our factories.
- EHS is the auditor of the data and environmental projects driver.

Please refer to CO2 Emission Reduction Metric & Download Instructions:

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Baselines Assessments Score Goal: >90%

Reporting Frequency– Monthly Owner: GPO (according to the area)
Capability (applies to): Electronics, Plastics, Metals
Global Baseline Assessment is an endo to end evaluation and ongoing process to: Validate the processes are comply with baselines; Global
Standardization and Improvement.
Impact • Baseline is scoring results are aligned with the site/process maturity level:

Current Score = Scored Points / Available Points

Formula

Example

The score is calculated automatically in the Baseline template and/or in the Global assessment tool.

Notes • Baselines assessments should be conducted by Site SMEs, Regional SMEs, Functional Manager or WC lead with the
expertise in the assessed process.
• Scores can be tracked by area and by site, formula will be the same.
• Each question has a different weight depending on the risk that represents not being compliant on that question:
* High- High impact to meeting customer demand, maintaining resources, and reducing costs.
* Medium- Moderate Impact in Process Flow, Cadences, Cross Functional Dependencies.
* Low- Basic, Reports, No major impact.
• Actions plan should be generated to close finding/gaps identified during the assessments.

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CRR – Customer Reject Rate Goal: Plant Specific

Reporting Frequency – Weekly, Monthly Owner: Quality
Capabilities: Electronics, Plastics, Metals
The CRR metric is a Quality measure of the number of defective products sent to the customer divided by the number of products shipped,
expressed in parts per million. The calculation method applies to the number of rejected defective products for the current Week / Month
compared to the number of products shipped in the previous Week / Month. 1) If the Customer does not send back the units and there is no
indication of a Jabil defect based on data or photographs, then it shall not be logged in the CRR System. 2) If the Customer send back the units, it
shall be logged in the system, it could be logged as “Under Investigation” then if the analysis indicates it is not a Jabil defect and the customer
agrees, then it shall be removed from “Under Investigation” and from CRR. Products returned for upgrade, paid repair, or other non-warranty
reasons may be excluded.
Impact • This is used to indicate how effective the plant is at minimizing/eliminating Jabil risk for products shipped and an
indicator of customer satisfaction.
• It is also helpful to determine manpower requirements for the RMA area.
• Helps identify and alert the customer to defects caused by their process

Current CRR Monthly = (Total Monthly Returns and Reported Rejects / Previous Month Products Shipped) * 1,000,000
Formula
CRR Weekly = (Total Weekly Returns and Reported Rejects / Previous Week Products Shipped) * 1,000,000
• At a Workcell level or for small revenue sites, this metric may be assessed on a Monthly basis only to avoid high PPM
fluctuation related to weekly shipped quantities or customer(s) only reporting rejects Monthly.
CRR Quarterly / Yearly / Year to Date = (Total Returns and Reported Rejects during the reporting period / Products Shipped
during the reporting period with an offset of minus 1 Month) * 1,000,000
Examples • Monthly example: Products Returned and Rejected in Current (Nov) Month = 200, Products Shipped in Previous (Oct)
Month = 12,000. CRR (Nov) = 200 / 12,000 *1,000,000 = 1,667
• Weekly example: Products Returned and Rejected in Week 44 = 6, Products Shipped in Previous Week 43 = 3,000.
CRR Week 44 = 2,000
• Year to Date example: Products Returned and Rejected in Sep-May = 1,200, Products Shipped in Aug-Apr = 640,000
CRR(YTD) = 1,200 / 640,000 * 1,000,000 = 1,875

Notes Numbers may vary significantly when product first ramps or during end of life.
• After a product is EOL with no new product being manufactured or sold any return or reject for the same product may be
excluded from the plant overall CRR PPM. It must have a separate reporting method (i.e.: chart spreadsheet) to show
the quantity of returns/rejects and any financial impact to the business unit.
• Material that is returned only for an upgrade, paid repair, or those that are not covered by warranty should be excluded
from the calculation. ALL other returns or rejects should be added to the calculation – no exceptions.
• The calculation includes Jabil induced defects and supplier induced defects, - including product deemed NPF.
• The calculation includes all customer perceived non-conformances. Product returned or rejected with unknown
responsibility must be included until such time as customer either accepts responsibility or agrees that cause of defect
was outside of Jabil control.
• All known or reported defects determined to be in Warranty (Jabil, Supplier, or unknown responsibility) not shipped back
to Jabil (i.e. customer performs repair or rework) MUST be included in the calculation.
It is critical that sites know exactly what the cause is for each return. This provides the best start for driving Root Cause
Analysis of our internal process or on the customer’s end. Also, this is for internal Jabil reporting only. If a site/work cell
has an agreement with a customer to include or extract certain defects from the calculation during QBR's, etc. - that is
acceptable, as a separate metric. Internal reporting for Customer Reject Rate must always be calculated as shown in
the example and in the notes.
• When there is the case that the site supplies products to other Jabil facility, the site shall measure the IRR (Internal
Reject Rate) … IRR is only captured and reported Monthly, using the same formula as the one described above for CRR
Monthly.

Data collection For EMS, CRR and IRR data is a manual entry to OPSCOM. CRR shall be entered Weekly using the Manual Data Entry Feature
and the CRR Weekly formula. IRR: when applicable, shall be entered Monthly using the CRR Monthly formula. Training
material is available within OPSCOM system. Data reporting is available within OPSCOM and JEMSum.
For JGP, shipping and reject qty are daily captured from SAP. Reject qty can be monthly manual modified when meeting the
above exception as “notes” upon site QM approval.

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Customer CARs Goal: Plant Specific

Reporting Frequency – Monthly, Quarterly Owner: Quality
Capabilities: Electronics, Plastics, Metals
The Customer CARs metric measures the number of Customer Complaints (per CAPA Procedure 00-QS20-00009) issued during a Month or a
Quarter. Customer CARs that have been cancelled by the Customer due to not being Jabil’s or the Supplier’s liability are excluded from the
calculation. At the site level, the number of Customer CARs is the summation of all Customers CARs. This metric applies to all Manufacturing,
Design, and Services locations
Impact • Customer CARs are an indicator of Customer Satisfaction.
• It also indicates the effectiveness of our Quality Management System in delivering product that meets our Customers’
requirements.
• Customer CARs require Corrective and Preventive Actions to eliminate the cause(s) of the non-conformity and to prevent
re-occurrence.
Current
Formula The number of Customer CARs received in a Month / Quarter

Example In January, Workcell A received 2 Customer CARs.

Workcell B received 1 Customer CAR
Workcell C received 2 Customer CARs, but one of these was cancelled by the Customer due to the Customer taking the
responsibility for the defect

January Customer CARs = 2 + 1 + 1 = 4 Customer CARs

Notes • CARs received during the Design and Development phase and during NPI phase shall also be counted.
• Customer Complaints during NPI are tracked as # NPI CARs per project

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CAR Time to D4 (Open & Closed), Goal:

CAR Time to D7 (Open & Closed) As defined in the applicable QMS
Reporting Frequency – Weekly Owner: Quality
Capabilities: Electronics, Plastics, Metals

CAR: Corrective Action Request

CAR Time to Close = CAR Average Days to Close
Current CAR Time to D4 (Open) = Sum of Days between Concern or CAR Creation Date (whichever comes first) and Reporting
Formula Date / Total # CARs Open at D4 on the Reporting Date.
CAR Time to D4 (Closed) = Sum of Days between Concern or CAR Creation Date (whichever comes first) and CAR D4
completion date (for D4 CARs closed during the reporting Month) / Total # CARs Closed at D4 during that month.
CAR Time to D7 (Open & Closed): Same as CAR Time to D4 (Open & Closed) as applicable to the D7 step.

Example For January, 3 CARs are still Open at D4, and 2 CARs are Closed D4 during the month of January:
• 3 CARs still Open at D4 in January:
- CAR 1: 15 Days from Concern creation to the reporting date
- CAR 2: 12 Days from CAR creation to the reporting date
- CAR 3: 21 Days from Concern creation to the reporting
reporting date
date
TOTAL # Days Open = 15 + 12 + 21 = 48
CAR Time to D4 (Open) = 48 (Total # Days Open) = 48 . = 16
3 (Total # CARs Open at D4) 3
• 2 CARs that Closed D4 in January:
- CAR 1: 16 Days from Concern creation to the date D4 Closed
- CAR 2: 6 Days from CAR creation to the date D4 Closed
TOTAL # Days for CARs that Closed D4 in January = 16 + 6 = 22
CAR Time to D4 (Closed) = 22 (Total # Days to Close D4 in Jan) = 22 . = 11
2 (Total # CARs that Closed D4 in Jan) 2
• Same formula concept applies for CAR Time to D7 (Open & Closed)

Notes • Supplier and EHS and SER CARs are not included in the calculation and are monitored separately by the Supplier
Quality and EHS and SER teams. All other CAR categories, including Cross Site Preventive Actions (CSPA) shall be
included.
• Time to D4 for CARs with open and closed D4 may be differentiated in the reporting (e.g., stack bar charts or
filtering).
• Site to site CARs shall be accounted against the sending site.

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Cost of Quality (COQ) % Goal: Segment / Division / Site specific

Reporting Frequency– Months Owner: Quality
Capability: Electronics, Plastics
The “cost of quality” is expressed as a percentage of the sum of costs incurred (Prevention, Appraisal and Failure) from the Total Revenue Sold.

Impact It is a measurement used for assessing the waste and losses from a defined process or the sum of costs incurred in
maintaining acceptable quality levels plus the cost of failure to maintain that level (cost of poor quality)
Current
[(Prevention, Appraisal and Failure costs) / (Revenue)] X 100
Formula

Example Prevention costs = $1,500 Appraisal costs = $2500 Failure costs = $3000
COQ= $7,000 ($1,500 + $2500 + $3000)
Revenue = $500,000
[$7,000 / $500,000] X 100 = 1.4%

Notes • Prevention costs may include but not limited to Quality Tech’s, Quality Eng., Mistake proofing, Quality & Test equipment
maintenance.
• Appraisal costs may include but not limited to Test Tech’s, Test Eng., Production QC, OBA Inspectors and Quality & Test
equipment.
• External failure costs may include but not limited to RMA and Warranty costs.
• Internal failure costs may include but not limited to Rework and scrap (production, cycle count, obsolete and recovered
monies)
• Costs must be allocated into the correct cost categories in SAP and TM1 to ensure accurate data to drive the proper
corrective actions..
• The cost categories and Revenue used to calculate the COQ metric is derived from the Cost of Quality report run in TM1
and can be found under Views / Reporting General Ledger / Cube View “Actual Cost of Quality.”

See TM1 for the most up to date categories used to calculate the COQ.

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Defects Per Million Opportunity (DPMO) Goal: Plant Specific

Reporting Frequency– Days, Weeks, Months Owner: Quality
Capability – Electronics, Plastics, Metals
This metric is used to define the number of defects in relation to opportunities for defects. Opportunities are derived from four categories, Total
Component, Placement, Termination and Assembly.
Impact • DPMO is a measurement for the overall quality of product that Jabil is producing.
• The intent of DPMO is to allow comparison of two dissimilar assemblies on an equal level

Current [(Total Component +Placement + Termination + Assembly Defect) / (Total Component +Placement + Termination +
Formula Assembly Opportunities on total Qty of boards run)] X 1,000,000

Example 5 defects out of 3,500 opportunities

[5 / 3,500] X 1,000,000 = 1,429 DPMO

Notes • DPMO is a better-quality identifier than FPY and DPM when comparing processes between products with varying levels
of complexity.
• DPMO The number of opportunities can vary with each assembly and the measurement is used to compare a simple
product with a complex product in similar terms.
• If a Work cell is only performing box build or system assembly, defects and opportunities should be entered in the
Assembly fields.

FNI PPM (Parts Per Million) – For EMS Only Goal: Plant specific
Reporting Frequency – Days, Weeks, Months Owner: Quality
Capability: Electronics

This metric is used to define the number of defective units per million at Final Inspection (FNI) stations.

• Impa • FNI is the final inspection station for a given process or manufacturing line, prior to pack out and OBA.
ct • The data is used to drive continual improvement in the manufacturing process with emphasis placed on the
implementation of corrective actions, preventive measures, and rapid feedback to the manufacturing operations.
• Defects found at FNI may trigger the need for purge, containment, line stoppage, etc. based on the concerns/issues. The
Manufacturing and Quality team are empowered and accountable to make the correct decision(s) to protect our customer
and Jabil.

Each site shall ensure the correct mapping of the process steps and stations within OPSCOM.
• Curre
nt Formula FNI DPM: [(Defective Units @ FNI) / (Total Units Inspected at FNI)] X 1,000,000.

• Exam • FNI: 10 units rejected from an inspected quantity of 5,050. The DPM calculation is as follows: [10 / 5,050] X 1,000,000 =
ples 1,980 DPM
• Example of FNI for PCBA: SMT SPI -> SMT AOI/QC -> ICT -> Wave/Selective Solder -> Through Hole Inspection -> FVT
-> FNI -> OBA
• Example of FNI for PCBA with Box Build: SMT SPI -> SMT AOI/QC -> ICT -> Box Build -> FVT -> FNI -> OBA
• Example of FNI for HLA: HLA -> FVT -> FNI -> OBA

• Notes • FNI shall also be included in FPY and RTY mapping and calculation

OQC DPM (Defects Per Million) instead of OBA Goal: As defined in Quality objectives
template
Reporting Frequency– Days, Weeks, Months Owner: Quality
Capability – Plastics, Metals

This metric is used to define the number of defective units per million at the Outgoing inspection station.

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OQC DPM (Defects Per Million) instead of OBA Goal: As defined in Quality objectives
template
Reporting Frequency– Days, Weeks, Months Owner: Quality

Capability – Plastics, Metals

• Impact • OQC inspection is a simulation of the Customer’s receiving function and is a report card of our internal processes.
• The data is used to drive continual improvement in the manufacturing process with emphasis placed on the
implementation of corrective actions, preventive measures, and rapid feedback to the manufacturing operations.
• OQC defects are a good indicator of Jabil internal process escapes. It is important to pin-point the area of escape
and root cause this to prevent recurrence.
• Defects found at OQC may trigger the need for purge, containment, line stoppage, etc based on the
concerns/issues. The Manufacturing and Quality team are empowered and accountable to make the correct
decision(s) to protect our customer and Jabil.
• Current OQC= [(1st Defective Units @ OQC) / (Total Units Submitted)] X 1,000,000.
Formula Where Defective Units is equal to 1st defective units
Where Total Units Submitted is equal to the 1st inspection units

• Examples • For sampling outgoing inspection: lot size is 1k, sample size is 80pcs, found 2pcs defective units. Although this lot
should be rejected, re-inspection should be taken, whatever re-inspection data should be not included. So
OQC=2/80*1000000=25000ppm.
• For 100% Outgoing inspection: Lot size is 1k, OQC 100% inspect 1k units, found 10pcs defective units. Although
defective units could be reworked or repaired to good units, the defective units should be not included the good
units after repaired or reworked. So OQC=10/1000*1000000=1000ppm

OBA PPM (Parts Per Million) Goal: Plant specific

Reporting Frequency – Days, Weeks, Months Owner: Quality
Capability- Electronics, Plastics, Metals
This metric is used to define the number of defective units per million at the Out of Box Audit (OBA) station.

• Impa • OBA audit is a simulation of the Customer’s receiving function and is a report card of our internal processes.
ct • The data is used to drive continual improvement in the manufacturing process with emphasis placed on the
implementation of corrective actions, preventive measures, and rapid feedback to the manufacturing operations.
• OBA defects are a good indicator of Jabil internal process escapes. It is important to pin-point the area of escape and root
cause this to prevent recurrence.
• Defects found at OBA may trigger the need for purge, containment, line stoppage, etc based on the concerns/issues. The
Manufacturing and Quality team are empowered and accountable to make the correct decision(s) to protect our customer
and Jabil.
• Curre Accepted Lot: [(Defective Units @ OBA) / (Total Units Submitted to OBA)] X 1,000,000. Where Total Units Submitted
nt Formula is equal to the sample size (If the selected sample from the lot is free of defects). Follow the local/site procedure for sample
size and lot size determination. Also see example 1 below.
Rejected Lot: [(Defective Units @ OBA) / (Total Units Sampled at OBA)] X 1,000,000.
Note that any defect found will cause the lot to be rejected, thus triggering the need for a 100% screening of the lot. Due to
100% sampling, the “Total Units Sampled” is now the total lot size and hence is the “Total Units Submitted”. …see example 2
below….
Note 1. For NPI OBA, same formulas will be used, only considering products running as NPI.

• Exam • For: Accepted Lot: 0 units rejected from a sample qty of 34, and the lot size was 650. The DPM calculation is as follows:
ples [0 / 34] X 1,000,000 = 0 DPM
• For a Rejected Lot: 5 units were rejected out of a sample size of 34, and the lot size was 650. The lot was rejected and
must go to 100 % screening. The screening revealed an additional 90 defects on the remaining 616 units. All 95 defects
were then reworked, re-inspected, and the lot was then re-submitted to OBA. This second OBA inspection of this lot
yielded no defects, so the lot passed. The initial DPM calculation would be as follows: [5 / 34] X 1,000,000 = 147,059
DPM. The final DPM calculation for this lot would be as follows: [95 /650] X 1,000,000 = 146,154 DPM. The OBA DPM
data is always the total defects and the total inspected. Therefore, we use the total of 95 defects from the lot of 650 units
as the DPM data to enter in the system.
• Here the sample size of 34 yielded 5 defects so the initial defect rate was 5/34 based on the initial sample. However, any
defect will cause the lot to fail and hence go to 100% sampling.
• OBA should enter this initial data in their OBA log sheet and fail the lot. OBA should not enter this lot into the system until
the lot finally passes OBA inspection. All defects found in the 100% screening of the lot should then be tabulated and
entered.
• It is not OK to enter a defect rate of 5/650 based on the initial inspected sample, since that would be claiming the
remainder of 616 in the lot is defect free without even inspecting all 650!!! See note 3 below.

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• Notes • If the selected sample from the lot is free of defects, the sampled quantity is used for “Total Units Submitted” to OBA –
see example above.
• If the selected sample from the lot is not free of defects, we reject the whole lot. Note all Jabil sites must reject lots on 1
or more defects and we only accept lots based on zero defects.
• If the lot is rejected or quarantined for repair or re-screening, additional defects must be recorded into the OBA DPM
calculation/database. Rejected lots are 100% screened/sampled so the “Total Units Sampled” is equal to the lot size or
“Total Units Submitted”.
• If the lot is rejected, the same inspection criteria utilized for the initial sample must be applied to the entire lot inspected.
• RMA Products are not included in the DPM Metric.
• The sample size is a statistical representation of the entire lot and it’s determined by the local/site sampling procedure.
The rules for determining lot size are also stated in the site procedure.
• There is not process indicator category at OBA, it is either fail or pass according to product specs.

Cost per Placement (CPP, CPP1k) Goal: Plant Specific

Reporting Frequency– Monthly Owner: ME
Capability: Electronics (SMT only)
Impact This KPI will be used to track trends.
CPP is pair of OEE - translate the efficiency (both the line efficiency and the cost management) to a financially expressed KPI.

Current Financial calculation:

Formula Mfg direct cost (act, line A) =
= CPP (act, line A) * Components (act., Line A)

CPP [Line 'A'] = (Monthly Machine Depreciation + Monthly Maintenance + Monthly Building Cost + Monthly Operator Cost in
all Shifts incl. OLFS + Monthly cost of Workcell Staff) / (Total placed components in the given month)

Example LineA CPH = 114000 ; Depreciation = 18000 USD , Maintenance 8000 USD, Bay area = 1200 Sqrft @ rate of 2$
1 Team Leader works with 2 Operators and 1 QC and 1 Tech with a rate of 1000$ in 4 shifts
Line is supported by 0.8 head per shift in OLFS at rate $1000 in 4 shifts.
Line is supported by 0.5 Engineer, 0.4 Buyer, 0.2 IA, 0.2 Planner, 0.2 Line Leader, 0.2 QE, 0.4 TE (Total 2.1 heads) with monthly
average.$3500 rate

CPP (actual, Line A) = ($18000 + $ 8000 + $ 2*1200 + 4 * 5 * $1000 + 4 * 0.8 * $1000 + 2.1 * $3500) / (24.62 millions ) =
$55750 / 24.62 millions=
= 0,002264 $ / component
CPP1k (actual, line A) = CPP * 1000 = 0.002264
= 2.264 $/1000 components
The site result is the sum of all lines: Sum (MFG cost, Line A...Z) / Sum ( actual placement, line A...Z)

Target Target can be calculated with OEE target and Forecasted costs.

Assuming there is no headcount variance and costs are same as above, target OEE is 35%:
CPP (target) = MFG cost (Forecast, line) / Component (Forecasted, lime) = $55750 / (114000*24*30*0.35) = $55750/28.72
million components = $0.00194 / component
CPP1k(target) = 1.94 $/1000 components

Sources Placed components: OEE Web Tool, Arch

Downtimes: MES Manufacturing Metrics, MPT, Arch React
CPH (theoretical): IPC 9850A

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Diagnostic Efficiency Goal: Depending on product

complexity.
Reporting Frequency– Weekly Owner: TE
Capability: Electronics
An indicator of the accuracy on the diagnostic.

Impact Low Diag efficiency, could impact on:

• Increase the risk of not the accuracy diagnostic of products and increasing numbers of test loops.
• Increase the risk of the trend of falling of debug productivity and efficiency which would increase debug WIP.
• Increase the risk of damage in damaged components and scrap

Current
Formula

Notes Goals:
High Complexity:80%
Medium Complexity: 85%
Low Complexity: 90%

Diagnostic Productivity Goal: 85%

Reporting Frequency– Weekly Owner: TE
Capability: Electronics
Productivity is the measure of actual throughput in diagnostic process compared to what the process can produce.

Impact Low Diag productivity, could impact on:

• Increase debug WIP.
Increase the risk of damage in damaged components and scrap.

Current
Formula

Notes • Debug productivity must be evaluated in terms of the output of a diagnostic in a specific period of time. This is the
measure of the actual throughput at the debug area of a diagnostic process compared to what Diagnostic Tech is capable
of diagnosing.

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First Pass Yield (FPY) Goal: Plant Specific

Reporting Frequency – Days, Weeks, Months Owner: ME
Capability – Electronics, Plastics
The FPY metric is a cumulative measurement expressed in a percentage. FPY is the percentage of products that complete the manufacturing cycle
having passed each process step at the first iteration of that process step.

To align the calculation, each capability shall classify the process steps onto categories based on the type of operations being performed, the
process flow, and the production system routing. Each site shall follow this classification and ensure the correct mapping of the process steps and
stations within OPSCOM.(for sites using OPSCOM)

Electronics capability example 1: For PCBA and Final Assembly, process steps will be classified as follow:

1. AI: All Automated Inspection stations at PCBA level (i.e. SPI, AOI, 5Dx, Xray, etc)
2. QC: All PCBA visual inspection stations (i.e. SMT QC inspection top/bottom, post Thru Hole Inspection, post Wave/Selecting soldering
inspection, Final PCBA inspection…etc)
3. ICT: All in circuit test stations
4. FVT: All Functional Validation Tests, including stress test (i.e.: Hipot, Functional test, Burn-in, etc)
5. Assy: All back end or box build inspection stations (i.e.: Final Inspection or inspection at critical stations such as conformal Coating, spot
potting, etc).

For sites with multiple lines or Workcells, calculation will be:

FPY (%) = AI1 passed + AI2 passed… X QC1 passed + QC2 passed… X ICT1 passed + ICT2 passed… X …
AI1 tested + AI2 tested… QC1 tested + QC2 tested… ICT1 tested + ICT2 tested…

Electronics capability example 2: For High Level Assembly (HLA), process steps may be classified as follow:

1. In Process QC: All in process inspection stations (e.g. Sub-assembly / Module / Rack inspections, etc)
2. Pre-Test: All tests performed prior to Final Test (e.g. Sub-assembly test, Hi-Pot, Burn In, pre-test, etc)
3. Final Test: All Final Functional Validation Tests for the complete HLA (e.g. Final FVT, Final Rack Level or HLA test, etc)
4. Final QC: All final inspections stations for the complete HLA prior to ship

For sites with multiple lines or Workcells, calculation will be:

FPY (%) = IPQC1 passed + IPQC2 passed… X Pre-Test1 passed + Pre-Test2 passed… X FTest1 passed + FTest2 passed… X …
IPQC1 tested + IPQC2 tested… Pre-Test1 tested + Pre-Test2 tested… FTest1 tested + FTest2 tested…

Plastic capability example: Process steps will be classified as follow:

1. Molding: All related injection molding

2. Assembly: All in-process manual inspection stations on assembly of plastic parts

For sites with multiple lines or Workcells, calculation will be:

FPY (%) = Molding1 passed + Molding2 passed… X Asy 1 passed + Assy 2 passed…
Molding1 + Molding2… Assy1 + Assy2…

Note: Processes that were aborted prior to completion are not included as a pass or failure in the FPY calculation.
Averaging process step yields is not an acceptable method for calculating First Pass Yield.

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First Pass Yield (FPY) Goal: Plant Specific

Reporting Frequency – Days, Weeks, Months Owner: ME
Capability – Electronics
Impact • The yields are used as indicators of process related problems from design to machine to method to human.
• FPY improvement will have the largest impact on improving productivity and driving manufacturing to understand the
process by monitoring yields.
• As yields are monitored and improved, the throughput will also be improved.
• Improved yields will minimize repair time and help reduce scrap
Current Electronics:
Formula FPY (%) = (Process step category #1 Non-Defective Units / Process step category #1 Units Processed) x (Process step
category #2 Non-Defective Units / Process step category #2 Units Processed) x (Process step category #3 Non-Defective
Units / Process step category #3 Units Processed) x (Process step category #4 Non-Defective Units / Process step category
#4 Units Processed) …x (Process step category #n Non-Defective Units / Process step category #n Units Processed) X 100

Note 1: At site level each process step category will include all Non defective units from all the stations from all the lines of
that process step category, and all units processed from all the stations and from all the lines inside the same process step
category.
Note 2: At regional or global level each process step category will include all Non defective units from all the sites and all
units processed from all the sites inside the same process step category.
Note 3. For NPI FPY, same formulas will be used, only considering products running as NPI.

Example Category QC. Non-Defective Units = 90 out of 100 Units Processed; FPY = 90%
Category AI. Non-Defective Units = 81 out of 90 Units Processed; FPY = 90%
Category ICT. Non-Defective Units = 69 out of 81 Units Processed; FPY = 85.1%
Category FVT. Non-Defective Units = 68 out of 69 Units Processed; FPY = 98.5%
Category Assy. Non-Defective Units = 67 out of 67 Units Processed; FPY = 100%
Cumulative FPY = .9 x .9 x .851 x .985 x 1 = .68 or 68%
Note 3: Units rejected at process step N, and re-introduced in the process (i.e., No Defect Found or reworked, and after
successful re-test) are included in FPY calculation for the subsequent steps N+1, N+2…etc.

Notes • The FPY measurements are taken real time on the line and captured in the Production System for data retention and
reporting.
• The yields are calculated for each run and used across multiple runs to drive continuous improvement.
• For data integrity purposes all known defects should be recorded. For example, IR and wave touch-up or known design
and material issues.
• First pass yield (FPY): Also referred to as the quality rate, the percentage of units that completes a process and meets
specifications without being scrapped, reprocessed, reworked, or retested.
• In the case of process indicator identified at AOI, it will be considered as false failure. It is recommended to correlate
failures reported by customer with AOI performance and inspector capabilities.
• In the case of changes to MES Defect Code list, users shall refer to MES Defect Code Request Form 00-QE80-00002.

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First Pass Yield (FPY – Batch Release) Goal: Plant Specific

Reporting Frequency – Days, Weeks, Months Owner: QE+ME+WCM
Capability – Plastics
Impact • Plastics Injection Molding and Assembly is a batch process and batches are produced and released to satisfy customer
production orders.
• Injection Molding and Assembly Operations release based on in process AQL sampling and batch release testing
(Dimensional, Cosmetic, functional).
• FPY can be measured at a batch level and the then a pareto of causes for failures can drive improvements cross
functionally across the manufacturing process which are captured within the NCMR.
• The ability of the workcell to produce product batches right first time directly impacts shipment schedules and satisfying
customer orders which directly results in Jabil revenue recognition as per the forecast.
Current Plastics:
Formula FPY Batch Release % = (Batches without NCMR / Total Batches Produced) x 100

NCMR = Non Conforming Material Report. Can also be Non Conforming Material.
Note 1: At site level each workcell producing customer product can be easily aggregated to achieve an overall site result.
Note 2: At regional or global level each workcell producing customer product can be easily aggregated to achieve an overall
site result.
Note 3: For sites with injection molding and assembly operations FPY Batch Release can be aggregated together to achieve
an overall site result.

Example

Notes • The FPY Batch Release results can be measured based on customer product and production process to gain a direct
insight into the pareto of failures across the site based on the information in the NCMR’s.
• This measure gives a cross functional result to allow for each function to observe how their function contributes to the
overall result and how they can focus to improve the metric in their area.

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First Pass Rolled Yield (FPRY) Goal: Plant Specific

Reporting Frequency– Weeks, Months Owner: ME
Capability – Metal
The FPRY is a plant overall FPY with consideration to ratio of projects’ production revenue. It is a weighted yield of the largest revenue production
lines and only counts 80% of the largest production lines for sites with over 10 projects. Each project FPY is the multiplication of yield at each
process or sub-process per process flow. Sub-process’s yield is the multiplication of yield at each process in the sub-process. The ratio of project
production revenue for each project/product:

• To be defined by site planner.

• Can be grouped as one family production revenue. Family product is a group of products/projects of similar design, process, and requirement but
different color, printing, etc. Site can determine a selling price (of a particular model or average selling price) based on this family product group.
• In the event of a change in selling price, existing selling price can remain if the price change is within 5%.
• When there are more than 10 projects/products at a site, the site can use 80/20 rule to determine the top production revenue projects/products
which made up 80% of total production revenue. If 80% of total production revenue is made up of more than 20 projects/products, site can
determine the top production revenue using these 20 projects/products.

Impact • Project FPRY are used as indicators on improvement priority.

• FPRY improvement will have the largest impact on improving productivity and driving manufacturing to understand the
process by monitoring yields.
• Improved yields will minimize repair time and help reduce scrap.
Current FPRY= Σ (FPYi x Ratioi by Production Revenue); i = project or product
Formula

Example • FPY of Project A:

Project A has three Sub-processes as SMT, Clean Room(CR) & TP per production process flow.

FPYProject A = FPYSMT * FPYCR * FPYTP=98%*95%*93%=86.58%

Example • When there are more than 10 projects, 80/20 Rule for determining Top Production Revenue Projects in a particular site.
Below is an example on ratio of production revenue contribution by project for determining the top production revenue
projects based on 80% rule. Ratio of production revenue from the top revenue projects is converted following the
interpolation formula as shown below.

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Notes • Data is taken real time on the line and captured in the Production System for data retention and reporting.
• Yields should be updated hourly on the white boards to identify trends and areas that need immediate attention.
• The yields are calculated for each run and used across multiple runs to drive continuous improvement.
• For data integrity purposes all known defects should be recorded. For example, IR and wave touch-up or known design
and material issues.
• First pass yield (FPY): Also referred to as the quality rate, the percentage of units that completes a process and meets
quality specifications without being scrapped, reprocessed, reworked, or retested.
• In the case of changes to MES Defect Code list, users shall refer to MES Defect Code Request Form 00-QE80-00002.

Overall Equipment Effectiveness (OEE) Goal: Plant Specific

Reporting Frequency–Days, Weeks, Months Owner: ME
Capabilities: Electronics, Plastics, Metals
An indicator of how effectively a process/equipment is producing good quality products within the time it is planned to run and with the expected
performance

Impact • This is a tool used to analyze the process/equipment performance, accounting for losses due to Availability,
Performance and Quality
• This indicator will sustain and continuously drive the improvement of all aspects of process/equipment effectiveness,
maximize the up time, deliver the quality output with the expected standard performance

Current OEE = Available Rate x Performance Rate x Quality Rate

Formula
Availability Rate (how much time the line actually runs versus the available time)
= Actual Operating Time / Total Available Time
- Total available time = 8 hours (per shift), 168 hours (per week)
- Actual operating time per shift = total available time – all downtime
Performance Rate (how fast the machine actually runs versus the standard speed)
= Total Actual # of Placement / Total Available # of Placement
- Total available # of placement is the sum of all available # of placement (IPC9850
Standard) of each individual pick and place machine from the entire SMT line
- The IPC9850 Placement Standard was provided by the Global EOS team.
- Total available # of placement only counts the placement available during uptime.
- Total actual # of placement = sum of actual output of each individual product multiply by total # of SMT
components of the correspondent product
- The Performance Rate Per Shift is then the numerator divides by the denominator.
- IPC9850 Standard
Quality Rate (how many good quality products were produced the first time) = FPY

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Example SMT Configuration: DEK – HSP4797S – HSP4797S – GSMII – Omni Reflow

Actual Output Model A = 600 per shift # of SMT Components = 389
Actual Output Model B = 500 per shift # of SMT Components = 491
Total Down Time = 1 hour
IPC9850 CPH: HSP4797S = 38,132, GSM II = 4,864 Total CPH = 81,128
Availability Rate = 7.0 hrs / 8.0 hrs = 87.5%
Performance Rate = (600 x 389 + 500 x 491) / (81,128 x 7) = 84.3%
FPY = 97.3%
OEE = 87.5% x 84.3% x 97.3% = 71.77%

Notes The low OEE was contributed by the low availability rate and performance rate; therefore, we will have to focus on reducing the
downtime, and get the ME to improve the placement optimization.
When presenting and reviewing the O.E.E metric, the team should be able to categorize losses (e.g. Pareto
Analysis) using the following production downtimes reason’s codes:
• Manufacturing Downtime – Definition given below.
• Internal Material Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by Material shown available in the ERP system / Warehouse but not available in the
necessary manufacturing area.
• External Material Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by material not available in the warehouse.
• Planning Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by production planning issues (e.g. wrong capacity model, Incorrect Build Plan, Plan
without material readiness).
• Quality Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by e.g. raw material quality issues, pre-sorting, Incoming Quality Control issues, missing
OBA headcount, incorrect inspection run rates…
• Process / Equipment downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by e.g. machine downtime, preventive or corrective maintenance issues, tooling
problems, process related defects, incorrect run rates…
• Test Downtime – Definition given below.
• IT Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by IT Systems issues such as servers IT systems issues, non-conforming IT tools,
missing IT tools, and not planned IT maintenance…
• Facility Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by Facility issues such as power cut, leaking roof, inadequate air, nitrogen and vacuum
pressure.
• Changeover Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by Production Changeover Activities (standard and non-standard).
• Engineering Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Poorly planned NPIs or poorly managed ECNs
• Customer Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Customer Priority change
• Connectivity Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by machine connectivity issues (e.g. FOF)

1. OEE is to be reported based on 24/7 operation, 168hrs/week resulting in 720-744hrs/month (30-31 days/month) and
8,760hrs/yr (365 days/year) to capture all opportunity. Jabil’s OEE metric reflects the Total Effective Equipment Performance
(TEEP) in general Lean terminology.

2. All installed lines which are connected for Production are to be reported. This method of reporting is critical to the
company’s visibility of the true asset investment and actual asset utilization to better manage our business. Even assets with

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$0 NBV are critical to report to keep track of sites that are in line for placement system re-tooling as we work to keep our sites
equipped with the latest industry technology to keep our company healthy and competitive.

a. Installed lines are defined as installed once the confirmation of installation is complete and Finance begins depreciation of
the equipment to the assigned account is complete and line is ready to run.

b. Only allowable exception to this guideline is for modules which are installed offline for the use of PM, testing, repair, or
calibration as these systems are not production capable or configured for such activity.

c. For those Bays/Work-cells with ‘Low Demand’ or ‘Material Shortage’; it is required to assess on the duration of the impact
and decide whether the line needs to be shut down or release the Bays via AOP process.

i. If shutdown of 5 days or more or outside the agreed contract with the customer, FIA needs to be raised via the FIA
procedure(00-OP20-00009-A) as a justification to hold the Bay in place within the factory. Exception for this situation is related
to the Holiday shutdowns where FIA is not required but OEE needs to continue to be reported.

ii. If it is determined the line configuration is no longer required for the customer or demand; Site must perform AOP and
determine new configuration and follow Asset Management Procedures to release non-required systems to Surplus or follow
the Asset Management Procedures to release the entire line if no longer required. Once line or assets are released for Surplus,
then these assets can be removed from the OEE reporting.

d. All NPI lines are required to be reported for OEE in accordance to point 2a.

i. NPI lines are required to report OEE even during the review period of the customer products after the NPI builds prior to the
customer allowing the line to be released for production or for other customers.

ii. This reporting is critical to the company’s visibility of the true asset investment and actual asset utilization to better manage
our business.

iii. Regardless, if the line is only NPI, the equipment was purchased by Jabil and are production capable placement systems
which can generate revenue, so it is crucial for it to be visible for accountability.

e. Only assets that are released and being moved to Surplus Inventory can be removed from reporting for OEE.

3. Line configuration being reported must match exactly to the line configuration on the floor running production.

a. Production floor line configuration must match to the NEXIM/FLEXA line layout, the Jabil WEB OEE line configuration and the
MESuites line configuration.

b. Engineering is responsible to apply the best configuration to the WebOEE until new development is completed to fully
automate the CPH data capture of this.

4. JEMSfm7.0 is required to be installed and running to ensure the correct configuration details are being utilized to accurately
capture the IPC CPH numbers for OEE calculations.

a. Jabil has migrated from SFM to JEMSfm for efficiency and enhanced machine connectivity.

b. As Industry 4.0 has become the cornerstone in defining our manufacturing success, the EMS Operations saw a need to
develop a standard to guide applications that operate within these connected and automated smart factory systems. Through
the initiative of Factory of the Future (FoF), the EMS IT and EMS Operation teams have worked on an initiative to migrate
current SFM (Shop Floor Monitor) to JEMSfm (JEMS-Factory Monitor) to improve and enhance existing machine connectivity
within Jabil. JEMSfm, a baseline of FoF, will enable more machine types monitoring using CFX (Connected Factory Exchanged)
and automate the OEE (Overall Equipment Effectiveness) calculation.

c. ARCH is a new development which will allow live streaming of a new Dashboard for production results within 6 months,
March 2024 timeframe.

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5. The suitable head configuration must coincide with the Latest platform technologies being utilized.

a. Highest performance head per module type and system generation is to be utilized within line configurations to achieve the
best possible IPC CPH possible for the generation of equipment chosen.

i. Example: NXTIII series equipment for placing chip components with a size range of 0201mm-5mm x 5mm x 2mm Ht. are
configured with H24S placement heads and not heads such as an H08 style placement head.

ii. Exception 1 to this would be in the effort to handle a component size that exceeds the H24 heads placement height
capability of 2mm, however in this type of case the V12 head should be utilized with 3mm Ht capability.

iii. Exception 2 to this would be in the effort to handle a component size with a height requirement >3mm Ht capability, in this
case the H08M head should be considered unless the module is an M3 in which case an H08(Q) could be utilized in rare
occasions.

Overall Equipment Effectiveness (OEE2) Goal: Plant Specific

Reporting Frequency–Days, Weeks, Months Owner: ME
Capabilities: Plastics
An indicator of how effectively a process/equipment is producing good quality products within the time it is planned to run and with the expected
performance.

Impact • This is a metric used to analyze the process/equipment performance, accounting for losses due to Availability,
Performance and Quality
• This metric does not include Utilization and Availability is based on Planned Production Time
• The ability of the Jabil workcell to produce product to the agreed production schedule directly impacts shipment schedules
and customer order commitments leading to Jabil revenue recognition as per the forecast.

Current OEE = Available Rate x Performance Rate x Quality Rate

Formula
Availability Rate (how much time the line actually runs versus the available time)
= Actual Run Time / Scheduled Time
Scheduled Time = (Actual Run Time + Unplanned Down Time)
Performance Rate (how fast the machine actually runs versus the standard speed)
= Actual Parts Per Hour / Standard Parts Per Hour
Quality Rate (how many good quality products were produced the first time)
= Good Parts Out / (Actual Good Parts Out + Scrap Qty)

For certain production systems the following calculation can be used to get to the same OEE result value. This formula has
inputs which are easily measured in the production environment for highly complex and multi module systems which have
multiple scrap points and sub-assemblies being produced.

Example

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Overall Equipment Effectiveness (OEE2) Goal: Plant Specific

Reporting Frequency–Days, Weeks, Months Owner: ME
Capabilities: Plastics
Notes Each element of the OEE metric can be pareto analyzed to gain an insight into the equipment effectiveness while planned to be
run without the influence of non-scheduled time.
When presenting and reviewing the O.E.E metric, the team should be able to categorize losses (e.g. Pareto
Analysis) using the following production downtimes reason’s codes:
• Manufacturing Downtime – Definition given below.
• Internal Material Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by Material shown available in the ERP system / Warehouse but not available in the
necessary manufacturing area.
• External Material Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by material not available in the warehouse.
• Planning Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by production planning issues (e.g. wrong capacity model, Incorrect Build Plan, Plan
without material readiness).
• Quality Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by e.g. raw material quality issues, pre-sorting, Incoming Quality Control issues, missing
OBA headcount, incorrect inspection run rates…
• Process / Equipment downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by e.g. machine downtime, preventive or corrective maintenance issues, tooling
problems, process related defects, incorrect run rates…
• Test Downtime – Definition given below.
• IT Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by IT Systems issues such as servers IT systems issues, non-conforming IT tools,
missing IT tools, and not planned IT maintenance…
• Facility Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by Facility issues such as power cut, leaking roof, inadequate air, nitrogen and vacuum
pressure.
• Changeover Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by Production Changeover Activities (standard and non-standard).
• Engineering Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Poorly planned NPIs or poorly managed ECNs
• Customer Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Customer Priority change
• Connectivity Downtime = [(Minutes lost / 60) / (Total Hours)] X 100
Where Minutes lost are caused by machine connectivity issues (e.g. FOF)

Notes
• All installed lines which are connected for Production are to be reported.
• Installed lines are defined as installed once the confirmation of installation is complete and Finance begins
depreciation of the equipment to the assigned account is complete and line is ready to run.
• Only assets that are released and being moved to Surplus Inventory can be removed from reporting for OEE.
• PowerBI reporting can be configured to automate the data collection and reporting of this metric. Link - Operations
Dashboard - Power BI

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Overall Equipment Effectiveness (OEE2) Goal: Plant Specific

Reporting Frequency–Days, Weeks, Months Owner: ME
Capabilities: Plastics

Overall Labor Efficiency (OLE) Goal: Plant Specific

Reporting Frequency – Months Owner: IE
An indicator of the site’s overall labor efficiency by comparing products produced (value add work) to actual DL working hours worked (both value
add and non-value add DL labor).
Impact • This indicator will allow sites to understand how well actual DL working hours are allocated to value add work
• Provide an indicator to measure our labor efficiency against DL working hours and drive for continual improvement
Current OLE = Σ (total units produced x standard man hour) / Total working DL hours
Formula
- Total units produced = actual production output of each type of product produced
- Standard Man Hour (SMH) = standard MANUAL time required to perform the entire manufacturing
processes (excluding machine time) to produce one complete unit of final product, unit shall be in
“HOURS”
- An engineering time study with either a Stop Watch, MOST (Maynard Operation Sequence Technique) or
MTM (Methods Time Measurement) shall be used to establish the standard man hour (SMH).
- Standard Man Hour shall be calculated by IE/ME

- Total DL working hours = All actual DL hours captured for wages computation including value add and non-
value add operations. The total # of DL used MUST INCLUDE all categories of direct labor, which covers all
the on-line and off-line processes such as, but not limited to VA DL paid hours of assembly, test, inspection,
OBA, and packing operators, as well as the supporting NVA DL paid hours like line leaders, floaters, materials
handlers, warehouse, stockroom, SMT feeder operators, and rework/debug operators.

IMPORTANT NOTE: VA DL and NVA DL classifications can always be obtain by consulting with the Global IE
team. These classifications can change according to business needs.
- NOTE: Total DL working hours data can be retrieved from the local site’s HR clock system. It is important
to note that actual hourly wages ARE NOT needed! Only total hours clocked!

- When presenting OLE, IE’s shall be able to explain why the reporting OLE% is what it reports as by

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understanding the data input elements of OLE. There are 3 main detractors to OLE: NVA DL Hours,
manufacturing line downtime minutes, and low levels of line balancing. The IE’s shall be able to drill down
appropriately in each data set to assist in driving continual improvement to their OLE metric.
- Specifically for the OLE detractor “manufacturing downtime minutes”, the IE’s (and other engineering &
department areas) shall reach out to Global IE’s to further understand appropriate downtime minute
classifications; or validate by use of a global standard application where applicable. Downtime minute
classifications may change appropriately due to business needs.
- Low line balancing level cause some operators on the line to wait while other operations on the continuously
flowing line are work. For example, if a bottleneck is 60 seconds, but the next station is 30 seconds… then 1
operator is not performing any value add labor for 30 seconds for each unit produced even if the manufacturing
line has no downtime minutes.

Example OLE = Σ (Total Units Produced x Standard Man Hour) / Total DL working hours
Example 1:
Product A unit SMH = 0.0025
# of Product A produced = 570
Product B unit SMH = 0.0462
# of Product B produced = 1500
Product C unit SMH = 0.0331
# of Product C produced = 2200
Total # of DL Paid Hours = 500

OLE = [(Product A SMH * # of Product A) + (Product B SMH * # of Product B) + (Product C SMH * # of Product C)]
/ Total DL Working Hours

OLE = [(0.0025 * 570) + (0.0462 * 1500) + (0.0331 + 2200)] / 500

OLE = [1.425 + 69.3 + 66.2] / 500
OLE = 136.925 / 500
OLE = 0.2739 or 27.39%

As a best practice, sites may drill down OLE by separating out NVA DL working hours; but, MUST LABEL
IT APPROPRIATELY AS OLE VA! To be clear, OLE still must be maintained and reported will all VA and
NVA DL working hours.
Total DL working hours = 500
VA DL working hours = 200
NVA DL working hours = 300
OLE VA = 136.925 / 200 = 0.6846 or 68.46%
In addition to the above, as needed, the IE or engineer may drill down the 3 detractors:
136.925 total SMH hours (a.k.a. value add work)
300 NVA paid hours.
60 hours of cumulative downtime minutes
And, therefore, determine that 3.075 hours are attributed to low line balancing levels.
VA DL working hours – Total SMH hours – downtime minutes (in hrs) = hours lost due to low line
balancing levels. (200 – 136.925 – 60 = 3.075).

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Notes If you used more DL (VA or NVA DL) than necessary to produce the standard output, the OLE will drop.

IE’s and other engineers should always validate SMH to ensure all credit is given to ensure positive OLE.

When presenting OLE, IE’s shall be able to explain why the reporting OLE% is reporting the number it is by
understanding the data input elements of OLE. There are 3 main detractors to OLE: NVA DL working Hours,
manufacturing line downtime minutes, and low levels of line balancing. The IE’s shall be able to drill down
appropriately in each data set to assist in driving continual improvement to their OLE metric.

Specifically for the OLE detractor “manufacturing downtime minutes”, the IE’s (and other engineers) shall reach
out to Global IE’s to further understand appropriate downtime minute classifications; or validate by use of a
global standard application where applicable. Downtime minute classifications may change due to business
needs.

Low line balancing level cause some operators on the line to wait while other operations on the continuously
flowing line are work. For example, if a bottleneck is 60 seconds, but the adjacent station is 30 seconds… then
the 2nd operator is not performing any value add labor for 30 seconds for each unit produced even if the
manufacturing line has no downtime minutes.
Scrap Percent Goal: Global/ Ops Management / Region / Site
specific
Reporting Frequency– Weekly, Monthly, quarterly Owner: ME
Capability: Electronics, Plastics, Metals
The dollar amount of material scrapped in the current Month expressed as a percentage of the Total Bill of Material Cost Sold during the Month.
May also be reported weekly or quarterly.
Dollar amount is the sum of following 4600 Production scrap accounts:
o 46000 Production Scrap
o 46018 Production Scrap
o 46019 Production Scrap Adj
o 46020 Production Scrap
o 46023 Obsolete Scrap
o 46024 Obsolete Scrap Adj
o 46030 Lost goods in Transit
o 46050 QC Samples
o 46070 Cycle Count Scrap
o 46071 Cycle Count Scrap
o 46075 Cycle Count Scrap Adj

NOTE: For Plastics Engineering Project Costs which include mold tooling costs these costs should not be included. E.g. Mold Tooling costs which
are customer funded, New Mold Tooling, any other project related cost which is not Commercial Production related.

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Impact • The scrap % is useful to expose areas where large volume or high dollar material is being scrapped to indicate a
problem with a process.

Current
(Dollar Scrap movements *) / (Total Bill of Material Cost Sold) X 100
Formula

Example a) Production scrap

Dollar Scrap movements during the Month = $900 material scrap + $600 product scrap + $200 QC samples = $1,700
Total Bill of Material Cost Sold during the Month = $750,000
Production scrap (%) = $1,700 / $750,000 * 100 = 0.23%
b) Cycle Count Scrap
Dollar Scrap movements during the Month = $100 Lost goods + $300 Cycle Count scrap - $150 cycle count scrap
recovery = $250
Total Bill of Material Cost Sold during the Month = $750,000
Cycle Count Scrap (%) = $250 / $750,000 * 100 = 0.03%
c) Excess & Obsolete scrap
Dollar Scrap movements during the Month = $450 Obsolete scrap - $150 Obsolete scrap Offset from third party = $300
Total Bill of Material Cost Sold during the Month = $750,000
Excess & Obsolete scrap (%) = $300 / $750,000 * 100 = 0.04%
d) Total Scrap for the Month = (Production + Cycle Count + E&O Dollar Scrap Movements during the Month, including
adjustments) / Total Bill of Material Cost Sold during the Month * 100
= ($1,700 + $250 + $300) / $750,000 * 100 = 0.3%
= 0.23 (%) + 0.03 (%) + 0.04 (%).

Notes Debit RMA’s will have a Negative Impact on Revenue and Total Bill of Material Cost as the full value of the return is added
back into the revenue stream for the Work cell and plant.
The Total Bill of Material Cost Sold is the equivalent of the total BOM cost at Standard multiplied by the number of units sold
during a specific period as defined above.

Dollar scrap movements consist of the accounts shown below from TM1 *:
• Total scrap is comprised of production, cycle count, excess & obsolete scrap accounts and their subaccounts
• Attrition or Loss of material during production process can be performed by SAP during Back flush i.e. if 2% of BOM, then
during BF of 100 units the system would take addition 2 or back flush 102
• Add recovered monies or inventory into appropriate scrap accounts 455002, 455007 & 455009
• Total Bill of Material Cost Sold is available under “Bill of Materials” in TM1.

Weekly scrap calculation: Sites may determine the methodology for driving weekly scrap actions, but monthly and
quarterly calculations must follow the formula indicated within this procedure.

Pass on Retest (PRT) Goal: Plant Specific

Reporting Frequency– Days, Weeks, Months Owner: TE

Capabilities: Electronics.

Pass on Retest (PRT) metric measures the contribution of non-product related issues as the fall out in FPY percentage.
Percentage is calculated based on the number of defective units that contain only PRT defects vs. total units tested.
Results are classified following FPY categories (See FPY categorization for more details).

Impact • PRT is used as indicator of total yield loss due to problems not related to the product.
• PRT will have the largest impact on improving test capacity and the throughput will also be improved.
• Fixing PRT issues related to testers will minimize the possibility of having intermittent failures on the customer side.

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Current
Formula

PRT% = FPY (No PRT issues)% - FPY%

Example

Notes • It is calculated using first loop data only.

• PRT defect list is controlled by KPIMS application.
• Sites may opt for addressing PRT within the First Pass Yield 4 Quadrants in JOS.

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Rolled Throughput Yield (RTY) Goal: Plant Specific

Reporting Frequency– Days, Weeks, Months Owner: ME
Capability – Electronics

The RTY is the multiplication of each process. RTY is a cumulative measurement expressed in a percentage. It is a percentage of products that
complete the manufacturing cycle having passed each process at the first interaction.

In order to align the calculation, each Segment shall classify the process steps onto categories based on the type of operations being performed,
the process flow, and the production system (MES/JEMS/iFactory) routing. 69 standard processes used in RTY calculation for process group PCBA
(SMT) and (High Level Assembly or also called Box Build):

PCBA Stations, example

• BSI: Bottom side Inspection (i.e.: inspection / AOI before or after Oven)
• TSI: Top side inspection (i.e.: inspection / AOI before or after Oven)
• PWTU: Post wave touch up (i.e.: Inspection after wave (PTH) for secondary / solder side)
• THI: Through Hole Inspection (i.e.: Inspection after wave (PTH) for primary side (Top side)
• AXI: Automatic Inspection (i.e. :5DX - Xray inspection for barrel fill or hidden joints)
• ICT: In Circuit Test (i.e. ICT, MDA, Takaya, etc.)
• FVT: Functional Verification Test (i.e.: FT, Chamber-ESS, led, Hipot, etc.)
• FNI: Final Inspection (i.e.: Final Inspection)
• etc.

HLA Stations / Box Built, example.

• Mechanical: Mechanical Assembly (i.e.: Housings, covers, Metals)

• FVT: Functional Verification Test (i.e.: FT, Chamber-ESS, led, Hipot, etc.)
• FNI: Final Inspection (i.e.: Final Inspection)
• etc.

For example, in case the process flow includes two FVT testers in sequence (e.g., FVT 1 and FVT 2), RTY must consider those as two separate
process steps / stations.

Note: Processes that were aborted prior to completion are not included as a pass or failure in the FPY calculation. If Site does not have any of the
defined stations will consider that one as 1 for the calculation.

FPY will be at process step category level, RTY will be the product of multiplying process step categories. For example, there will be Two RTY´s;
one for SMT (PCBA´s) and one for HLA (Back end), the product of multiplying both, will give you the Line RTY.

Rolled Throughput Yield (RTY) Goal: Plant Specific

Reporting Frequency – Days, Weeks, Months Owner: ME
Capability – Electronics

RTY Outlier

Outliers are data points that are far from other data points. In other words, they’re unusual values in a dataset. Outliers are problematic for many
statistical analyses because they can cause tests to either miss significant findings or distort real results.

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RTY Calculate by remove 10% outlier for all level except Product (Assembly) level. The removing outlier to calculate RTY in the most
optimal/realistic way. Any process that less than 10% of average test will exclude from RTY calculation. The exception for Product level is to allow
the site has full traceability of product quality for all processes as the agreement with Global Quality.

10% Outlier = Average Test * 10%

Average Test = Total Tested / Total Processes

Note: Remove outlier for all level except Product (Assembly) level.

Important:

RTY calculation, will exclude Birth, Scrap, Rework, RMA, Trace, EOL.

Impact • The yields are used as indicators of process related problems from design to machine to method to human.
• FPY improvement will have the largest impact on improving productivity and driving manufacturing to understand the
process by monitoring yields.
• As yields are monitored and improved, the throughput will also be improved.
• Improved yields will minimize repair time and help reduce scrap
Current RTY (%) = (Process step category #1 Non-Defective Units / Process step category #1 Units Processed) x (Process step
Formula category #2 Non-Defective Units / Process step category #2 Units Processed) x (Process step category #3 Non-Defective
Units / Process step category #3 Units Processed) x (Process step category #4 Non-Defective Units / Process step category
#4 Units Processed) …x (Process step category #n Non-Defective Units / Process step category #n Units Processed) X 100

Example Example:
SMT calculation = (BSI Non Defective Units / BSI Units Processed) x (TSI Non Defective Units / TSI Units Processed) x (PWTU
Non Defective Units / PWTU Units Processed) x (THI Non Defective Units / THI Units Processed) x (AXI Non Defective Units /
AXI Units Processed) x (ICT Non Defective Units / ICT Units Processed) x (FVT Non Defective Units / FVT Units Processed) x
(FNI Non Defective Units / FNI Units Processed)

HLA calculation = (Mechanical Non-Defective Units / Mechanical Units Processed) x (FVT Non-Defective Units / FVT Units
Processed) x (FNI Non-Defective Units / FNI Units Processed)

Note 1: At site level each station will include all Non defective units from all the categories from all the lines, and all units
processed from all the categories from all the lines inside the same category in the site.

Note 2: At regional or global level each station will include all Non defective units from all the sites and all units processed
from all the sites inside the same station in the region or globally.

Notes • Data is taken real time on the line and captured in the Production System for data retention and reporting.
• Yields should be updated hourly on the white boards to identify trends and areas that need immediate attention.
• The yields are calculated for each run and used across multiple runs to drive continuous improvement.
• For data integrity purposes all known defects should be recorded. For example, IR and wave touch-up or known design
and material issues.
• In the case of changes to MES Defect Code list, users shall refer to MES Defect Code Request Form 00-QE80-00002.

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Test Downtime Goal: Plant Specific

Reporting Frequency – Per Shift, Days, Weeks, Months Owner: TE
Capabilities: Electronics
Test Downtime is any downtime accumulated as a result of tester(s) not being available for production. The following issues (but not limited to)
shall be included in the Test Downtime calculation:
• Test equipment failure (Software or Hardware)
• Unplanned maintenance activities / corrective maintenance
• Incorrect run rates
• Corrective or Improvement Actions when tester needs to be taken out from production (e.g. re-programming, fixture modification)
• Test Changes (Software or Hardware initiated by Jabil or the customer)
• Time lost as a result of False Failures imputable to the test process.
Test Downtime shall be calculated for all types of Automated Test Solutions used in production for testing products and sub-assemblies (e.g. AOI,
ICT, FVT, ESS, X-Ray, Reliability test, Mechanical or Metrology teste). Solder Paste Inspection Downtime will be imputed to process / equipment
downtime. Visual or manual test (e.g. IQC, FQC, OBA) is imputed to Quality Downtime.
Current
Test Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Formula
ICT Software Failure (bug) = 10 minutes
FVT Hardware Failure (Bent probe) = 20 minutes
Example Unplanned Maintenance = 30 minutes
Test Program Change (ECO) = 40 minutes
4 false failures of 5 minutes each due to tester issue = 20 minutes
Run Hours = 12
[(120 / 60) / 12] = 16.7%
Notes This measurement will be used in continuous improvement meetings to analyze root cause and help Test Engineering
address issues within their direct control.

Total Test WIP/ Diag WIP Goal: Plant Specific

Reporting Frequency– Days, Weeks, Months Owner: TE
Capabilities: Electronics.
Total Test WIP (Diag WIP) is calculated by taking the total number of units at all test diagnostic areas, including areas such as ICT, FVT, ESS, X-
Ray or other specific test processes waiting for diagnosis and repair.

Impact
• Total Test WIP (Diag WIP) will help indicate if any of the test or manufacturing processes on the floor is out of control.

Current
ICT WIP + FVT WIP + ESS WIP
Formula

Example ICT WIP = 100

FVT WIP = 300
ESS WIP = 15
100 + 300 + 15 = 415

Notes • Also, an indication for staffing and diagnostic issues.

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Average Changeover Downtime Goal: Plant Specific

Reporting Frequency – Days, Weeks, Months Owner: Manufacturing
Capabilities: Electronics, Plastics, Metals.
The average time of changeovers.
Impact • Indicates average production time lost due to a changeover
Current
Formula Average Changeover = (Changeover Downtime / Quantity of Changeovers)

Example Total Changeover time = 130 min Quantity of Changeovers = 10

[130 / 10] = 13 Min Avg Changeover
Notes • Average Changeover Time should be compared to Time Study and ME Best Time for continuous improvement
purposes.

Build to Schedule Goal: Plant Specific

Reporting Frequency–Daily, Weekly, Monthly, Quarterly Owner: Manufacturing
Capabilities: Electronics, Plastics, Metals.
Build to Schedule measures the percentage of products manufactured on time as per the planned schedule. This KPI tracks adherence to
production schedules, highlighting discrepancies between planned and actual production timelines.

Current
BTS [%] = [(Total Number of Units Produced per product) / (Number of Units Scheduled per product)] X 100%
Formula

Example Planned
Produced quantity BTS [%]
quantity
Product 01 10 5 50%

Product 02 20 30 100%

Product 03 30 40 100%

Product 04 9 5 56%

Product 05 5 10 100%

Product 06 10 0 0%

Product 07 20 20 100%

Product 08 5 5 100%

Product 09 20 18 90%

Product 10 40 40 100%

Product 11 10000 10000 100%

BTS [%]
WC Level 81%

Notes • BTS should be monitored for each individual product. This approach allows for detailed tracking of schedule adherence
for different products in the production process.
• If the quantity of a product produced exceeds the planned amount, the BTS for that product is capped at 100%. This
ensures that the BTS metric reflects schedule adherence without being skewed by overproduction.
• The overall BTS is calculated as the average of the BTS scores from all products. This method provides a comprehensive
view of the schedule adherence across the entire workcell, balancing out the performance across various products.

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MRB Goal: 0$ value that has been in MRB greater than 2 days for
Electronics and 7 days for Plastic and Metals.
Reporting Frequency– Weeks, Months Owner: Manufacturing
Capabilities: Electronics, Plastics, Metal
MRB Metric measures the Material value within the MRB location. Aged MRB measures the Material value in the MRB location > 2 days for Electronics
and > 7 days for Plastics, Metal. The Material Review Board consists of representatives from Purchasing, Quality, Manufacturing, and Engineering.
It is their responsibility to disposition material out of MRB within the specified timeline. The intent of this metric is to see how effective the Material
Review Board is in the disposition of suspect material. By understanding the time spent in this location, which requires a decision, we can better
understand how effective the entire MRB process is within a plant. As such, sites should monitor and report on Aged MRB metric.
Impact MRB metric measures the effectiveness of the MRB process for timely disposition of suspect and non-conforming Material and
Products. Controlling Aged MRB limits Jabil’s Material liability exposure.
Current MRB Value = Material Value in MRB @ standard cost
Formula
Aged MRB (Electronics) = Material Value in MRB @ standard cost > 2 days
Aged MRB (Plastics, Metal) = Material Value in MRB @ standard cost > 7 days
Standard Cost = Standard Cost of Material multiplied by the Material quantity for each one.
Examples MRB location includes:
200 parts A – Standard cost $1 each < 1 day
150 parts B – Standard cost $0.5 each moved to MRB 3 days ago
100 parts C – Standard cost $0.8 each moved to MRB 10 days ago
MRB Value = 200*1 + 150*0.5 + 100*0.8 = $355
Aged MRB (Electronics/Plastics, Metal) = 150*0.5 + 100*0.8 = $15

Notes Reference: 00-IC10-00001 Global Inventory Control Policy Section 11; 00-OD20-MT00-001 Material Review Board (MRB).

Manufacturing Downtime Goal: Plant Specific

Reporting Frequency – Per Shift, Days, Weeks, Months Owner: Manufacturing
Capabilities: Electronics, Plastics, Metal
Manufacturing downtime is any downtime accumulated because of manufacturing. Activities such as meetings, operator errors, First Article
Inspection, changeover, break, SMT feeder change, and manpower requirements are a few examples of manufacturing downtime.

Current
Manufacturing Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Formula

Example Minutes Used for Line Meetings = 60

Run Hours = 12
[(60/ 60) / 12] x 100= 8.3%

Notes • Unknown downtime is also owned by Manufacturing and will be included in the rollup of Total Manufacturing
Downtime.
• This measurement will be used in continuous improvement meetings to analyze root cause and help manufacturing
team to address issues within their direct control.

Productivity Goal: Plant Specific

Reporting Frequency– Hourly, Per shift, Daily, Weeks, Months, Quarter Owner: Manufacturing
Capabilities: Electronics, Plastics, Metal
Productivity is the measure of actual throughput at the last inline area of a process compared to what the process can produce.

Impact Non-productive time should reflect a specific downtime. Total downtime plus productivity should add up to 100 and this data
should be used to drive corrective actions to help improve the manufacturing process.

Current
Productivity = [(Productive Hours) / (Run Hours)] X 100
Formula

Example Run 1: 900 units produced in 10 hrs with a Run rate of 100 bph
• Productive Hours / Run Hours = [(900 bds / 100 bph) / 10 hrs] X 100 = 90 %
Run 2: 200 units produced in 15 hrs with a Run rate of 20 bph
• Productive Hours / Run Hours = [(200 bds / 20 bph) / 15 hrs] X 100 = 67 %
= [(Total of Productive Hours) / (Total Run Hours)] X 100

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= [(9 hrs + 10 hrs ) / (10 hrs + 15hrs)] X 100 = [19 hrs / 25 hrs] X 100 = 76 %

Notes • Cumulative productivity is measured as a sum of individual productive hours divided by a sum of actual run hours
multiplied by 100. The use of Productive hours rather than quantities is to offset the differences in run rates amongst
products. In the example above, a quantity-based calculation would be 85% against the actual of 76%.
• If a shift is cancelled due to a part shortage or customer demand change, it will count as downtime against productivity,
as the shift was scheduled and planned per the forecast.
• The ME Best Run Rate should always be referenced for both manufacturing and ME to measure against the Time Study
and Historical Run Rates
• The planning group uses all three productivity measurements (ME Best, Time Study and Historical Run Rates) to monitor
a work cell’s capacity and ability to meet customer demand.
• Units that were aborted prior to completion at the last inline area are not included in Productivity calculation.
• If Productivity of a particular process step needs to be measured, this must be done at a Quality check point which can
be considered as the output point of that process.
When presenting and reviewing the Productivity metric, the team should be able to categorize losses (e.g. Pareto
Analysis) using the following production downtimes reason’s codes:
• Manufacturing Downtime – Definition given below.
• Internal Material Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by Material shown available in the ERP system / Warehouse but not available in the
necessary manufacturing area.
• External Material Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by material not available in the warehouse.
• Planning Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by production planning issues (e.g. wrong capacity model, Incorrect Build Plan, Plan
without material readiness).
• Quality Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by e.g. raw material quality issues, pre-sorting, Incoming Quality Control issues, missing
OBA headcount, incorrect inspection run rates…
• Process / Equipment downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by e.g. machine downtime, preventive or corrective maintenance issues, tooling
problems, process related defects, incorrect run rates…
• Test Downtime – Definition given below.
• IT Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by IT Systems issues such as servers IT systems issues, non-conforming IT tools,
missing IT tools, and not planned IT maintenance…
• Facility Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by Facility issues such as power cut, leaking roof, inadequate air, nitrogen and vacuum
pressure.
• Changeover Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Where Minutes lost are caused by Production Changeover Activities (standard and non-standard).
• Engineering Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Poorly planned NPIs or poorly managed ECNs
• Customer Downtime = [(Minutes lost / 60) / (Run Hours)] X 100
Customer Priority change

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Production Plan Changes Goal: Plant Specific

Reporting Frequency–Days, Weeks, Months Owner: Manufacturing
Capabilities: Electronics, Plastics, Metals.
Production Plan Changes represents how often a production plan that has been released is changed. This can alert management to non-value add
activity and flag execution issues with Planning-Manufacturing-Inventory Control. This metric can yield keen insight to how well (or issues within)
the synchronization between Material Management and Manufacturing execution.

Suggested Number of actual "builds" or assemblies built (daily shift) / Number of products scheduled for daily production
Formula (for the same timeframe) multiplied by 100 to give metric in % of attained plan.

Supporting Total Movements = Daily production/cycle time attainment

Formulas
Reversal Movements = Change-over cycle time
Locked Schedule of 24 hours

Notes Example: The total number of scheduled builds on Monday is 7 builds within 3 shift operation. Let's call them assemblies A-
B-C-D-E-F-G
In that same timeframe the line actual produced A-B-C-D-T-S-Z
In this case the measurable would be, changes (3) build T-S-Z not scheduled in timeframe / Total planned builds (7) 3/7 x100=
42.8%
This may then reflect the daily production was executed at a 42% rate. Allowing this variation into the daily production plan will
drive cost in Material Handling-Change-over and other possible issues for Planning and Procurement. The goal is to research
and minimize/eliminate variation on a daily basis to the plan to build and execute. Goal should be in the 95% range.

Repair Efficiency Goal: Plant Specific

Reporting Frequency– Weekly Owner: Manufacturing
Capabilities: Electronics
An indicator of the accuracy on the repair.

Current
Formula

Example Units with correct repair status: 85

Units with incorrect repair status: 15

85
𝑅𝑒𝑝𝑎𝑖𝑟 𝐸𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑐𝑦 = ∗ 100% = 85%
85 + 15

Notes

Repair WIP Goal: Plant Specific

Reporting Frequency– Days, Weeks, Months Owner: Manufacturing
Capabilities: Electronics
Repairs WIP is calculated by taking the total number of units at all repairs areas, including areas such as AOI, ICT, FVT, or other specific processes
waiting for repair.
Current
AOI WIP + ICT WIP + FVT WIP + OTHER PROCESS WIP
Formula

Example AOI WIP = 400

ICT WIP = 240
FVT WIP = 70
XRAY WIP = 10
400 + 240 + 70 + 10 = 720

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Metric: FIA (Financial Impact Analysis) Goal: 100% FIA on time

Reporting Frequency: Weekly, Monthly Owner: Operations
Capabilities: Electronics, Plastics, Metals.

Description FIA Recovery % comparing recovered FIA $ in the week/month against total submitted FIA $. The data is based on FIA
Creation Date

Current FIA Recovery % is Total Recovered FIA $ vs Total Submitted FIA $

Formula FIA Recovery % = (FIA Recovery Amount / Impact Value) x 100
FIA On Time Recovery % is Total On Time Recovered FIA $ vs Total Submitted FIA $
FIA On Time Recovery % = (FIA On Time Recovery Amount / Impact Value) x 100

Frequency Weekly, Monthly

Expectation 100% FIA on time

Objective Document and track all FIA opportunities for Jabil.

Example

Notes • . FIA On Time Recovery: Compare "PO Date" with the "Commit Date", to indicate if it was added on time. This will
show future committed FIA recovery amount greater than on time recovery amount is due to the PO date is later
than the commit date.

Metric: Project On Time (POT) Goal: Plant Specific

Reporting Frequency: Weekly, Monthly Owner: NPI/PMO
Capabilities: Electronics, Plastics, Metals.

Description POT metric calculates off track projects in percentage.

Current POT = (Quantity of projects on time) / (Total quantity of active projects)

Formula Projects on time: projects with actual schedule aligned with planned timeline.
Active Projects: projects that are in execution.

Impact This metric helps to identify off track projects by site, by region, etc.
Identifies delayed projects by different causes.
Example Site:
100 active projects and 95 projects on time.
(95 / 100 )*100= 95%

Region:
Site 1: 30 active projects and 28 projects on time.
Site 2: 20 active projects and 17 projects on time.
((28 + 17 ) / (30 + 20))*100 = 90%

Notes POT for Individual Project is qualified as Pass or Fail.

Phase End Dates can be used to determine POT status.

Planning Metrics

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Aged Inventory (Make) Goal: Plant Specific

Reporting Frequency– Weeks, Months Owner: Planning
Capability – Electronics, Plastics, Metals MANDATORY
Objective The intent of this metric is to monitor Jabil Inventory for Make Parts by Aging category in standard cost and minimize the
potential impact of older inventory such as increased storage cost, scrap, increased material handling cost, risk of hidden
losses, decreased margin, and cash flow.
Aged Inventory (Make) is the major driver for scrap.
Description Make Parts refer to products manufactured in-house including (but not limited to) Work in Process (WIP), Semi-Finished,
and Finished Goods.
Aged Inventory (Make) includes Make Parts with Aging days more than 30 days.

Calculation The number of aging days is counted based on the creation of the Make Parts inventory such as from the backflush date
(Jabil owned only). Detail movement type please refer to FAQ (A1)

Frequency Weekly
Frequently Q1: What are the movement types considered as the start and end point for counting Aged Inventory for Make Parts?
Asked A1: Here is a list of movement captured as the start and end point of aging inventory calculation.
Questions

Full List of movements:

Aging Days
[Link]

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Frequently Q2: Is the aging inventory calculation same as SAP aging inventory report
Asked Questions A2: No. We are using different logic vs SAP aging under Z_AgedInv report which is counting the aging either based on last
placement date, last receipt date or last removal date. The logic of Aged Inventory report is based on creation of inventory.
Refer to detail in the A1 section above
Q3: When we move the same inventory item from one storage location in warehouse to another location in the shop floor, is
this going to impact the number of aging days of inventory
A3: No. Movement among different Jabil storage location will not impact the counting of aging inventory, only the movement
list in the above A1 table will be considered as the beginning and end point of counting the age of inventory.
Q4: Where I can get the Aging Inventory Report for EMS
A4: Power BI - Material Operations (EMS) Dashboard - EMS Aging Inventory
Q5: How I can identify whether a part is a ‘MAKE’ part in SAP?
A5: Material Master – MRP2 – Procurement Type = ‘E’ or ‘X’

Data Data Source is from SAP EIP

Downloading Report is available in Power BI - Material Operations (EMS) Dashboard - EMS Aging Inventory
By Selecting the “Make” category
Below is the report available for Jabil Green Point
Tableau: Aged Report Corp

Aged RMA (Returned Material Authorization) Goal: Plant Specific

Reporting Frequency–Days, Weeks, Months Owner: Planning
Capability: Electronics, Plastics, Metals OPTIONAL
The Aged RMA metric is a measure of returned material that has been in the facility more than 14 calendar days from receipt.

Impact
• This is used to indicate how effective the plant is at processing returned material to meet customer expectations.

Current
Sum of product in house over 14 calendar days
Formula

Example Assemblies in house = 2000

Assemblies in house less than 14 calendar days = 1200
2000 - 1200 = 800 Aged RMAs

Notes • Upgrades should not be excluded but classified as upgrades and separated as part of a drill down to show the comparison
of Debit and Consigned Returned material.
• If using SAP, you must create the RMA number correctly to track aged RMA. Setting RMA’s up as a batch is necessary.
• As returned material ages within the plant, the plant is exposed to ownership of upgrades and obsolescence, which is an
unnecessary cost added to the process.
• Planning Coordinator is responsible to receive, schedule and ship the RMA.
• Quality is responsible for rework process and customer interaction.
• Manufacturing is responsible for execution and control

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CWA (Contract Work Authorization) Compliance Goal: Plant Specific

Reporting Frequency – Weekly, Monthly Owner: Planning
Capability – Electronics, Plastics, Metals MANDATORY
Objective The intent of the metric is to measure the percentage of approved Contract Work Authorizations obtained before the
proposed master schedule is loaded into Jabil ERP system
Description Fully Approved CWA must be obtained before proposed master schedule is loaded into Jabil ERP system
Calculation CWA Status = Approved

Frequency Weekly

Considerations Refer to EM-PC20-00001 S&OP Management 6.3.6

Site BU and Workcell Manager or FM needs approve proposed master production schedule prior to load into Jabil ERP
system.
Frequently Q: Which system is used to submit and document the CWA?
Asked Questions A: CWA Tool
Q: Where I can find the weekly approval status of CWA?
A: Power BI – Material Operations (EMS) Dashboard - EMS CWA Report

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Delivery Performance: OTD to Commit Goal: Plant Specific

Reporting Frequency – Daily, Weekly, Monthly Owner: Planning
Capability - Electronics, Plastics, Metals MANDATORY
Objective The main purpose of OTD to Commit is to measure our ability to fulfil our delivery commitment to the customer.
The intent of this metric is to create an internal standard for measuring OTD and comparing one customer to another
given the varying methods of calculation between customers

Description On Time Delivery (OTD) to Commit compares Jabil Shipped against Jabil committed to the customer in terms of standard
Cost and Quantity.
Calculation OTD to Commit by quantity: (Shipped Qty / Committed Qty) * 100%
And
OTD to Commit by value: (Shipped Value in Standard Cost / Committed Value in Standard Cost) * 100%
Frequency User defined – Daily, Weekly or Monthly

Considerations Sum of Jabil Shipped Vs Committed of the overall assembly for the measure period by the customer and site.
This metric is considering the Commit that Jabil is doing to our customers regardless the business model. It applies to all.
Frequently Q1: Why do we want to measure OTD to Commit % by both qty and standard cost
Asked Questions A1: To provide a more thorough perspective to review the impact of OTD by looking at both miss by qty or miss by the
standard cost. (Refer to detail example in Question 4)
Q2: How do we get the committed Quantity and Value in Standard Cost?
A2: Site SME is responsible to configure proper commit type associated to specific customer ID and commit back to RR
S&OP candidate scenario.

Once commit has been properly configured in RR S&OP, the OTD based on commit will be automatically captured by
RapidResponse.
Q3: How do we measure this metric in the BTO/CTO Workcells?
A3: For the BTO/CTO Workcells, site SME is responsible to configure proper commit type in RapidResponse that is
capturing order commit information.
Q4: Are items shipped in excess of commitment considered in OTD metric calculation?
A4: No, the main purpose of OTD is to measure our ability to fulfil delivery commitment to our customer. The metric shall
accurately reflect any item shipped below the commitment.
In RapidResponse, a logic is created to review each individual item shipped Quantity and Value against the committed
Quantity and Value. For items shipped in excess of commitment, the Quantity and Value is adjusted to the committed
Quantity and Value. This avoids over shipped items to compensate under shipped items.

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Note OTD data is available in the workbook Commit CRD in RapidResponse.

Power BI - Material Operations (EMS) Dashboard - OTD
Warning: This metric is looking at sum of actual against sum of commit. OTD metric cannot be over 100%

Delivery Performance: Forecast – CRD Goal: Plant Specific

Reporting Frequency – Weekly, Monthly Owner: Planning
Capability - Electronics, Plastics, Metals MANDATORY
Objective The intent of this metric is to measure our ability to fulfil customer demand based on customer forecast, when the
forecast is used to drive the delivery fulfilment, otherwise SO-CRD shall be used.
Not applicable for NPI customers.

Description Forecast – CRD (Customer Request Date) measures Jabil shipping performance against the Customer Forecast requested
quantity and value, for the previous Week. The Customer Forecast requested quantity and value is taken from the
Consensus Demand loaded in RapidResponse S&OP system.

Calculation Forecast – CRD by Value = [Shipped Value in Standard Cost / (Consensus Demand Value in Standard Cost)] X
100 (%)
And
Forecast – CRD by Quantity = [Shipped Quantity / Consensus Demand Quantity] X 100 (%)

Frequency Weekly

Considerations Sum of Consensus Demand from of all the overall assembly for the measure period on a particular customer and a
particular site
Frequently Q1: Where is the data from?
Asked Questions A1: RR S&OP
Q2: How to obtain the Consensus Demand?
A2: Sum of the latest Consensus Demand for a Customer by Site
Q3: Which Consensus Demand should be considered?
A3: Latest Consensus Demand loaded in the RR S&OP system. Each site SME is responsible to configure the forecast type
in RR S&OP
Q4: How to calculate site level Forecast – CRD?
A4: Site level Forecast - CRD will take average percentage of each individual Workcell forecast CRD percentage instead of
using site total shipped qty to compare with site total consensus demand qty. The reason to do this is not reasonable to
use one account over ship to compensate gap of another account.
Q5: Where is the report
A5: RR S&OP Jabil Forecast - CRD
Power BI - Material Operations (EMS) Dashboard – Forecast CRD

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Delivery Performance: Forecast – CRD Goal: Plant Specific

Reporting Frequency – Weekly, Monthly Owner: Planning
Capability - Electronics, Plastics, Metals
Data Data is from latest Consensus Demand Value in standard cost and configured shipment in standard cost from RR S&OP.
Downloading

Note Forecast – CRD metric is applicable to the customers requirement driven by the forecast.

Delivery Performance: SO – CRD Goal: Plant Specific

Reporting Frequency: Weekly, Monthly Owner: Planning
Capability - Electronics, Plastics, Metals MANDATORY
Objective The intent of this metric is to measure our ability to fulfil customer demand based on customer Sales Orders, when the
Sales Orders are used to drive the delivery fulfilment, otherwise Forecast-CRD shall be used.

Description SO - CRD (Sales Orders to Customer Request Date) measures Jabil shipping performance against the Customer Sales
Orders Request Date and Quantity for the previous Week. The Sales Order Customer requested date info is taken from
SAP Sales Order.
The data needs to be entered in OPSCOM manually.

Calculation [Shipped Qty / Customer Request SO Qty] X 100 (%)

Frequency Weekly as global standard, but some customers require daily.

Note Data are manually input into OPSCOM by the site user.

MPS Alignment Goal: Plant Specific

Reporting Frequency – As defined below Owner: Planning
Capabilities: Electronics, Plastics, Metals. MANDATORY
Objective The intent of this metric is to measure the alignment of Business Unit Forecast to Master Schedule so that they comply
with Jabil’s Rules of the Road policy.

Description This metric is a measure of the Cost of Goods Sold and Intercompany Revenue and Part Sales expected to ship in the
Business Unit Forecast (TM1) versus the Cost of Goods Sold and Intercompany Revenue and Part Sales in MS for the
period of 3 Months and 6 Months.
MPS: Master Production Schedule

Calculation MPS Alignment 3 Months (%) = (Current Business Unit Forecast including Cost of Goods Sold and Intercompany Revenue
and Part Sales for the Rolling 3 Calendar Months) / (Current Month Shipments + Remaining Master Schedule Dollars for
the Next Rolling 3 Calendar Months (@ Std Cost) x 100
MPS Alignment 6 Months (%) = Current Business Unit Forecast including Cost of Goods Sold and Intercompany Revenue
and Part Sales for the rolling 6 Calendar Months / (Current Month Shipments + Remaining Master Schedule Dollars for the
Next Rolling 6 Calendar Months (@ Std Cost) x 100

Frequency Weekly
(For the week without TM1 data update, previous valid version shall be used to calculate the alignment %)

Considerations MPS Alignment metric is considering below TM1 GL accounts as the numerator of the formula.
• Cost of Goods Sold (using TM1 GL account 410000)
• Intercompany revenue (using TM1 GL account 420000)
• Part Sales (using TM1 GL account 410009)
The reason for this is that this metric is effectively monitoring the planned investment of materials vs. what Business Unit
Management is estimating is needed to meet their forecast.
The lowest level at which this metric can be calculated is the Profit Center+Customer+Campus level since
that is the lowest level of the financial forecast.
Proration Logic:
Please take note proration logic is applied in MPS Alignment Metrics. Proration means week splitting logic where a given
week spans two-month periods (i.e. the weekly forecasted quantity is on Monday, but Mon-Tue are in the current month
and Wed-Fri are in the following month). We take the date the MPS or other demand driven MRP element is loaded on
and roll back to the Monday of that week and then prorate the quantity if the month changes during that week.
For example, Jun 1st, 2012 is a Friday so for MPS of the week of May 28th, we will put 4/7th of the quantity in May and rest
3/7th in Jun of MPS alignment measurement.

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The Alignment process is designed to ensure our material plan is synchronized with our expected shipments and there is
no Monthly “Front-End” loading of MPS.
Frequently Q1: What are the actions needed to be taken if expectations of MPS alignment are not met?
Asked Questions A1: There 3 possible actions to be aligned through CWA review process:
1. Adjust MPS to match TM1 Projection.
2. Adjust TM1 to match MPS.
3. Refer to Procedure MPS and Outside Procurement Waiver Management 00-PC20-00001 for
Details.
Waiver Execution Approval Matrix (for the latest version, always refer to global procedure 00-PC20-
00001 MPS and Outside Procurement Waiver Management)

Q2: Where does the Business Unit cost of goods sold value come from?
A2: The value is pulled from Jabil TM1 financial system on weekly basis with below GL account.
(For the week without update TM1 data, previous valid version was used to calculate the alignment%)
• Cost of Goods Sold (using TM1 GL account 410000)
• intercompany revenue (using TM1 GL account 420000)
• Part Sales (using TM1 GL account 410009)
• JGP Only – COGS LOH MPS Account
Q3: Which version of TM1 would be considered into MPS alignment calculation.
A3: The version numbers to consider (from TM1) are: BID2 for next quarter, Lock for the quarter and Weekly Indicators
within the quarter, the weekly indicator released after the BID2 will not be used.
Below chart is one example base on Financial Calendar of Q2FY21 and Q3FY21, please take note on the overlap period
between Q2FY21 and Q3FY21, there are versions of TM1 forecast not in use to calculate the metrics.

Q4: How do shipments that have already taken place get factored into the calculation?
A4: They are rolled up and added to the balance of MS remaining for the current month.
Q5: Do we consider Outside Procurement in the MPS Alignment metric?
A5: Outside Procurement is handled separately; it’s not included in the MPS alignment metric. (Refer to Procedure
MPS and Outside Procurement Waiver Management 00-PC20-00001 for Details).
Q5: What are the Demand types to consider as demand in the MPS Alignment calculation?
A5:
SAP Planning Element Code Description DemandTypeStdCod
e
PP Planned independent requirement Ind Reqts
U1 Release order for a stock transfer requisition Transport Order
U2 Release order for a stock transfer requisition Transport Order
U3 Transfer requirement for simulation order Transport Order

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U4 Release order for stock transport scheduling agreement Transport Order

(STOSA)
VB Quotation QUOTE
VC Sales Order Sales Order
VE SD scheduling agreement Sales Agrmt
VF SD scheduling agreement; external service agent Sales Agrmt
VI Delivery Free of Charge Sales Delivery
VJ Delivery Sales Delivery

Q6: What are the movement type to considered as PGI in this metric
A6: The cost of goods sold comes from the following PGI movement transactions in SAP (updated)
Movement Code Description Movement Code Description
302 TR [Link] plnt. 333 Goods Issue
601 GD goods issue:delvy 334 Goods Issue Reversal
602 RE goods deliv. rev. 644 Plant-Plant Xfer Rev
621 Goods Issue 714 Goods Issue Reversal
622 Goods Issue 331 Goods Issue
633 GI iss: [Link] 332 Goods Issue Reversal
634 GI rcpt:[Link] 962 Sell
Z01 GI blk for cost cent 963 Sell Reversal
Z02 RE blk for cost cent 336 Goods Issue Reversal
Z21 DF GI to cost center 512 Sell Reversal
Z22 RE-DF GI cost center 654 Sell
Z61 GD goods issue:delvy Z62 Plant-Plant Xfer Rev
ZIR Inter Comp reversal 335 Goods Issue
ZRM GD goods issue:delvy 674 Plant-Plant Xfer Rev
291 GI all acc. assigmts 241 Goods Issue
641 TF to stck in trans. 242 Goods Issue Reversal
511 GI deliv. w/o charge Z24 Goods Issue Reversal
642 TR to stck in trans. Z23 Goods Issue
643 TF to cross company 162 Sell Reversal
304 TR [Link] pl
Data Costing is taken from SAP site standard cost at the time the metric is built.
Downloading We eliminate standard price at shipping site. Basically, the internal transactions for eliminations are removed.
Master Schedule is captured from SAP - EIP and forecast is from TM1 based on TM1 calendar
Reporting of MPS Alignment Metrics is available in
• Kinaxis RapidResponse – Dashboards - S&OP Jabil Metrics (optional for JGP)
• JGP MPS Alignment PBI – JGP only
• Power BI - Material Operations (EMS) Dashboard – EMS MPS Metrics RR (Mirror Data of RR)

MPS Performance Goal: Plant Specific

Reporting Frequency– Weeks Owner: Planning
Capabilities: Electronics, Plastics, Metals. MANDATORY
Objective The intent of this metric is to measure how well a given entity (customer, plant, site, and region) executes to its master
schedule over 4 weeks rolling time period (13 weeks for BTO/CTO Customers).
Not applicable for NPI customers.

Description Shipment dollars is taken at the end of the 4 weeks period to compare with Master Schedule dollars that was snapshot 4
weeks ago with 4 weeks’ time period. This data is taken every week to capture trends.
NOTE: Same for BTO-CTO Customers but with a period of 13 weeks.

Calculation • NON BTO-CTO CUSTOMERS: [4 weeks of shipment dollars (@ Std Cost) / 4 weeks MS dollars (@ Std Cost)]
x 100%
• BTO-CTO CUSTOMERS: [13 weeks of shipment dollars (@ Std Cost) / 13 weeks MS dollars (@ Std Cost)] x
100%

Frequency Weekly

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Considerations Master Schedule’ is considered the NET external ‘driving’ demand for a given entity. In the case of a multiple sites’ campus,
the downstream plant or hub could be driving dependent transport order requirements into the upstream site. The MPS
Performance is calculated by individual sites, meaning the upstream site is based on Master Schedule and the downstream
site will be based on transport order with the respective shipment accordingly.
BTO/CTO Customers are going to be defined and flagged by Regional and Global leads.

Frequently Q1: If I have a Workcell that only plans ZROHs and subsequently ships ZROHs, how does this impact my numbers?
Asked Questions
A1: It doesn’t adversely affect them at all. The metric is based on valuation at standard cost and all shipments regardless
of type are considered.
Q2: If I have a Workcell that PGI’s ZROH’s but plans at a higher level, how does this impact my numbers?
A2: As was stated in the previous question, the metric is based on valuation at standard cost and all shipments regardless
of type are considered. Therefore, it doesn’t matter if the total material was planned at one level and shipped at another
because their valuations would approximately match, and the metric would be valid. The challenge would be that shipments
of the ZROH MUST consume the forecast at the higher level.
Q3: If I plan against one assembly and actually PGI a completely different assembly, how does that impact my MPS
Performance?
A3: It depends on the cost difference between the two assemblies: Assuming the same value was shipped of the one
assembly verses the value planned of the other assembly, the metric would not be affected.
Q4: If I use Strategy 70 and consume MPS upon backflush, how will this affect the metric?
A4: The metric does not currently support the use of strategy 70 and the backflush transactions are not considered.
Therefore, the metric would be constantly understated.
Q5: If I have a workcell that PGIs more than the original snapshot, how does this affect my numbers?
A5: It would drive the metric value above 100%.

Data Costing is taken from SAP site standard cost at the time the metric is built
Downloading Master Schedule is captured from SAP - EIP.
Reporting of MPS Performance Metrics is available in
• Kinaxis RapidResponse – Dashboards - S&OP Jabil Metrics
• Power BI – Material Operations (EMS) Dashboard – EMS MPS Metrics RR (Mirror Data of RR)

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MPS Execution Goal: Plant Specific

Reporting Frequency–Weeks, Months Owner: Planning
Capabilities: Electronics, Plastics, Metals. OPTIONAL
A comparison is taken of shipment dollars and Master Schedule dollars for a previous week. This data is taken every week to capture trends.
Not applicable for NPI customers
Objective The intent of this metric is to measure how well a given entity (customer, site, and region) executes to its master schedule of
the previous week.

Calculation [Previous week of shipment dollars (@ Std Cost) / Previous week MS dollars (@ Std Cost) x 100%].

Frequency Weekly

Considerations Master Schedule’ is considered the NET external ‘driving’ demand for a given entity. In the case of a multiple sites campus,
the downstream plant or hub could be driving dependent transport order requirements into the upstream site. The MPS
Execution is calculated by individual sites, meaning the upstream site is based on Master Schedule and the downstream site
will be based on transport order with the respective shipment accordingly.

Frequently Q1: If I have a workcell that only plans ZROHs and subsequently ships ZROHs, how does this impact my numbers? A1: It
doesn’t adversely affect them at all. The metric is based on valuation at standard cost and all shipments regardless of type are
Asked considered.
Questions Q2: If I have a workcell that PGI’s ZROH’s but plans at a higher level, how does this impact my numbers? A2: As was stated in
the previous question, the metric is based on valuation at standard cost and all shipments regardless of type are considered.
Therefore, it doesn’t matter if the total material was planned at one level and shipped at another because their valuations
would approximately match and the metric would be valid. The challenge would be that shipments of the ZROH MUST consume
the forecast at the higher level.
Q3: If I plan against one assembly and actually PGI a completely different assembly, how does that impact my MPS Execution?
A3: It depends on the cost difference between the two assemblies: Assuming the same value was shipped of the one assembly
verses the value planned of the other assembly, the metric would not be affected.
Q4: If I use Strategy 70 and consume MPS upon backflush, how will this affect the metric? A4: The metric does not currently
support the use of strategy 70 and the backflush transactions are not considered. Therefore, the metric would be constantly
understated.
Q5: If I have a workcell that PGIs more than the original snapshot, how does this affect my numbers? A5: It would drive the
metric value above 100%.

Data Costing is taken from JabilDB of site standard cost at the time the metric is built Master Schedule is captured from JabilDB and
forecast is from TM1 on Monday night EST.
Downloading

Sell Thru Goal: Plant Specific

Reporting Frequency– Weekly Owner: Planning
Capabilities: Electronics, Plastics, Metals OPTIONAL
Objective The intent of this metric is to measure the trend of the business considering 13 weeks past consumption vs 13 weeks in the
future Master Schedule to monitor whether the Jabil MPS loading is matching with business trend

Description A comparison is taken of Master Schedule (@ Std Cost) for next 13 weeks vs 13 weeks shipment dollars. This data is taken
every week to capture trends.

Calculation (𝑭𝒖𝒕𝒖𝒓𝒆 𝟏𝟑 𝒘𝒆𝒆𝒌𝒔 𝑴𝑺 − 𝑳𝒂𝒔𝒕 𝟏𝟑 𝒘𝒆𝒆𝒌𝒔 𝑺𝒉𝒊𝒑𝒎𝒆𝒏𝒕) @ 𝑺𝒕𝒅 𝑪𝒐𝒔𝒕

× 𝟏𝟎𝟎%
𝑳𝒂𝒔𝒕 𝟏𝟑 𝒘𝒆𝒆𝒌𝒔 𝒔𝒉𝒊𝒑𝒎𝒆𝒏𝒕 @ 𝑺𝒕𝒅 𝑪𝒐𝒔𝒕

Frequency Weekly

Considerations If the Sell Thru implied growth/decline of the business trend is out of the threshold, further review is required; such as
validate if material and capacity will have impact (both ways), or other financial impacts.
Frequently Q1: How can we better identify if the growth trend that the business is showing is real?
Asked Questions A1: You need to look at all MPS Metrics holistically. First- If the Sell Thru is showing a big growth trend, you need check
the MPS alignment to validate that the BU is projecting to sell that Master Schedule that is loaded. Also, the historical
shipments trend needs to be considered to see if the growth pattern is consistent. (I.e. if you have shipped during the last

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13 weeks an average of 50 pieces a week and your MPS for future 13 weeks is an average of 500 pieces, the future MS
doesn’t seem consistent with the past consumption and needs to be further reviewed).
Q2: What actions should we take from this metric?
A2: Master Schedule needs to be level loaded and adjusted at the assembly level based on the historical consumption.
Q3: What should we do if the Workcell does not agree to level load?
A3: Planning is responsible for the creation and maintenance of a Master Schedule that drives the necessary resources
needed to meet customer demand while minimizing liability to Jabil. If the Workcell does not agree to do the necessary
adjustments the escalation path needs to be followed, because Planning is responsible for identifying when unnecessary
Inventory will be driven and ensure that we bring the right qty in the right time.

Data Costing is taken from SAP site standard cost at the time the metric is built
Downloading Master Schedule is captured from EIP.
Reporting of Sell Thru Metrics is available in Kinaxis RapidResponse – Dashboards - S&OP Jabil Metrics, and Power BI -
Material Operations (EMS) Dashboard - EMS MPS Metrics RR (Mirror Data of RR)

MPS Front Loading % Goal: Plant Specific

Reporting Frequency– Weekly Owner: Planning
Capability: Electronics, Plastics, Metals OPTIONAL
Objective The intent of this indicator is to monitor MPS loading behavior and manage the front loading

Description A comparison is taken of average value of first four weeks Master Schedule at standard cost including past due req vs
average value of Master Schedule from week five to week thirteen

Calculation Front Loading Indicator=

(𝟎~𝟒𝑾𝑲 𝑴𝑷𝑺 𝑨𝒗𝒈 )−(𝟓~𝟏𝟑𝑾𝑲 𝑴𝑷𝑺 𝑨𝒗𝒈)
(𝟓~𝟏𝟑𝑾𝑲 𝑴𝑷𝑺 𝑨𝒗𝒈)

Frequency Weekly

Expectation Front loading % need be within the range of under control, root cause analysis and proper justification need
be done if this indicator is out of control.
Range Indicator

<=0 % No Front Loading

0% - 50% Medium

50% - 100% High

>100% Out of Control

Considerations MPS Front loading% is developed to measure whether MPS loading Planning rules are properly followed
• All MPS should be loaded in weekly buckets. (except for low runners considering available capacity). This applies
for the entire forecast horizon.
• No MPS should be loaded over the available capacity.
• MPS should be aligned with the availability of the constraint components. (Escalation is required for these parts).
• Misses should not be moved forward into next week, MPS should be smoothed forward to maintain capacity.
Misses can also be cancelled (using Demand Alignment data validation or customer approval).
Here is a visual of how the calculation of MPS Front loading % is done

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Frequently Q: How I can find the MPS Front Loading %

Asked Questions A: EMS MPS Analytics in Power BI - Material Operations (EMS) Dashboard

Data Master Schedule is captured from EIP.

Downloading

MPS Coefficient of Variation % Goal: Plant Specific

Reporting Frequency– Weekly Owner: Planning
Capability - Electronics, Plastics, Metals OPTIONAL
Objective The intent of this indicator is to measure MPS loading behavior
The assumption is Jabil factory as well as Jabil’s downstream suppliers available resources and capacity (machine,
manpower, etc) are relevantly consistent in the next 3 – 6 months, in such case, Jabil MPS loading to schedule the
material need reflect the consistency to match the resources sizing base on S&OP Resources Analysis of both MCP and
Capacity
Description CoV13 : A comparison is taken of 13 wk MPS value standard deviation at standard cost including past due vs 13 week MPS
value average at standard cost
CoV26 : A comparison is taken of 26 wk MPS value standard deviation at standard cost including past due vs 26 week MPS
value average at standard cost
Calculation CoV13 =
𝟏𝟑𝒘𝒌 𝑴𝑷𝑺 𝒔𝒕𝒂𝒏𝒅𝒂𝒓𝒅 𝒅𝒆𝒗𝒊𝒂𝒕𝒊𝒐𝒏
𝟏𝟑 𝒘𝒌 𝑨𝒗𝒈 𝑴𝑷𝑺
𝟐𝟔𝒘𝒌 𝑴𝑷𝑺 𝒔𝒕𝒂𝒏𝒅𝒂𝒓𝒅 𝒅𝒆𝒗𝒊𝒂𝒕𝒊𝒐𝒏
CoV26 =
𝟐𝟔 𝒘𝒌 𝑨𝒗𝒈 𝑴𝑷𝑺

Frequency Weekly

Expectation COV % need be within the range of under control, root cause analysis and proper justification need be done if
this indicator is out of control
Range Indicator

0% - 15% Level Load

15% - 30% Medium Fluctuation

30% - 50% High Fluctuation

>50% Out of Control

Considerations CoV% is developed to measure whether MPS loading Planning rules are properly followed
• All MPS should be loaded in weekly buckets. (except for low runners considering available capacity). This applies
for the entire forecast horizon.
• No MPS should be loaded over the available capacity.

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• MPS should be aligned with the availability of the constraint components. (escalation is required for these parts).
• Misses should not be moved forward into next week, MPS should be smoothed forward to maintain capacity.
Misses can also be cancelled (using Demand Alignment data validation or customer approval).
Here is a visual of how the calculation of MPS Coefficient of Variation % is done

Frequently Q: How I can find the MPS Coefficient of Variation %

Asked Questions A: EMS MPS Analytics in Power BI - Material Operations (EMS) Dashboard
Q: Basic Statistics Concept as below need be understood to do the calculation of Coefficient of Variation
A:
Mean
also called the expected value or average, is the central value of a discrete set of numbers: specifically, the sum of the
values divided by the number of values.

Standard Deviation
Standard deviation is a measure of the amount of variation or dispersion of a set of values. A low standard deviation
indicates that the values tend to be close to the mean (also called the expected value) of the set, while a high standard
deviation indicates that the values are spread out over a wider range.

Coefficient of Variation
The coefficient of variation (CV) is a statistical measure of the dispersion of data points in a data series around the mean.
The coefficient of variation represents the ratio of the standard deviation to the mean, and it is a useful statistic for
comparing the degree of variation from one data series to another, even if the means are drastically different from one
another. The lower of COV means a less fluctuated and level loading MPS
𝑠
Coefficient of Variation = x100%
𝑥̅

Data Master Schedule and the value of master schedule is captured from SAP - EIP.
Downloading

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WIP DII Goal: Plant Specific

Reporting Frequency– Weekly Owner: Planning
Capability – Electronics, Plastics, Metals MANDATORY
WIP DII compares the amount of material on the production floor ($) (Assemblies, Sub-assemblies, Raw Materials, Repairs, Bonepile and MRB)
against the daily shipment by average past 4wks Shipment in order to assure we are taking care and proper movement to the material reducing the
opportunity to generate excess, obsolescence or scrap.
Impact • Reduces the opportunity to generate Excess, Obsolescence or scrap on the production floor.
• Improve the overall manufacturing flow and leadtime
Current Formula WIP DII = Jabil WIP ($) * 28 / past 4 Wk shipment$
Example Jabil WIP ($) = $147,438.12
4 Wk Shipment ($) = $1,056,830.07
[($147,438.12) x (28) / $1,056,830.07] = 3.9 DII
Data Downloading WIP Value in the storage location of MFG, OSP, PRP, WIP, MRB and RMA
Previous 4 weeks shipment cost is taken from SAP site standard cost in USD at the time the metric is built

The report is refreshed on every Monday Morning Eastern Time

Frequently Asked Q1: What are the movement type to considered as PGI in this metric
Question A2: The cost of goods sold comes from the following PGI movement transactions in SAP
movementtypecode
description
302 TR [Link] plnt.
601 GD goods issue:delvy
602 RE goods deliv. rev.
621 Goods Issue
622 Goods Issue
633 GI iss: [Link]
634 GI rcpt:[Link]
Z61 GD goods issue:delvy
ZIR Inter Comp reversal
ZRM GD goods issue:delvy
641 TF to stck in trans.
511 GI deliv. w/o charge
642 TR to stck in trans.
643 TF to cross company
304 TR [Link] pl
644 Plant-Plant Xfer Rev
962 Sell
963 Sell Reversal
512 Sell Reversal
654 Sell
Z62 Plant-Plant Xfer Rev
674 Plant-Plant Xfer Rev
162 Sell Reversal
Notes • Jabil WIP ($) Includes: all type of Jabil owned inventory if it is kept in below SAP Sloc type at the time the metric is
built: Parts Prep $ + Mfg$ + WIP$ + Repair$ + MRB$ + OSP$
• WIP DII report is available from Power BI - Material Operations (EMS) Dashboard - EMS WIP

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WIP DOS Goal: Plant Specific

Reporting Frequency– Weekly Owner: Planning
Capability – Electronics, Plastics, Metals MANDATORY
WIP DOS compares the amount of material on the production floor ($) (Assemblies, Sub-assemblies, Raw Materials,
Repairs, Bonepile and MRB) against the daily requirement by average 4wks Independent Requirement in order to assure we are
taking care and proper movement to the material reducing the opportunity to generate excess, obsolescence or scrap.
Impact Reduces the opportunity to generate Excess, Obsolescence, or scrap on the production floor.
Current WIP DOS = Jabil WIP ($) * 28 / 4 Wk Independent Requirement$ (based on rolling 4
Formula weeks including pastdue$)
Expectation ForFor
thethe
site/customer
site/customer
need
need
drive
drive
10%
10%
YoY
YoY
improvement
improvement
Example Jabil WIP ($) = $147,438.12
4 Wk Independent Requirement ($) = $1,056,830.07
[($147,438.12) x(28)/ $1,056,830.07] = 3.9 DOS
Data WIP Value in the storage location of MFG, OSP, PRP, WIP, MRB and RMA
Downloading Rolling 4 weeks Independent Requirement including past due requirement
Safety stock is not included as part of independent requirement
Cost is taken from SAP site standard cost in USD at the time the metric is built

The report is refreshed every Monday Morning Eastern Time

Frequently Q1: What are the Independent Demand types to consider as demand in the metric?
Asked A1:
Questions
SAP Planning Element Code Description DemandTypeStdCode
PP Planned independent requirement Ind Reqts
U1 Release order for a stock transfer requisition Transport Order
U2 Release order for a stock transfer requisition Transport Order
U3 Transfer requirement for simulation order Transport Order
U4 Release order for stock transport scheduling agreement Transport Order
(STOSA)
VB Quotation QUOTE
VC Sales Order Sales Order
VE SD scheduling agreement Sales Agrmt
VF SD scheduling agreement; external service agent Sales Agrmt
VI Delivery Free of Charge Sales Delivery
VJ Delivery Sales Delivery

Notes • Jabil WIP ($) Includes: all type of Jabil owned inventory as long as it is kept in below SAP Sloc type at
the time the metric is built : Parts Prep $ + Mfg$ + WIP$ + Repair$ + MRB$+OSP$
• WIP DOS report is available from SCDashboard.2.0 EMS WIP

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Planned Order Execution Goal: Plant Specific

Reporting Frequency– Weeks, Months Owner: Planning
Capability – Electronics, Plastics, Metals OPTIONAL
Objective The intent of this metric is to measure the planned order completion rate
Description A comparison is taken of backflushed planned orders vs. planned orders for the previous week. This data is
taken every week to capture trends.
Calculation [Previous week of backflushed planned orders dollars (@ Std Cost) / Previous week Open Planned
Orders dollars (@ Std Cost) x 100%]
Frequency Weekly
Frequently Q1: What is the period of time included in the Planned Order Metric snapshot?
Asked A1: Refer to the table below
Questions

Q2: When is the data refreshed?

A2: On Tuesday Asia noon time. This is to ensure that all regions’ data is captured.
The snapshot will be reflected as previous Monday, refer to the example in Q1, the data snapshot for the
report on the week of Nov 18, 2019 will be Nov 11, 2019

Q3: What is the correct way to run this metric?

Q3: It is important to run the FERTs planned orders separately from the HALBs, to avoid the data being
mixed and affecting the results.

Q4: How I can get the Plan Order Reporting

A4: Plan Order Execution Report is available in SCDashboard 2.0 – EMS MPS POE
Data Planned Orders and Backflush from SAP (@ Std Cost). Data is extracted from SAP EIP.
Downloading

Purchasing Metrics

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Supply Chain Dashboard 2.0

Supply Chain Dashboard 2.0 Reports are used by Jabil to compile performance data and provide summary and detail reports showing Key

Performance Indicators (KPIs). These metrics can be viewed and compared at individual buyer or workcell levels, or rolled up for a site, region,

Division, Segment or globally.

InControl Excess & Obsolete Mitigation Tool

The InControl Excess & Obsolete Mitigation application has been identified as a tool that can assist communication and tie off between Purchasing,

Business Unit & Finance teams within a site. Accuracy in the status of executing disposition of E&O material whether through submitting customer

claims, stating current inventory deposits, or identifying Jabil liability will facilitate alignment of TM 1 weekly indicators. All levels of Management at

Jabil are able to quickly identify what materials can be dispositioned to reduce Jabil inventory at a part number level.

Access to the InControl tools require a service request, and then can be launched from the OKTA application platform.

SAT
The Sourcing Module is used by Commodity Manager and Buyers to review quote information and make sourcing decisions. Sourcing decisions are

made by Jabil Part Number (JPN). These sourcing decisions are communicated to the Material Planners in the Source Status Report.

Aged RTV % (Return to Vendor) Goal: < 2%, For JGP ≤ $0

Capability – Electronics, Plastics, Metals Owner: Purchasing

Description The dollar amount of materials within an RTV location greater than 14 days.

Calculation
Aged RTV (%) = Total Value of Material in RTV location > 14 Days at Standard Cost / Total inventory value (all
locations) for those specific items located at RTV
Aging is calculated by stockroom bin and movement date into RTV Bin.
Frequency Weekly
Objective The intent of this metric is to ensure quick action on returning discrepant material to vendor to avoid Jabil Liability
Considerations This metrics could be understated if sites are not moving MRB material to RTV location on time and also if they are
making movement in and out of bucket.
Q1: My plant is bigger plant so I will always be the worse one. Why it is not % of total stock rather than absolute
Frequently Asked
value.
Questions
A1: For bigger plants the RTV value will be higher, so does the resources. End of the day absolute dollar matter as
Jabil Liability not %.
Example
Value of RTV material > 14 Days = $12000. Aged RTV $ Value = $ 12,0000
Total Inventory value ALL locations for those items currently in RTV = $ 100,000
Aged RTV% = $ 12,000 / $ 100,000 = 12 %
Data Downloading All Data is taken from IC Metrics Server with data source from SAP – eHANA
Power BI - Material Operations (EMS) Dashboard – Aged RTV/RTC

Aged RTC % (Return to Customer) Goal: See expectation

Reporting Frequency – Weeks, Months Owner: Business Units

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Capabilities: Electronics, Plastics, Metals.

Description The dollar amount of materials within an RTC location (greater than 28 days old)

Current Aged RTC (%) = Total Value of Material in RTC location > 28 Days at Standard Cost / Total
Formula
value (all locations) for those specific items located at RTC
Aging is calculated by stockroom bin and movement date into that bin.

Frequency Weekly

Expectation < 2%
For Metals ≤ $0
Objective The intent of this metric is to ensure quick action on returning discrepant material to customer to avoid Jabil Liability
Business Units should strive to address RTC material with the customer in a timely manner.
Frequently Q1: My plant is bigger plant so I will always be the worse one. Why it is not % of total stock rather than absolute value.
Asked A1: For bigger plants, then RTC value will be higher, so does the resources. End of the day absolute dollar matter as Jabil
Questions Liability not %.

Example Value of RTC material > 28 Days = $ 8,000

Total Inventory value ALL locations for those items currently in RTC = $ 100,000
Aged RTC % = $ 8,000 / $ 100,000 = 8 %
Notes This metrics could be understated if sites are not moving MRB material to RTC location on time and if they are making
movement in and out of bucket.
Report is available in Material Operations (EMS) Dashboard – Aged RTV/RTC

DII

Capability – Electronics, Plastics, Metals

Description Days in Inventory measures the average number of days the company holds its inventory before selling it.

Calculation DII = (Net Inventory + Contract Asset) / ((Total cost of material + manufacturing cost for the prior 90 days)/90)
*Contract Asset is taken from GL account of '127000 - Contract Asset for Product Manufacturing'

Frequency Monthly
Objective The intent of this metric is to understand how much inventory a site or workcell keeps on hand relative to the
consumption of that inventory. This metric is used as an indicator of how much of Jabil’s working capital is being used
to hold inventory.
Tool Metric Power BI - Material Operations (EMS) Dashboard - EMS DII

Expectation Meet Lock DII target and Stretch DII target

Considerations Supply Chain Model strategy, supplier consignment, statistical / smoothed forecast loaded in MPS, Minimum Order
Quantity and Order Lead-time reduction, Excess & Obsolete management all drive DII improvement.
Frequently Asked Q: Where can I review Jabil-Supplier Agreements?
Questions A: Access to signed Supplier Contracts and Standard Contract Templates is through the JIS Contract Management
page, or using the following direct link to the folder...
[Link] If access is denied,
instructions to request access are provided at the JIS Contract Management page
Data Downloading All Data is taken from TM1 and updated every Month
Stretch goal is provided by supply chain VP every quarter

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Excess Material

Capability – Electronics, Plastics, Metals

Description This metric is a measure of the dollar value of all material in stock or on order that exceed 6 Months MRP requirements
or is considered Excess per customer terms. This includes all material types such as raw, prep, assemblies, RMAs,
etc.

Calculation Excess Material = JabilStockQty + SupplierStockQty + NextSixMonthOrderQty – (NextSixMonthDemandQty) plus

additional material determined as Excess per Customer terms.

**Note, the calculation excludes any on hand or on order qty that is identified as Customer Consigned but does
include Vendor Consignment materials.
Frequency Weekly
Objective The intent of this metric is to understand the financial liability to a given plant of material above and beyond their
MRP requirements and Excess terms with the Customer. This metric is used as an indicator of how well a site is
executing material plans due to engineering changes. MPS changes, and Customer expectations.
Tool Metric InControl Excess & Obsolete Mitigation Tool

Expectation • 100% update of Reason Codes: Execution

• Review all parts with no Reason Code where the Aging Days > 4 weeks
• Timely Execution of all Reason Code dispositions
• Review all parts with a reason code where the Action Date is past due
• < 8 % from Total Inventory. (Exceptions may be given based on customer contracts)
Considerations It is important for Operations to collaborate with the Business Unit and Finance teams to ensure accuracy of the
maintaining of reason codes in the InControl E&O Mitigation Tool. If this does not occur, Financial reporting will be
inaccurate. Weekly review of E&O that will get uploaded to TM1 after mutual agreement must be pulled, reviewed,
and updated in this tool.
Operation team must ensure that all items with no Reason Codes that are over 4 weeks aging are classified. They
also need to review all materials where the Action Date is in the past to confirm the reason code provided still valid.
This promotes a process that drives execution of all mitigation plans.
Frequently Asked Q1: Why is supplier consigned material included in the excess calculation?
A1: If material in consignment is in excess of MRP, it is the plants obligation to either get the material returned to
Questions the vendor, therefore depleting the excess or highlight the excess situation to the customer. If consignment were
excluded, Jabil may risk potential liability to the customer or to Jabil.

Q2: Why is the calculation only considering 6 months of demand? My customer sends me a one year forecast.
A2: Forecast accuracy outside of a 6-month window is very low. Therefore, Finance has dictated a 6-month calculation
to highlight risk in our excess inventory. Additionally, the materials organization should review high value inventory
in excess of 6 months to move either back to the supplier or to another site in order to increase inventory turns rather
than sitting on the material for a year even if the customer demand or contract covers overall liability to Jabil. Drive
inventory actions where excess at 6 months is high.

Q3: The calculation does not match my customer contract and therefore is invalid. How do I get a customer specific
Excess calculation submitted to Finance?
A3: The calculation for excess is consistent to Jabil regardless of contractual coverage by the customer. However, the
InControl E&O Mitigation Tool is linked to the InControl Customer Claims tool, where the calculations based on
Customer terms determine if a material is claimable or not. This information is available in the Mitigation tool and is
used by Finance to create appropriate accounting entries. Overall excess calculations must be consistent across Jabil
regardless of customer contract.

Q4: Why is on order considered in my excess metric?

A4: If excess is being calculated and there are open orders with external suppliers, the buyer should look to negotiate
lower MOQ, reduce open PO quantities or cancel orders that are not required and are above MRP requirements. Even
though open order does not impact Jabil’s DII, it does impact excess and potential liability if the open orders are not
reviewed according to these actions.

For additional FAQ, please reference quick start guide for link to detailed FAQ document.

Data Downloading All Data is updated daily in the InControl E&O Mitigation Tool

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Obsolete Material

Capability – Electronics, Plastics, Metals

Description This metric is a measure of the dollar value of all material in stock or on order that have zero MRP requirements or is
considered Obsolete per Customer terms. This includes all material types such as raw, prep, assemblies, RMAs, etc.
Calculation Obsolete Material = JabilStockQty + SupplierStockQty + JabilOrderQty + SupplierOrderQty where (MRP Requirements
= 0) plus additional material determined as Obsolete per Customer Terms.

**Note, the calculation excludes any on hand or on order qty that is identified as Customer Consigned but does
include Vendor Consignment materials.
Frequency Weekly

Objective The intent of this metric is to understand the financial liability to a given plant of material that has zero MRP
requirements or is Obsolete per Customer Terms. This metric is used as an indicator of how well a site is executing
material plans due to engineering changes, MPS changes and Customer expectations.
Tool Metric InControl Excess & Obsolete Mitigation Tool

Expectation 100% update of Reason Codes: Execution

• Review all parts with no Reason Code where the Aging Days > 4 weeks
• Timely Execution of all Reason Code dispositions
• Review all parts with a reason code where the Action Date is past due
< 8 % from Total Inventory. (Exceptions may be given based on customer contracts)
Considerations It is important for Operations to collaborate with the Business Unit and Finance teams to ensure accuracy of the
coding of reason codes in the application. If this does not occur, Financial reporting will be inaccurate. Weekly review
of E&O that will get uploaded to TM1 after mutual agreement must be pulled, reviewed, and updated in this tool.
Operation team must ensure that all items with no Reason Codes that are over 4 weeks aging are classified. They also
need to review all materials where the Action Date is in the past in order to confirm the reason code provided still
valid. This promotes a process that drives execution of all mitigation plans.
Frequently Asked Q1: Why is supplier consigned material included in the excess calculation?
Questions A1: If material in consignment is in excess of MRP, it is the plants obligation to either get the material returned to
the vendor, therefore depleting the excess or highlight the excess situation to the customer. If consignment were
excluded, Jabil may risk potential liability to the customer or to Jabil.

Q2: Why is the calculation only considering 6 months of demand? My customer sends me a one-year forecast.
A1: Forecast accuracy outside of a 6 Months window is very low. Therefore, Finance has dictated a 6 Months
calculation in order to highlight risk in our excess inventory. Additionally, the materials organization should review
high value inventory in excess of 6 months to move either back to the supplier or to another site in order to increase
inventory turns rather than sitting on the material for a year even if the customer demand or contract covers overall
liability to Jabil. Drive inventory actions where excess at 6 months is high.

Q3: The calculation does not match my customer contract and therefore is invalid. How do I get a customer specific
Excess calculation submitted to Finance?

A3: The calculation for obsolete is consistent to Jabil regardless of contractual coverage by the customer. However,
the InControl E&O Mitigation Tool is linked to the InControl Customer Claims tool, where the calculations based on
Customer terms determine if a material is claimable or not. This information is available in the Mitigation tool and is
used by Finance to create appropriate accounting entries. Overall obsolete calculations must be consistent across Jabil
regardless of customer contract.

For additional FAQ, please reference quick start guide for link to detailed FAQ document
Data Downloading All Data is updated daily in the InControl E&O Mitigation Tool

Purchasing Requisition Execution (%)

Capability – Electronics, Plastics, Metals

Description Percentage of Executed Purchase Requisition (PR) for the last week

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Calculation Week 1 = Performance can’t be calculated – Only “New Items” are counted
Week 2 = (New items week 1 - Remaining items “Details” in week 2) / (New Items week 1) * 100
Week 3 = (New items week 2 - Remaining items “Details” in week 3) / (New Items week 2) * 100
Frequency Weekly
Objective The intent of this metric is to measure how well a given entity (plant, site, region, Division, or Segment) executes to
its PR within the week (7 days)
Expectation > 90%
Considerations Purchase Requisitions execution is indicator of how efficiently we are securing materials to support build, revenue
and customer satisfaction. When a demand is loaded in ERP system, after MRP Regeneration, ERP system creates
PRs for net material which we need to go out and procure
For EMS, if reason code updated as below with action, they are exempted from PR execution% calculation
a) AML not released
b) Customer controlled
c) NPI products
d) Obsolete part
e) Wrong AML
f) Pending customer ECN or deviation
Frequently Asked Q1: How Schedule Agreement, VMI and External Kanban will impact my metrics?
A1: If you are using Schedule Agreement, VMI or External Kanban then ERP system will create new lines or POs
Questions rather than PR. This will reduce the number of PR and hence impact % execution adversely. However, we should
not take above into account while deciding what type of POs we should be using, if do so, and then we may get
favorable result for this metrics but will adversely impact other metrics. We need to consider Supply Chain Strategy,
Supplier Know How, T&Cs and other factors while deciding what type of POs we should use.

Q2: If I have NPI environment I will always score low for this metrics.
A2: Yes that seems like to be the case, however, with Pareto we should be able to identify real root cause like
missing AML, authorization, etc and should be able to drive improvement.

Q3: What if I have consigned parts provided by Customer and usually my customer is late in supply.
A3: In that case, we need to make part non relevant to MRP, so that we accidently do not buy material

Q4: what if I have material on BOM which I am not supposed to buy like software, etc.
A4: Same as A3.
Example Total count of PRs beginning of the week = 10
Total count of PRs end of the week =2
PR Execution (%) = (10-2)/10= 80.0%
Data Downloading All Data is taken from Jabil DB after MRP Regens

Past Due Execution (%)

Capability – Electronics, Plastics, Metals

Description Percentage of Executed Past Due PO lines for the last week

Calculation Week 1 = Performance can’t be calculated – Only “New Items” are counted
Week 2 = (New items week 1 - Remaining items “Details” in week 2) / (New Items week 1) * 100
Week 3 = (New items week 2 - Remaining items “Details” in week 3) / (New Items week 2) * 100

Frequency Weekly
Objective The intent of this metric is to ensure that Past Due PO Lines are updated on weekly basis to provide accurate and
predictable material supply position
Expectation > 90%
Considerations Past Due Execution metric is an indicator of how disciplined our suppliers are meeting their proposed due and
advance communication with any delivery issues.
This also provide accurate info to planning to make any schedule changes due to late delivery to avoid costly line
downtime

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Past Due Execution (%)

Capability – Electronics, Plastics, Metals

Frequently Asked Q1: Since, we cannot update Delivery Date on Schedule Agreement (SA) then how can I impact this metrics.
A1: Regular SA deliver dates get updated with the “regen”; however, any firm lines need maintenance like regular
Questions (NB) Pos.
Q2: I create SA with local supplier and receive materials on JIT basis, but I keep SA delivery date beginning of the
Qtr, which will show past due all the time.
A2: Need to create weekly delivery schedule with estimated quantity or move the date to end of the month and
change on monthly basis.
Q3: What do I do for RTC or RTV material; they open up PO the original PO, hence Past Due.
A3: We understand SAP limitation here and those are rare cases, however, when we do RTV/RTC, we need to
make sure and close original PO, if we leave it like that then they not only impact metrics but confuse planner and
suppliers to actual open PO.
Q4: Since I do not have control over STOs closing, how do I control Past Due STOs?
A4: Same as suppliers, if other plan made a short shipment, we need to go back and demand the other plant to
properly close it.
Example Total count of Past Due beginning of the week = 10
Total count of Past Due end of the week =4
PR Execution (%) = (10-4)/10 = 60.0%
Data Downloading All Data is taken from Jabil DB after MRP Regens

SAT

Capability – Electronics, Plastics, Metals

Description In order to add value for our customers and leverage our resources Jabil Supply Chain Management (SCM) conducts
Global Commodity quotes each quarter, SAT maintains all supplier negotiated pricing and Jabil sourcing decisions through
to site level.
Calculation Total Amount Executed / Potential Savings

Frequency Quarterly
Objective Ensure world class costing and pricing thru quoting, continuously exceed expectations by reducing cost.
Material Planners should execute 100% sourcing decisions before new quarter begins.

Tool Metric Sourcing Application Tool

Expectation 100 % SAT
Considerations Material Planners should always execute sourcing decisions with the largest potential savings first.
Frequently Asked Q1 How do I get access to SAT?
Questions
A1 Contact the HelpDesk if necessary, to install the tool and obtain a login.
Data Downloading Information is updated every Quarter.

Inventory Control Metrics

All Inventory Control Metrics are defined within 00-IC10-00001 Global Inventory Control Policy Section 11.

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Extract below (for the latest Inventory Control metrics definition, always refer to the Global Inventory Control Policy
available on Global Document Control Portal). IC metrics are applicable to all capabilities.

Blocked Stock Status - Frequency = Weekly

Capability – Electronics, Plastics, Metals

When the material is removed from MRP, it can drive demand for that component, signaling the buyer to acquire more. When an assembly is
blocked, it can drive demand for the entire assembly, which could drive demand for the purchase of additional amounts of components
needed to build that assembly. It can also negatively impact manufacturing since production will be scheduled in order to build the needed
assemblies.

Blocked Stock = Value and count of individual part numbers residing in individual Storage Locations outside of RTV and RTC in a Blocked
Stock Status or None Netting Storage Location.
Current week’s KPI uses average from Previous week’s Daily ERP Report

Value of Blocked Stock = The quantity of material outside RTV and RTC using the standard cost of the material.
Standard Cost = Quantity of material multiplied by the Standard Cost calculated to one each.
Count of Blocked Stock = The number of individual part numbers outside of RTV and RTC.

Example: Part “A” has a value of $0.50 ea with 100 pc in RTV and 50 in SLoc 0101 blocked. Part “B” has a value of $0.10 ea with 5,000 pc in
SLoc 0123 Blocked. Part “C” has a value of $10,000 ea with 100 pc in RTV.
Report reads: Plant X Count 2 Value $525.00 (The stock in RTV was not considered in the results)
If the same part were blocked in 2 different Storage Location, this would be a count of 2.

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CM High-Risks Items Goal: Plant Specific

Reporting Frequency – Week, Months Owner: PMO
Capabilities: Electronics, Plastics, Metals.
Description The objective is to ensure all project risks are being considered during the assessment and to identify high risks
for further control, elimination.
All high-risk items should be presented to on the Site Dashboard Meeting with relevant action plan to mitigate
all risks.
Current
Formula

Examples

Notes To perform risk analysis, please use the formEM-OP80-00024 - NPI-AQP Risk Assessment template or relevant risk
management module in the PLCM tool.

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Lean Hard Savings Goal: Plant Specific

Reporting Frequency – Week, Months Owner: Lean
Capabilities: Electronics, Plastics, Metals.
Measures the impact to business finances from continuous improvement efforts and the contribution to core operating margin.

Current (Old Cost – New Cost)*Quantity = Saving

Formula Examples of the Hard Savings
“Each hard savings over the 30K$ must be verified and approved by the finance department before being reported”

Notes Hard savings must produce an efficiency and/or effectiveness improvement(s) which enables the process to do more
with the same or fewer resources.

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Dl/IL Turnover & Absenteeism Goal: Plant Specific

Reporting Frequency – Months Owner: Human Resource
Capabilities: Electronics, Plastics, Metals.
Percentage of total involuntary and voluntary turnover rate for the reporting period presented by the category – DL/IL

Current The sum of worker headcount turnover for the average headcount for the selected period divided by
Formula the average headcount for the selected period. This number is then multiplied by 100 to view a total
percentage.
Notes Turnover excludes the following reasons for the termination: Contract Ended, Deceased, did not start, failure to
provide required employment eligibility, Retirement.

Revenue Goal: Plant Specific

Reporting Frequency – Months Owner: Finance
Capabilities: Electronics, Plastics, Metals.
Current Built Revenue is the sales price times units sold. To supplement this number we also add Revenue
Formula from Non-Assembly items, such as NRE charges, and Design Revenue.
Notes Revenue is reported in USD.

Digital Factory Status Goal: Plant Specific

Reporting Frequency – Months Owner: Digital Factory
Capabilities: Electronics, Plastics, Metals.
Current It represents the total cost reductions achieved through implemented Digital Transformation
Formula initiatives. It's calculated as the sum of reduced operational costs, efficiency gains, and eliminated
manual efforts, based on predefined financial impact assessments.
Notes 1. Savings in USD in connection with digital solutions.
2. Presented vs pipeline of projects in factories

7. Risk & Controls

7.1. The risks for not implementing the requirements within this procedure are:
7.1.1. Non-compliance to management system standards
7.1.2. Inaccurate Operational performance reporting, which may lead to wrong decisions / Ineffective
continuous improvement actions and poor performance.
7.2. The controls in place for ensuring this procedure is implemented and mitigation of potential risks:
7.2.1. This procedure and the supporting metrics’ reporting tools
7.2.2. JOS meetings: CAC, MIC, TIC, QIC, PMIC
7.2.3. Site management reviews
7.2.4. Global Internal Audits
7.2.5. Executive Quality Management Reviews and Quality councils (EMS).
7.3. Records
7.3.1. Records shall be retained in accordance with 00-LL10-1000-001 Jabil Records Management Policy
and the subsequent Records Management Schedules.

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8. Revisions History & Change Details: Go back to cover page – click HERE

Rev Release Author (s)

Change Details
Date
A JUL/13/11 Vahid Vatannia Initial Release. Combined all operations metrics
Vahid Vatannia, Brian Revised CRR definition and OLE calculation for clarity. Added new targets to E&O. OBA calculation update,
B MAR/23/12
Belzel, Ak Misra and revised FPY definition for AOI false failures.
RTV and RTC Calculation Change
Change metrics goal for Cancel and Push Out to 75% and Excess and Obsolete goals to 2%
MPS Alignment Change Details
1. Update the name of metrics to ‘MPS Alignment’ and remove the content in the bracket ‘(Forecast Cost
of Material v. Master Schedule Cost of Material)’
2. Update expectation of MPS alignment to 90%-100% and $1M maximum variance
3. Update lowest level of MPS Alignment metric
4. Update proration logic in MPS alignment calculation
5. Update waiver execution process
6. Update business unit cost of material source
7. Update SAP Planning element code that will be considered as demand in MPS alignment calculation
8. Update SAP movement type that will be considered as PGI movement in MPS alignment calculation
9. Update cost taking from previous primary manufacturing site to the site standard cost that the metric
built.
10. Update the source of master schedule taken from previous SAP query to JabilDB

MPS Performance Change Details

11. Remove MPS Performance elimination as this metric is calculated by individual site.
12. Update costing taking source from previous RapidResponse/ODS to JabilDB
13. Update source of master schedule taken from previous SAP query to JabilDB

MPS Execution Change Details

14. Remove MPS Execution elimination as this metric is calculated by individual site.
15. Update costing taking source from previous RapidResponse/ODS to JabilDB
16. Update source of master schedule taken from previous SAP query to JabilDB

Forecast-CRD Change Details

17. Update expectation from ‘100%’ to ‘Greater than 90%’
18. Update how to calculate site Forecast-CRD in FAQCommit – CRD Change Details
19. Update commit-CRD calculation when commit was loaded as 0Excess Material Percentage Change
C OCT/31/13 Ron Anderson Details
20. Add ‘(Make Parts Only)’ after Excess Material Pct in title to differentiate with purchasing excess metrics
21. Update excess material percentage calculation method – Material on order coverage 6 months and
MRP requirement takes 6 months + 2 weeks
22. Update expectation from previous Less than 2% of Total Inventory to Less than 1% of next 4
weeks MS dollars @ Standard Cost
23. Update source of costing to Rapid Response and remove ODS
24. Update source of excess extract from RR workbook COR-Purchasing-ERP-Data-Combined E&O
Obsolete Material Percentage Change Details
25. Add ‘(Make Parts Only)’ after Obsolete Material Pct in title to differentiate with purchasing excess
metrics
26. Update expectation from previous Less than 2% of Total Inventory to Less than 0.5% of next
4 weeks MS dollars @ Standard Cost
27. Update source of costing to Rapid Response and remove ODS

Update source of excess extract from RR workbook COR-Purchasing-ERP-Data-Combined E&O

1 - Remove link from point 5.
2 - Adding 00-0D20-JOS_Procedure Jabil Operating System Procedure and 00-QE80-JOS-003 JOS Meeting
agendas to point 5.
3 - Remove OMI KPI from procedures – not used anymore.
Update the Owners and Report Frequency of the Operational Metrics.
4 - Update Notes part of the FPY – adding example how to calculate FPY in case if a product it is produced
on multiple lines.
5 - Change the word Costumer – to External Costumer in Impact part of the OBA DPM KPI.
6 - Add Productivity KPI to the procedure.
7 - Add new Downtime categories as – External Material Downtime, Planning Downtime, Quality Downtime,
IT Downtime, and Facility Downtime.
8 - Remove point 9 from procedure. The meeting agenda it is now available in point 5.
FPY calculation update and CRR EOL update
Updated the document template.
Removed example spreadsheets.
Approver list updated.
5.3 MES Defect Code Request Form Included.
D OCT/08/14 Moacir Montoya Change owner of FPY metric from Mfg to “ME”. Note for the use of “MES Defect Code Request Form” in the
case of changes was included on the FPY section.
Change owner of RMA metric from Planning to “Planning or Manufacturing”.

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Pass on Retest (PRT) metric definition included.

Note for OTD metric included (OTD metric cannot be over 100%).
DII Tool Metric changed from Material Management tracker to “SC Dashboard”.
MPS Alignment, same as TM1 availability Remove Pull ins, Push outs & Cancels from the Purchasing metrics
E JUN/3/2016 Eduardo De la Concha
include JGP OQC DPM metric Including RTY metric CRR wording change Include WIP DII metric
Changed document number from 00-MN20-10000-003 to 00-OP20-00005.
Updated approver list and format. Minor corrections and clarifications throughout the
document.
2. Updated scope to EMS and JGP.
3. Added definition for Cost of Quality (COQ) and Out-of-Control Conditions (OOC).
3. & 6. Updated definitions and examples for Scrap %, Changed CRR from “Customer Return
Rate” to “Customer Reject Rate”
6. Clarified the definitions for FPY and RTY metrics
• Removed Days in WIP as it overlapped with WIP DII. Updated WIP DII.
• Added Customer CARs
• Updated MRB metric
• Corrected Formula for Productivity metric.
• Removed Internal and External Material Downtime, Planning, Quality, Process, IT, Facility,
and Changeover Downtime Metrics as these are not JOS metrics but Reason’s Codes under
Gregoire Haugomat, O.E.E, O.L.E and Productivity Metrics review.
F FEB/11/2020 Martin OBrien, • Updated definition of MPS Alignment, removed reference to TiLlis.
Renee Liu • Updated MPS Performance, now applicable to BTO/CTO, removed TiLlis.
• Removed MPS Execution metric (replaced by Planned Order Execution)
• Added Sell Thru and Planned Order Execution metrics (EMS and JGP)
• Updated definition for Forecast – CRD.
• Updated definition of OTD and changed target to 99%.
• Added OTD-R and OTD-C Metrics for JGP.
• Updated the definition of SO-CRD.
• Removed Excess and Obsolete metrics from the planning section as this is addressed
under purchasing.
• Added definition for Purchase Requisition Execution.
• SAT: Changed frequency to Quarterly
• Updated RTV metric definition, moved RTC to operational metrics section and updated
definition and formula
• Updated DII definition
• Removed Inventory Control Metrics as they are defined within 00-IC10-00001
• Updated approver list, replaced “Division” by “Segment” throughout the document
• 3. Definitions / Terminology:
• Removed reference to TILLIS
• 4.1 Updated responsibilities for maintaining this document
• 4.2 Clarified responsibilities for approvals
• 5. Updated referenced documents
• 6. Process
• Added JGP First Pass Rolled Yield
• Added clarity for CRR Weekly calculation and manual data entry
• Updated Aged RTC metric by adding Aged RTC % formula
Gregoire Haugomat, • Updated WIP DII metric and moved it under the Planning section
G OCT/19/2021 Renee Liu, Martin • Updated MPS Alignment metric
OBrien • Added reporting tools for MPS performance and Sell Thru metrics
• Added MPS Front Loading metric
• Added MPS CoV metric
• Added WIP DOS metric
• Added Aged Inventory (Make) metric
• Added CWA Compliance metric
• Updated OTD Target
• Updated Forecast CRD metric definition
• Updated Aged RTV metric by adding Aged RTV % formula
• Updated Excess and Obsolete metrics definitions
• 7. Removed the names for the reporting tools and the metrics meetings.
Updated Approver list.
Added note 3 for FPY metric
Added FNI metric for EMS.
H JUN/02/ 2022 Gregoire Haugomat Changed ownership of RMA to planning.
Updated Aged Inventory (Make) definition and expectations.
Changed OTD to EMS OTD to Commit
Updated Forecast-CRD definition, and added formula by quantity

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Revision
00-OP20-00005
J
Operational Metrics

Updated SO-CRD definition.

Added RTV expectation for JGP.
Replaced “SCDashboard 2.0” by “Power BI - Material Operations (EMS) Dashboard” for
Materials Metrics and RTC.
• Update approvers list.
• Adding applicability by capability for each metric.
• Updating scope from EMS and JPS to globally.
• Updated: RTY, OLE, Scrap.
• Adding: CPP, CO2 Emission Intensity Reduction, Baselines Assessment Score,
I MAY/02/2024 Germana Lameira Diagnostic efficiency, Diagnostic productivity, lean metrics reference. TRIR (Total
Recordable Incident Rate), Repair Efficiency, Repair WIP, FIA, Project On Time
(POT), Build to Schedule, MPS execution
• Removing: EMS Planned order execution, JGP Planned order execution, WIP DOS,
JGP OTD-R, JGP OTD-C.
Change expectation for aged inventory, 0>30 days instead of 60 days

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Signature Manifest

Document Number: 00-OP20-00005 Revision: J

Title: Operational Metrics

All dates and times are in Coordinated Universal Time(UTC)

DOCUMENT APPROVAL
Name/Signature Title Date/Time Meaning/Reas
on
HH Yeo (HHYEO) Operations SVP 18 APR 2025 [Link] Approved
AM
Paul Arrendell Chief Quality 20 APR 2025 [Link] Approved
(2318308) Officer PM
Michal Wierzchowski VP Operations and 21 APR 2025 [Link] Approved
(WIERZCHM) Digital PM
Transformation
Shetee Tan (TANS) Sr. Operations 22 APR 2025 [Link] Approved
Development PM
Director

DCC RELEASE
Name/Signature Title Date/Time Meaning/Reas
on
Maryana Mytrovka Global Quality 25 APR 2025 [Link] Approved
(MYTROVM) Systems Analyst AM

Printed Date: Printed By:

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