Engineering

CSUN Management
Six Sigma Quality
Engineering

Week 2
Introduction to Six Sigma
Macro model of Six Sigma Management
 Chapters 1,2 & 3 Outline

 Values of Six Sigma

 Development & Timeline of Six Sigma Management
 Benefits of Six Sigma Management
 Voice Of the Process (VOP)
 Variation in a Process
 Voice Of the Customer (VOC)
 Roles and responsibilities in Six Sigma Management
 Technical terminology of Six Sigma Management
 Six Sigma Methodology (DMAIC)
 Six Sigma Macro Model (Dashboards)\
 Six Sigma BB project presentation
 Values of Six Sigma
Six Sigma is a process that enables companies to
increase profits dramatically by streamlining operations,
improving quality, and eliminating defects or mistakes in
everything a company does, from raw materials to finish
goods. A Six Sigma process generates a defect
probability of 3.4 parts per million (PPM).

 Key activities in Six Sigma are:

1. Understanding customer needs (in quantifiable terms)
2. Translating the needs into the measurable outcomes

 Key objectives in Six Sigma are:

1. Understanding & measuring the process inputs
2. Looking at the root causes of variation
 The Focus of Six Sigma

Y= f (X)

• Y  X1 . . . X N
• Dependent  Independent
• Output  Input-Process
• Effect  Cause
• Symptom  Problem
• Monitor  Control

If we are so good at X, why do we constantly test and inspect Y?

 Six Sigma Companies

Nonconformities
Nonconformities
 PMO
PMO
• Allied Signal The sigma scale
2 308,770 of measure is
• Boeing perfectly
3 66,811 correlated to
• Caterpillar such
characteristics
• General Electric 4 6,210 as defects-per-
unit, parts-per
• John Deere & Co 5 233 million defective,
and the
• Lockheed Martin 6 3.4 probability of a
failure/error.
• Motorola
Process
Process Parts
Partsper
perMillion
• Polaroid Million
Capability
Capability Opportunities
Opportunities
• Sony
 Timeline of Six Sigma Management

1978 Poor Quality!!! Motorola sells it TV business. When asked why,

VP states “QUALITY STINKS!”

•Did not co-operate across division

•Ignored customer requirements
•Diluted culture with new employees without training
•Did not realize that Sigma had limitations

Was an internally focused program

 Timeline of Six Sigma Management
1980 Corporate Quality Officer appointed
1981 Training Center established
1985 Began to measure total defects/unit
1987 Corporation adopts Six Sigma program, Six Sigma goal to be
achieved by 1992
1988 Motorola wins Malcolm Baldridge Award at the corporate level
1990 Six Sigma Research Institute formed.
1992 Blackbelt infrastructure developed and implemented at
Motorola, Kodak, TI, IBM, and Digital.
1993 Motorola hires 40,000 new employees and removes the 40
hour quality training program. Revenue growth averages 27%
growth.
 Timeline of Six Sigma Management
1994 Motorola owns 60% of the wireless phone market. Six Sigma
Academy formed.
1998 Motorola owns 34% of the wireless phone market. Revenue
growth is 5%. Shareholder value is 1%; it had averaged 54% in
previous 3 years.

Six Sigma Companies

•Produce superior, reliable, and customer-satisfying
products…
• Are faster, better, cheaper, and more efficient than their
competitors…
 Benefits of Six Sigma Management

 Improve process flows

 Reduce total defects
 Reduce process cycle time
 Enhance Customer and Employee satisfaction
 Help reduce inventory
 Help improve capacity and output
 Help increase quality and reliability
 Help decrease product costs
 Help improve product delivery to custumer
 Voice Of the Process (VOP)

 A process is a collection of interacting components that

transform inputs into outputs toward a common aim.

Inputs Process Outputs

Assembly
Components
Test Customer receives
Machines
Final Inspection product
Operators
Ship to Customer
 Variation in a Process
• What is Variation?
• The enemy of certainty
• The enemy of customer satisfaction
• Drives the unknown
• Adds to customer (and employee) disbelief
• Adds to lack of confidence in the ability of processes
• Increases risk that a result will not meet expectations
• Variation is a driver of defects
For any process, variation is the main reason
for poor performance...
Variation is the key focus of Six Sigma
 Variation in a Process

 Feedback Loops
• A feedback loop relates information about outputs from any stage
or stages back to another stage or stages to make an analysis of
the process.

Inputs Process Outputs

Feedback Loop
 Voice Of the Customer (VOC)

• It is vital that we understand and are able to quantify what is

critical to the customer's satisfaction.
LSL USL

No Good Good No Good

Loss Loss
Unhappy No Loss Unhappy
Customer Customer

Nominal Value
 Voice Of the Customer (VOC)

•Critical to Customer’s satisfactions:

• High quality
• Lowest possible price
• Products deliver on time

Therefore
Producers should bring forth these products in a
manner that minimizes cost and cycle time and
maximizes profit
 Voice Of the Customer (VOC)

• We need to ask ourselves...

•How easy it is for our customers to do business with us?
•Are we making assumptions about what customers need?
•How often do we ask our customers (internal and
external) what they need?
•Is this information properly communicated throughout our
organization.
We must place a value and emphasis on the
customer, take measurements and measure inputs,
not just outputs
 Customer Satisfaction?

Do you have dissatisfied customers?

• Historically 1 in 25 unsatisfied customers express their
dissatisfaction

• 1 unsatisfied customer typically tells 7-16 others.

• It cost about five times more to attract a new

customer as it does to keep an old one.
 Roles and responsibilities in Six Sigma
Management
 Senior Executive
• Provides the impetus, direction & alignment necessary for Six Sigma
ultimate success. Senior Executive should:
1. Study Six Sigma management
2. Link company’s objectives to Six Sigma projects
3. Champion Six Sigma projects
4. Constantly review Six Sigma projects progress

 Executive Committee Member

• They are the top management of an organization. Executive Committee
Members should:
1. Deploy Six Sigma throughout the organization
2. Prioritize and manage Six Sigma portfolio
3. Assign champion, BB and GB to Six Sigma projects
4. Remove barriers to Six Sigma management
5. Provide resources for Six Sigma management
 Roles and responsibilities in Six Sigma
Management
 Champion
• Take a very active sponsorship and leadership role in conducting and
implementing Six Sigma projects. Champions should:
1. Identify the project on the organizational dashboard
2. Provide an ongoing communication link between the project team and Executive
committee
3. Keep the team focused on the project by providing direction and guidance
4. Assure that Six Sigma methods and tools are being used in the project

 Master Black Belt

• Takes a leadership role as keeper of the Six Sigma process and advisor to
executives or business unit managers. Master Black Belt should:
1. Counsel senior executives and business unit managers on Six Sigma
management
2. Continually improve and innovate the organization’s Six Sigma process
3. Apply Six Sigma across across both operations and transactions-based process
4. Mentor Green Belts and Black Belts
 Roles and responsibilities in Six Sigma
Management
 Black Belt
• Is a full time change agent and improvement leader. Black Belts
should have the following characteristics:
1. Technical and managerial process improvement/innovation skills
2. Understand the psychology of individuals and teams
3. Not intimidated by upper management
4. Has a customer focus

• The responsibilities of a Black Belt include:

1. Communicate with the champion and process owner about progress
of the project
2. Help team members design and analyze experiments
3. Provide training in tools and team functions to project team members
4. Coach Green belts leading projects limited in scope
 Roles and responsibilities in Six Sigma
Management
 Green Belt
• Is an individual who works on projects part time, either as a team member for
complex projects or as a project leader for simpler projects. Green Belts have the
following responsibilities:
1. Define & review project objective with project’s champion
2. Facilitate the team through all phases of the project
3. Analyze data through all phases of the project
4. Train team members in the use of Six Sigma tools and methods through all phases of the
project

 Process Owner
• Is the manager of a process. The process owner should be identified and involved in
all Six Sigma projects relating to the process owner area. A process owner has the
following responsibilities:
1. Empower employees to follow and improve best practice methods
2. Accept and manage the improved process after completion of the Six Sigma project
3. Understand how the process works, the capability of the process, and the relationship of
the process to other processes in the organization
 Technical terminology of Six Sigma
Management
 Critical-To-Quality (CTQ): Is a measure of what is important to a
customer.
 Defect: Is a nonconformance on one of many possible quality
characteristics of a unit that causes customer dissatisfaction
 Defects per Million opportunities (DPMO): A quality metric often
used in the Six Sigma process. It is calculated by the number of
defects observed divided by the number of opportunities for
defects compared to 1 million units.
 Yield: Is the proportion of units within specification divided by
the total number of units.
 Rolled Throughput Yield (RTY): Is the product of the yields from
each step in a process.
 Six Sigma Methodology (DMAIC)

Project Name:
Estimated Actual
DMAIC PROCESS AND PHASE GATE completion completion Status
date date
Define
Met Define Phase Criteria No
 Define Customers and Requirements (C TQs)
 Develop Problem Statement, Goals and Benefits
 Identify C hampion, Process Owner and Team
 Define Resources
 Evaluate Key Organizational Support
 Develop Project Plan and Milestones
 Develop High Level Process Map
Measure
Met Measure Phase Criteria No
 Define Defect, Opportunity, Unit and Metrics
 Detailed Process Map of Appropriate Areas
 Develop Data Collection Plan
 Validate the Measurement System
 C ollect the Data
 Begin Developing Y=f(x) Relationship
 Determine Process Capability and Sigma Baseline
 Six Sigma Methodology (DMAIC)

Analyze
Met Analyze Phase Criteria No
 Define Performance Objectives
 Identify Value/Non-Value Added Process Steps
 Identify Sources of Variation
 Determine Root C ause(s)
 Determine Vital Few x's, Y=f(x) Relationship
Improve
Met Improve Phase Criteria No
 Perform Design of Experiments
 Develop Potential Solutions
 Define Operating Tolerances of Potential System
 Assess Failure Modes of Potential Solutions
 Validate Potential Improvement by Pilot Studies
 C orrect/Re-Evaluate Potential Solution
Control
Met Control Phase Criteria No
 Define and Validate Monitoring and C ontrol System
 Develop Standards and Procedures
 Implement Statistical Process C ontrol
 Determine Process C apability
 Develop Transfer Plan, Handoff to Process Owner
 Verify Benefits, C ost Savings/Avoidance, Profit Growth
 C lose Project, Finalize Documentation
 C ommunicate to Business, C elebrate
 Six Sigma Macro Model (Dashboards)

•A dashboard is a tool used by management to clarify and assign

accountability for the “critical few” key objectives, key indicators,
and project tasks needed to steer an organization toward its mission
statement.
•There are four basic categories of dashboard key objectives:
•Financial Key Objectives
•Process Improvement Key Objectives
•Innovation/Customer Satisfaction Key Objectives
•Employee Growth and Development Key Objectives
 Six Sigma Macro Model (Dashboards)
Los Angeles
Greater than 10% Between 10% and Within 5% of
2006 from Plan 5% from Plan Plan

KEY DIAGNOSTIC
STAKEHOLDER
MEASUREMENT MEASUREMENT
2005 Actual Actual/ JAN FEB MAR APR
Plan
Cum Actual 9,080 18,847 29,546 40,519
Cumulative Sales 105792
Growth Over Market Cum Plan 9,702 19,433 29,164 38,846
Actual 6.3% 28.4% 22.0% 23.1%
CFROGC 20.9%
Plan 21.9% 19.1% 22.8% 16.9%
Actual 150 152.6 140.9 146.3
DOH 133
Plan 139.5 137.5 136.3 133.5
Actual 41.9 46.8 48.6 47.4
DSO 45
Plan 43.3 43.5 43.5 44
Actual 47 57 78 42
DPO 27
Plan 50 50 50 50
Capital
SHAREHOLDERS Cum Actual 3 501 1,701
Expenditures 1,517
($ 000) Cum Plan 3 389 409
Cum Actual 2.3% 11.4% 12.2% 13.0%
Operating Margin 12.0%
Cum Plan 14.5% 13.4% 14.0% 13.2%
Actual 0.5% 2.0% 0.7% 1.2%
Productivity -3.3%
Plan 0.7% 0.7% 0.7% 0.7%
Material Cost Out ($ Cum Actual $280 $653 $1,092 $1,530
$2,320
000's) Cum Plan $105 $160 $265 $370
Factory Cost Out ($ Cum Actual $26 $46 $76 $81
$1,000
000's) Cum Plan $13 $26 $39 $52
Actual 3.5 3.5 3.5 3.1
Lean Score 3.5
Plan 3.5 3.5 3.5 3.5
 Six Sigma Macro Model (Dashboards)
Actual 56.4% 63.7% 60.6% 65.6%
Product OTD 62.1%
Plan 60.0% 63.0% 65.0% 68.0%
Past Due $ Actual $8,262 $8,100 $6,973 $5,886
$7,213
($ 000's) Plan $8,000 $7,500 $7,000 $6,500
Actual 13.1% 6.2% 7.6% 4.8%
MPS OTD 14.6%
Plan 0.0% 0.0% 10.0% 11.0%
Actual 60.5% 53.5% 60.0% 55.4%
Supplier OTD 57.3%
Plan 57.0% 58.0% 59.0% 60.0%
CUSTOMERS
3 Month Rolling Actual 2012 1534 1783 2000
Product Quality 2706
(DPPM) Plan 3000 3000 3000 3000
3 Month Rolling Actual 8765 8488 18974 1087
Supplier Quality 9594
(DPPM) Plan 12000 10000 9500 9000
Dev. Program Actual 75.0% 66.7% 42.9% 66.7%
50.0%
Milestone OTD Plan 75.0% 75.0% 75.0% 75.0%
OCA Action Item Actual
0.0%
OTD Plan 0.0% 0.0% 0.0% 0.0%
Employee Survey Actual 10.0%
EMPLOYEES 80.0%
Action Item OTD Plan 0.0% 0.0% 0.0% 10.0%
Actual 8.8 4.7 2.8 2.3
Safety TCIR 2.0
Plan 5.0 4.0 2.9 2.7
Spend/Strategic Actual
SUPPLIERS $0
Supplier ($000) Plan $0 $0 $0 $0
Environ Audit Action Actual 100.0% 100.0% 100.0%
1
Item OTD Plan 0 1 1 1
COMMUNITY Charitable Cum Actual $648 $1,195 $1,893 $2,406
Contributions $8,311
($ 000's) Cum Plan $708 $1,416 $2,124 $2,832
 Plant Performance Dashboard

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R e c e i ve d e a rly o w n e r s t o e n s u r e t h e y u n d e r s t a n d t h e n e w f iv e d a y e a r l y , o n t i m e d e li v e r y w in d o w . C o m p le te R e v ie w a n d m e a s u re e x c e p tio n s m e s s a g e r e s o lu t i o n in e a c h
R e c e i ve d e a rl y o w n e r s t o e n s u r e t h e y u n d e r s t a n d t h e n e w f iv e d a y e a r l y , o n t i m e d e l i v e r y w in d o w . C o m p le te R e v ie w a n d m e a s u re e x c e p t io n s m e s s a g e r e s o lu tio n in e a c h (R e d u c e d fro m $ 3 . 3 M d o w n to $ 1 .3 M ) M endo za/
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T. M endoza 5 0 % c o m p le t e K a rl F is c h e r ,
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S u p p l ie r F a il u r e U . S . B a l l C o r p . s t o c k i n g p r o g r a m ( a n o t h e r h ig h v o l u m e l o w c o s t s u p p li e r ) 1 1 /3 0 /2 0 0 4 A c c e s s d a t a b a s e fo r p la n n e rs b a c k lo g L e b e ts a m e r / M c B r o o m O n - g o in g V 2 2 s o u rc e in s p e c t io n a t T P T S Q E NN N o o ot t e et e: : : 5 5 54 4 4 RR R e e e t t u ut ur r n rn n s s s f f o of o r r r O O O c c ct t t 2 2 20 0 0 0 0 04 4 4. . .
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S u p p l ie r F a il u r e R a t io n a liz i n g s u p p lie r b a s e ( A l p in e , W C L , B l e v i n s , V i k i n g ) Q u a lit y m g r . O n g o in g C o n t i n u e C e r t i fi e d S u p p l i e r P r o g r a m r o l lo u t S Q E s O n g o in g 3 3 3 3 3 3 U U U n n n i it tis ts s d d d e e et t e te er r mrm m i in ni ne e ed d d t t o to o b b be e e C C C u u us s st t o to o m m m e e er r r RR R e e es s sp p po o on n n s s si ib bi b i il lii i lt t iy ty y o o or r r NN N o o o F F F a a a u u ul lt tl t F F F o o uo u un n n d d d
S u p p l ie r F a il u r e R a t io n a l iz i n g s u p p l ie r b a s e ( A l p in e , W C L , B l e v i n s , V i k i n g ) Q u a lit y m g r . O n g o in g S u p p o rt o f s c h e d u le t o o l L e b e ts a m e r/ M c B ro o m C o m p le te 3 3 U n i t s d e t e r m in e d t o b e C u s t o m e r R e s p o n s i b i li t y o r N o F a u l t F o u n d
P l a n n in g P r o b l e m S u p p l ie r s n o w h a v e fo r w a r d v is i b i li t y fo r s u b - c o n t r a c t P O 's t o p la n t h e i r c a p a c it y n e e d s . T. M endoza
T. M endoza C o m p le te S u p p o rt o f s c h e d u le to o l L e b e ts a m e r / M c B r o o m C o m p le t e 1 1 1 7 7 7 U U U n n n i it tis ts s n n n o o ot t t e e ev v va a a l lu ul u a a at t e te ed d d a a as s s o o o f f f t t h th h e e e d d d a a at t e te e o o of f f t t h th hi is si s r r e re e p p po o o r r t r t i tin ni ng g g
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C M C a d d e d a s C e r t i fie d S u p p l ie r - 6 2 % o f C M C p a r t s a r e n o w s h i p t o s t o c k a n d a t h r id o f a ll M endoza 4 4 4 UU U n n ni it tis ts s w w w e e e r r e re e d d de e et t e te er r mrm m i in ni n e e ed d d t t o to o b b be e e EE E a a a t t o to on n n’ ’s s’ s R R R e e es s sp p po o o n n ns s si ib bi b i il l ii ilt ti y ty y
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H i g h v o lu m e , l o w d o ll a r s u p p li e r s l ik e C h a v e r s G a s k e t a n d B o r a a r e s h ip p in g e a r l y . C a l le d
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t o th e p r o g ra m B O S t e a m h a s p r i o r i t i z e d E S P e le m e n t s W o r k k e y is s u e s f ir s t B O S te a m A p r -0 4 D o n e
R e c e i ve d e a rly o w n e r s t o e n s u r e t h e y u n d e r s t a n d t h e n e w f iv e d a y e a r l y , o n t im e d e liv e r y w in d o w . C o m p le t e L e a d - t im e R e d u c t io n s O n g o in g 3 4 0 0 L e a d - t im e s r e d u c e d C o r p o r a t e p la n n in g t o d e v e lo p t e c h . T r a i n in g f o r 2 0 0 5 ' C o n d u c t t e c h n i c a l t r a in in g R N R A p r-05 C o r p o r a t e p la n s f o r 2 0 0 5
R e c e i ve d e a rly o w n e r s t o e n s u r e t h e y u n d e r s t a n d t h e n e w f i v e d a y e a r ly , o n t i m e d e li v e r y w in d o w . C o m p le te L e a d - t i m e R e d u c t io n s O n g o in g 3 4 0 0 L e a d - t im e s r e d u c e d C o r p o r a t e p la n n in g t o d e v e lo p t e c h . T r a i n in g f o r 2 0 0 5 ' C o n d u c t t e c h n i c a l t r a i n in g R NR A p r -0 5 C o r p o r a t e p la n s f o r 2 0 0 5
M endoza O b s o le t e a n d E x c e s s d is p o s a l O n g o in g 1 . 7 M w it h e x p e c t e d a d d i t io n a l 2 5 0 K b y y e a r e n d . I n c l u d e E r g o n o m i c s / r e p e t i t iv e m o t io n s t u d y im p r o v e e r g o n o m ic s R N R A p r-05 C o r p o r a t e p la n s f o r 2 0 0 5
R e c e i ve d e a rly M e t r ic e a r l y t o le r a n c e c h a n g e d f r o m i n fi n i t e t o 5 d a y s . P o lic y e n f o r c e m e n t
M e t r i c e a r ly t o l e r a n c e c h a n g e d fr o m in f i n it e t o 5 d a y s . P o li c y e n f o r c e m e n t M endoza O n g o in g O b s o l e t e a n d E x c e s s d is p o s a l O n g o in g 1 . 7 M w it h e x p e c t e d a d d i t io n a l 2 5 0 K b y y e a r e n d . I n c l u d e E r g o n o m i c s / r e p e t it iv e m o t io n s t u d y im p r o v e e r g o n o m ic s R NR A p r -0 5 C o r p o r a t e p la n s f o r 2 0 0 5
R e c e i ve d e a rly O n g o in g W IP R e - a li g n m e n t o f s c h e d u le f o r p u r c h a s e d O n g o in g 9 6 4 k m o v e d t o 2 0 0 5 w it h a n a d d i t i o n a l 2 0 0 k b y
T. M endo za 5 0 % c o m p le t e W IP R e - a lig n m e n t o f s c h e d u le fo r p u rc h a s e d O n g o in g 9 6 4 k m o v e d t o 2 0 0 5 w it h a n a d d i t i o n a l 2 0 0 k b y B u i ld in g S a f e t y w o r k o r d e r p r o g r a m p r io r t i z e s a f e t y w o r k o r d e r s R N R D e c -04 S t a r t in g t o t r a c k
T. M endoza 5 0 % c o m p le t e B u i ld in g S a f e t y w o r k o r d e r p r o g r a m p r io r t i z e s a f e t y w o r k o r d e r s R NR D e c -04 S ta r tin g to tr a c k
S u p p l ie r F a i l u r e U . S . B a l l C o r p . s t o c k i n g p r o g r a m ( a n o t h e r h i g h v o l u m e lo w c o s t s u p p li e r ) 1 1 /3 0 /2 0 0 4 a n d m a n u f a c t u r e d p a r t s fo r y e a r e n d . year end
NN N o o ot t e te e: : : 5 5 5 4 4 4 R R R e e e t t u ut ur r n rn ns s s f f o fo o r r r O O O c c ct t t 2 2 20 0 0 0 0 04 4 4. . . S u p p l ie r F a i l u r e U . S . B a ll C o r p . s t o c k in g p r o g r a m ( a n o t h e r h i g h v o lu m e l o w c o s t s u p p l ie r ) 1 1 /3 0 /2 0 0 4 a n d m a n u fa c tu re d p a r ts fo r y e a r e n d . year end
N o te : 5 4 R e tu rn s fo r O c t 2 0 0 4 . T. M endo za / B r i n g i n o n l y w h a t is n e e d e d . W o r k i n g w it h p r o d u c t a u d i t
3 3 3 3 3 3 U U U n n ni it tis st s d d d e e et t e et er r mrm m i in ni ne e ed d d t t o ot o b b be e e CC C u u us s st t o ot o m m m e e er r r R R R e e es s sp p po o on n ns s si ib bi b i il lii i tl t iy yt y o o or r r N N N o o o F F Fa a a u u u l lt tl t F F F o o uo u un n n d d d R a t i o n a l iz i n g s u p p l ie r b a s e ( A l p in e , W C L , B le v i n s , V i k in g ) T. M endoza / B ri n g i n o n l y w h a t is n e e d e d . W o r k i n g w it h p r o d u c t a u d i t
S u p p l ie r F a i l u r e Q u a l it y m g r. O n g o in g
3 3 U n i t s d e t e r m in e d t o b e C u s t o m e r R e s p o n s i b i li t y o r N o F a u lt F o u n d S u p p l ie r F a i l u r e R a t i o n a li z i n g s u p p li e r b a s e ( A l p i n e , W C L , B l e v in s , V i k i n g ) Q u a l it y m g r . O n g o in g D e v e l o p in g s a f e t y S O P f o r a l l p r o c e d u r e s
D e v e l o p in g s a f e t y S O P f o r a l l p r o c e d u r e s
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1 1 1 7 7 7 U U U n n ni it tis st s n n n o o ot t t e e ev v va a a l lu ul u a a at t e et ed d d a a a s s s o o o f f f t t h ht h e e e d d d a a at t e et e o o of f f t t h ht hi is si s r r e re e p p po o or r t rt i itn ni ng g g P l a n n in g P r o b l e m S u p p l ie r s n o w h a v e fo r w a r d v is i b i lit y fo r s u b - c o n t r a c t P O 's t o p l a n t h e ir c a p a c it y n e e d s . T. M endo za
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1 7 U n its n o t e v a lu a te d a s o f th e d a te o f th is r e p o r tin g P l a n n in g P r o b l e m S u p p l i e r s n o w h a v e fo r w a r d v i s ib i li t y fo r s u b - c o n t r a c t P O 's t o p la n t h e i r c a p a c it y n e e d s . C o m p le te
4 4 4 UU U n n ni it t is st s w w w e e e r r e re e d d de e et t e et e r r mrm m i in ni n e e e d d d t t o ot o b b be e e EE E a a a t t o ot on n n’ ’s s’ s R R R e e es s sp p po o o n n ns s si ib bi b i il lii itl tiy yt y C M C a d d e d a s C e r t i f ie d S u p p l ie r - 6 2 % o f C M C p a r t s a r e n o w s h i p t o s t o c k a n d a t h r i d o f a l l M endoza
4 U n it s w e r e d e t e r m i n e d t o b e E a t o n ’ s R e s p o n s i b i l i t y C M C a d d e d a s C e r t i fi e d S u p p l ie r - 6 2 % o f C M C p a r t s a r e n o w s h ip t o s t o c k a n d a t h r id o f a ll
r e c ie p t s a r e s h ip t o s t o c k .
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D D D P P P P P P M M M CC C a a al lc cl c. . . = = = 2 2 2 1 1 1 / / 6 6/ 66 6 6 8 8 85 5 5 * * * 1 1 1 , , 0 0, 00 0 00 0 0 , , 0 0, 00 0 0 0 0 0 = = = 3 3 31 1 1 4 4 41 1 1 r e c i e p t s a r e s h ip t o s t o c k .
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UU U n n ni it t is st s d d de e e t t e et er r mrm m i in ni n e e ed d d t t o ot o b b be e e CC C u u u s s st t o ot om m m e e er r r RR R e e e s s sp p p. . . o o o r r r N N N o o o F F F a a au u u l lt t l t F F F o o o u u un n n d d d n n no o o t t t u u us s se e ed d d i in ni n c c ca a al lc cl cu u ul la al at t i tio oi on n n
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 SS uu pp pp lliiee rr ttoo PP llaa nn tt DD ee lliivv ee rryy --LL oo ss AA nn gg ee llee ss ,, CC AA
M O NTHLY PERFO RM A NCE REA SON CODES

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33 00 .0.0 %%
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HH iigg hh vvoo lluu mm ee ,, lloo ww dd oo ll llaa rr ss uu pp pp lliiee rrss lliikk ee CC hh aa vvee rr ss GG aa ss kk ee tt aa nn dd BB oo rr aa aa rree ss hh iipp pp iinn gg ee aa rr llyy .. CC aa llllee dd MM ee nn dd oo zz aa
RR ee cc ee iivvee dd ee aa rr llyy oo ww nn ee rrss tt oo ee nn ss uu rr ee tt hh ee yy uu nn dd ee rr ss tt aa nn dd tt hh ee nn ee ww fif ivvee dd aa yy ee aa rr llyy ,, oo nn tt iimm ee dd ee lliivvee rryy ww iinn dd oo ww .. CC oo mm pp llee tt ee
RR ee cc ee iivvee dd ee aa rr llyy MM ee tt rriicc ee aa rrllyy tt oo llee rr aa nn cc ee cc hh aa nn gg ee dd frfr oo mm iinn ffiinn iitt ee tt oo 55 dd aa yy ss .. PP oo lliicc yy ee nn ffoo rr cc ee mm ee nn tt MM ee nn dd oo zz aa OO nn gg oo iinn gg
TT .. MM ee nn dd oo zz aa 55 00 %% cc oo mm pp llee tt ee
SS uu pp pp lliiee rr FF aa iilluu rree UU .. SS .. BB aa llll CC oo rrpp .. ss tt oo cc kk iinn gg pp rroo gg rraa mm (( aa nn oo tt hh ee rr hh iigg hh vvoo lluu mm ee lloo ww cc oo ss tt ss uu pp pp lliiee rr)) 11 11 // 33 00 // 22 00 00 44
TT .. MM ee nn dd oo zz aa //
SS uu pp pp lliiee rr FF aa iilluu rree RR aa tt iioo nn aa lliizz iinn gg ss uu pp pp lliiee rr bb aa ss ee (( AA llpp iinn ee ,, WW CC LL ,, BB llee vv iinn ss ,, VV iikk iinn gg )) QQ uu aa lliitt yy mm gg rr .. OO nn gg oo iinn gg
PP llaa nn nn iinn gg PP rr oo bb llee mm SS uu pp pp lliiee rrss nn oo ww hh aa vv ee ffoo rrww aa rr dd vviiss iibb iilliitt yy fofo rr ss uu bb --cc oo nn tt rraa cc tt PP OO 's's tt oo pp llaa nn tt hh ee iirr cc aa pp aa cc iitt yy nn ee ee dd ss .. TT .. MM ee nn dd oo zz aa CC oo mm pp llee tt ee
CC MM CC aa dd dd ee dd aa ss CC ee rrtt iififiee dd SS uu pp pp lliiee rr -- 66 22 %% oo ff CC MM CC pp aa rr tt ss aa rr ee nn oo ww ss hh iipp tt oo ss tt oo cc kk aa nn dd aa tt hh rr iidd oo ff aa llll MM ee nn dd oo zz aa
rr ee cc iiee pp tt ss aa rr ee ss hh iipp tt oo ss tt oo cc kk .. CC oo mm pp llee tt ee
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