Copy of 20120321_Prozessreadinessaudit FS_01057-En Revision_5

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FS_01057_EN; Version:05 Autor: Jochen Koschemann / ZQR Page 1 / 12

Process Readiness AuditAudit number: Audit date:

Production site: pplier / Department:

Product: Process / Machine:

Drawing number: Material number:

Customer:

Participants

Auditor:

1. Obligation for Documentat

Is an Obligation for Documentation for this part applicable? yes no

If yes, is the Obligation for Documentation checked? yes no

Comment:

2. Evaluation of the itemsChapter: Classification Comments/discrepancy:

A.1 Preparation n/a

A.2 Documentation n/a

B.1 Production process - General n/a

B.2 Incoming goods n/a

B.3 Production n/a

B.4 Packaging / Transport / Handling n/a

C.1 Capacity analysis / OEE n/a

n/a

n/a n/a

Necessary Actions/Responsibility/Schedules have to be listed on the Action Plan

Comments::

Place/Date/Signature: Place/Date/Signature:

Auditee TK- Presta Group

D.1 Requirements for Products with critical characteristics:Process Readiness Audit-

Overall EvaluationRe-Audit necessary

scheduled:

C4

The following caption for the numbers: QM_XXXXXX_PFA_Date.xls XXXXXX = Part number. For the corrective action plan following numbers: QM_XXXXXX_MP_Date.xls. Attention: all documents should be transfered as a pdf file in PLM!!!

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Process Readiness Audit

A.1 Preparation

Comments:

A.1.2. ISIR/PPAP-package including:

a) Process flow diagram

c) DFMEA

d) PFMEA

e) IMDS

f) Drawings/LB signed

g) Purchasing Orders

A.1.7. Packaging/labelling plan

A.1.8. Ramp up - Plan/ Delivery plan

A.1.9. DVP / Prototyps closed

A.1.11. Others:

The Process Readiness Audit will verify that the results of the supplier’s actual manufacturing process meet customer requirements for on-going quality, as stated in ISIR (VDA Volume 2) / PPAP (AIAG manual), and quoted production capacity. Also it will verify that the supplier’s actual process is to plan, as documented in ISIR (VDA Volume 2) / PPAP (AIAG manual) and the other documentation listed below.The number of components to be produced during the Process Readiness Audit should be at least 300 pieces or one hour.During the Process Readiness Audit, the following will be reviewed: documentation, the manufacturing process and results, part quality requirements and results, sub-supplier requirements and Process Readiness Audit results and packaging.Valuation:If one point of several chapters for example is yellow, the whole process readiness audit is valuated as yellow. In the same way if one element is red, the whole audit have to be seen as red.

At the time of the Process Readiness Audit, the following support documentation should be available for

According to customer requirement?

(e.g. Customer, Presta etc.)

A.1.1. Which TKT-Presta Audits have been done at this supplier and are there any unclosed points?

b) Pre-launch, and Production Control Plan

A.1.3. Work instructions/Inspection instructions

A.1.4. Project plan/ Milestone/ APQP

A.1.5. Sub-contractor control/capacity data (Run & Rate at the subsupplier)A.1.6. Sub-contractor material schedules and transportation

A.1.10. Customer specifications available (QSA, specifications, standards, TV's and

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Process Readiness AuditA.2. DOCUMENTATION

Question: Rating: Comments:

A.2.8 Others:

A.2.1 Are emergency plans for the machines and the used tools available? ( Spare parts concepts, maintenance contracts, software backups etc.)A.2.2 Are downtime for preventive maintenance measures planned?

A.2.3 Is it certain that the subcontractor is able to meet the quality and capacity requirements? ( Is there an evidence like process readiness audits or similar processes available?)

A.2.4 Are potential failure modes, as indicated in the P-FMEA, considered by the serial control plan?

A.2.5 Is the requalification carried out according to the requalification plan and archived accordingly? ( Results of mass production parts …)

A.2.6 Is a safe launch plan agreed and was the plan used according to the specifications?

A.2.7 Are the requirements according to the specified standards met by the supplier? (standards, TV's and customer-specific demands, etc.)

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B.1. PRODUCTION PROCESS - GENERAL (from incoming to outgoing)


B.1.7 Others:

B.1.1 Ensure serial control plan and action plan of the suppliers, the parts quality? (inspection points, intervals, amount, test equipment)

B.1.2 Are work instructions / visual control / process documentation /setup instrutions for the operating staff present at each workstation an immediately available and are the concerned persons trained? (qualification / skill matrix / ask questions to staff in the production!)?B.1.3 Is damage and contamination of the goods during the internal transport, loading and unloading, handling excluded? (Also transport to external service providers / sub-contractor!)

B.1.4 Is loading and unloading of the goods in accordance with ergonomic principles?B.1.5 Are the workplaces in the entire production area adequate? (etc. tidiness and cleanliness, safety, 5S programs?)B.1.6 Are all failures, which occurres in the production ( pre-series /series ), considered in the FMEA / control plan and are they rated adequately?

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B.2 INCOMING GOODSQuestion: Rating: Comments:

B.2.6. Others:

B.2.1 Is monitoring equipment and measurements in place to block the material until release / approval?

B.2.2 Are all components / pre-materials sampled and released?

B.2.3 Is the storage of raw materials / semifinished products / purchased parts and components safe from damages and mixture impossible? (e.g. expiration date, humidity, contamination)B.2.4 Shows the control plan for the incoming area the actual process in this area?

B.2.5 Checks are done at productions parts in the incoming area and is there a statistical monitoring in place?

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B.3. PRODUCTION


B.3.1 Is the product at the production site produced with serial tools, - measurements, - processes, -materials, -environment, - process setting and serial operators?B.3.2 Does the actual process flow match to the process flow diagram, as in the ISIR / PPAP documented? (Note the investment plan and the plant layout. Follow the manufacturing process using the flowchart. Are <K> and <H> B.3.3 Are the appropriate limit samples, reference parts and setting master (inspection of measuring and testing equipment) available on the appropriate work places?

B.3.4 Are the limit samples part of the ThyssenKrupp Presta tested and/or released (if necessary) and marked accordingly (label, color, etc.)?

B.3.5 Are maintenance plans are in place?

B.3.6 Are the maintenance plans completely fulfilled and the employees are trained on this plans? (set up mans, operator, and service employees etc.)

B.3.7 Are spare parts for repair and maintenance available?

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B.3.8 Are all devices for production check / in-process measurement devices and controls completely, with acceptable measurement capability studies (e.g. Gage R & R) equipped and used, and work instructions / visual aids available and located on the appropriate site?

B.3.9 Shows the serial control plan the actual process?

B.3.10 Are checks done on production parts?

B.3.11 Is there also a statistical monitoring conducted?(e.g. X-R control charts, action control limits)

B.3.12 Do the parts and the process parameters which were produced with serial devices and -production tools, during the process readiness audit, the customer's requirements for consistent quality, as specified in ISIR / PPAP?

B.3.13 Are deviations from serial inspection plan identified and are the captured in a corrective action plan?

B.3.14 If rework is necessary, is this approved by the customer in written form and is there a customer approved work instruction also avaialble? (ATF created and approved?)

B.3.15 Are the PTC's (pass-through characteristics)checked according to the "list of the important characteristics" according to Presta requirements?

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Process Readiness AuditQuestion: Rating: Comments:

B.3.19 Others:

B.3.16 Is the correct handling of scrap / rejects and incorrect parts controlled and secured?

B.3.17 Are the production tools marked according to the customer requirements?

B.3.18 Is it ensured that the storage of tools is free of damage, free of dirt and free of rust?

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Process Readiness AuditB.4 PACKAGING / TRANSPORT / HANDLING (internal / Outgoing / external processes)


B.4.5 Others:

B.4.1 Is through the method of the supplier during packing in the process and the final packaging for shipment ensured that processes error (package error) and the mixture of parts being prevented? B.4.2 Is the traceability ensured? (Checks based on a finished part from the pre-packaging .. ...)

B.4.3 Is the agreed packaging and labeling requested by the customer? (comparison of approved package data sheet with the current packaging)

B.4.4 Corresponds the storage and packaging concept to the customer requirements (inventories, records of the identification test, FIFO, cleanliness and contamination, material certificates ..)

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C.1 RESULTS OF PRODUCTION CAPACITY


Comments:

SHARED Comments:

% over DPV:

C.1.1 Corresponds the net production volume of the individual processes steps of the stated capacity?Note: The total amount of the produced parts, rejected parts and reworked parts must be documented on the capacity assessment sheet.

VI. Production bottleneck

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D.1 Demand matrix for parts with critical characteristics (<K> - characteristics)

D.1.1 Requirement Matri

Product: ZG-Number: AttributesDescription: availalble: Checked on:

a) Machine Identification

b) Drawings & Bill of Materials

c) Norms (legal or by customer)

d) Process Flow Diagram

e) Design-FMEA

f) Process-FMEA

g) Poka Yoke (100% Inline Inspection)

h) Control Plan

i) Gage Control

k) Inspection Report

l) Material certifikate on each delievery?

m) Process Capability (cpk) available and conform?

n) Set up Plans available?

o) Assembly Work Instructions

p) Packaging Work Instructions actually?

q) Rework Instructions

r) Calibration

s) Internal Production Approval

t) Measured Value Checking (actual value)

u) Archiving (15 Years)

v) Signed Training Evidence (Product Liability)

w) Skillmatrix

x) Traceability assured?

y) Preventive Maintenance

Degree of fulfilment % 0%

j) Inspection Specifications (Mech./Chemical Inspections)

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D.1.2 Checked characteristics / only for <K> and <H> characteristics (optional <NA>):

CharacteristicSpecified Value/Tolerance Actual-Value Cm/Cmk - ValueComment

Comments:

(Control method codes acc. CD-007)

ThyssenKrupp Presta

FS-01057-EN; Version: 05 Autor: Koschemann Jochen / ZQR Page / Pages 14/20

Potential improvements Root cause and description of the weakness Actions to eleminate the root cause Responsibility Support Date

A.2.1A.2.2A.2.3A.2.4A.2.5A.2.6A.2.7 B.1.1B.1.2B.1.3B.1.4B.1.5B.1.6B.2.1B.2.2B.2.3B.2.4B.2.5B.3.1B.3.2B.3.3B.3.4B.3.5B.3.6B.3.7B.3.8B.3.9B.3.10B.3.11B.3.12B.3.13B.3.14B.3.15B.3.16B.3.17B.3.18B.4.1B.4.2B.4.3B.4.4C.1.1

Question - Nr.:

Status in %:

Risk evaluation

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FS-01057-EN; Version: 05 Autor: Koschemann Jochen / ZQR Page / Pages 15/20

Effectivness Comments

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FS-01057-EN, Version: 05 Autor: Jochen Koschemann / ZQR Page 1 / 1

Site Location X Cust. Demand / Week (without Service Parts)

Vendor Code Y Number of days customer/supplier works/week

Date of Study Z Customer Demand per Day (DPV) -

Part Name

Part Number Service Parts Annual Volume

Operating pattern for the specific part Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7

Process description Turning drill bore washing assembly assembly II assembly III

A. Shifts/day

B. Total hours/shift

C Personal breaks: lunch, breaks (minutes/shift)

Planned Maintenance (minutes/shift)

D Days/week

E 0.00 0.00 0.00 0.00 0.00 0.00 0.00

Projected DowntimeF Tool / Variant / Consumable Tools changeover (minutes)

G Changeovers per shift

H Inspections of facilities per shift (minutes)

I Breakdowns per shift (unscheduled downtime) (minutes)

J 0.00 0.00 0.00 0.00 0.00 0.00 0.00

K - - - - - - -

Projected Quality Rate (%)

L Projected Quality Rate (%) - - - - - - -

Planned Cycle time / Capacity

- - - - - - -

M

-

-

Run-at-Rate Capacity Other e.g. Trial Run

Duration data of production run (Phase 0) Verification (Phase 3)N Total duration of production run (min)

O1 Total planned downtime (lunch, breaks, maint.) (min)

O2 (changeovers, inspections) (min)

P

Reasons for breakdown

Part quantity data of production runQ Total parts run

R Total rejected parts

S Total parts reworked, retested or repaired off line

T- - - - - - -

Reasons for rejected parts

U - - - - - - -

V - - - - - - -

W - - - - - - -

Z DPV - - - - - - -

AA - - - - - - -

- - - - - - -

- - - - - - -

- - - - - - -

OEE - - - - - - -

DEDICATEDSHARED

Process #

% above DPV:

0.00%

FOR CUSTOMER USE ONLY STA Review Results:

Title Phone Number Fax Number

Customer Name

Supplier Name

I. Key Information: A) Product B) Customer Production C) Capacity Revision Record (e.g. Run at Rate)

II. Capacity Planning

Dedicated or Shared process (by shared process, show only operating pattern for the specific part)

Net available time (production hours/week) [A*(B-(C/60))*D]

Total projected downtime/week (hours) [(FxG+H)/60xAxD]

Equipment Availability [(E-J)/E]

Projected percent of parts scrapped and reworkedFor linked processes, please see note in training material

Required Cycle time needed to cover exact customer demand (sec/part) [E*3600*K/ X*L]

Planned ideal cycle time (taken with watch) (sec/part)For multiple cavities in one tool, see note in training material

Planned production capacity / week [(E-J)*3600/M*L]

Planned production capacity / day [(E-J)*3600/M*L/D]

III. Production Run (tick the appropiate box)

Total unplanned downtime (i.e. breakdowns, unscheduled adjustments, unscheduled setups, etc.) (min)

Total good parts (first time through only- do not include parts that were rejected, re-processed or reworked)

Process total actual cycle time (sec/part) [(N-O1-O2-P) x 60 / Q]

IV. Capacity CalculationWeekly Parts Available for Shipment [E*3600 / ((N-O)*60/T)]

Daily Parts Available for Shipment [V/Y]

Percent above/below DPV [W/Z]

V. Overall Equipment EffectivenessEquipment Availability [(N-O1-O2-P)/(N-O1)]

Performance Efficiency [(M*Q)/(N-O1)]

Quality Rate [T/Q]

VI. Manufacturing Bottleneck

VII. SUPPLIER OPERATION MANAGEMENT APPROVAL Run-at-Rate (Phase 0)

Capacity Verification (Phase 3)

Approved

Rejected

Process readiness audit

Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7

0

2

4

6

8

10

12

DPV comparison Percent above/below DPV

Actual daily parts acailable

customer DPV

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FS-01057-EN, Version: 05 Autor: Jochen Koschemann / ZQR Page 1 / 1

Supplier Authorized Signature Date Customer Signature Date

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FS-01057-EN, Version: 4 Autor: Jochen Koschemann / ZQR Page / Pages 18/20

General Information - Capacity Analysis Report

B) Customer Production C) Capacity Analysis Report - Revision Record

Supplier X Cust Demand / Week (excl service parts) 5000 Capacity Date Description

Site Location Y Number of days customer works per week 5 Original submission

Vendor Code Z Customer Demand per Day (DPV) 1000

Date of Study Part Name Service Parts Annual Volume

Part Number

DEDICATED

CAPACITY PLANNING

The Capacity Planning element will assess if suppliers have a "true production environment" in place and have a adequately prepared their organization and their suppliers for the start of production and ramp-up.

SHARED

Operating pattern for the specific part Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7Process description Turning drill bore washing assembly assembly II assembly III

1 1 1 6 6 1 1

A. Shifts/day 3.00 3.00 3.00 1.00 3.00 3.00 3.00

B. Total hours/shift 8.00 8.00 8.00 3.00 8.00 8.00 8.00

C Personal breaks: lunch, breaks (minutes/shift) 30.00 30.00 30.00 0.00 30.00 30.00 25.00

Planned Maintenance (minutes/shift) 15.00 30.00 30.00 30.00 30.00 30.00 0.00

D Days/week 2.00 5.00 5.00 5.00 5.00 5.00 5.00

E 43.50 112.50 112.50 15.00 112.50 112.50 113.75

Capacity VerificationThe Capacity Analysis Report consists of two elements, Capacity Planning (verification of production readiness) and Performance of Capacity Verification. The Capacity Anaysis Report is though divided into 7 areas for ease of use. Each area has a heading at the top of the box. The headings are:

· Key Information - Product / Customer Production / Capacity Revision Record· Capacity Planning· Production Run· Capacity Calculation· Original Equipment Effectiveness (OEE)· Manufacturing Bottleneck· Supplier Operation Management Approval

Data inputThe Capacity Analysis Report worksheet has been divided into a number of easy to identify information boxes. Each box has a main heading to allow easy recognition. Within each box the user is required to input a variety of data forms. This manual will explain how to complete each section in turn. Input & Calculation Cells: Data can only be input into the workbook in the cells on each sheet that require data. This ensures that the headings, or other information cannot be accidentally erased or modified. These cells (input cells) are clearly identified as white in colour and with a solid outline around the box. Cells that are grey in colour are calculation cells. The user cannot enter data into these cells. They calculate values according to specific formula using data entered into the input cells.

KEY INFORMATION - Product & Production Information / Capacity Revision Record

I. Key Information A) Product

Product InformationThe first Step in completing the Capacity Analysis Report is to enter details of the part being analysed. These Cells hold the basic information on the supplier and the part analysed within the worksheet.

Production InformationBefore the Capacity verification can take place, the Program Volume must be verified. This information will be available through the Request for Quote and the Purchase Order or other official informationfrom the Launch teams. Please note that the RFQ may include 10% uplift for Service parts.

Input Cell: Customer Demand per Week. Note: Weekly volumes in RFQ include a 10% uplift for service parts.Input Cell: Number of days customer / supplier works per week, this is per default 5, but could be changed to address complex supplier shift patterns e.g. 4 day full work, 5th day 5 hours. Please note that the supplier should work always in or above Tact with the PTO / VO plant. Input Cell: Service Parts: Please enter the number of service parts required for this component. This is for information only. The daily volume should be calculated without 10% uplift factor.

Capacity Analysis Report - Revision RecordRecord any changes of this document in this fields for follow up. If a ramp up period to full production capacity is required, where the line will achieve full capacity over a number of stages, then this area will be where these changes are recorded. The proven capacity is entered together with the date. Any revisions to the capacity of the machine must be tracked using this box.

II. Capacity Planning

Dedicated or Shared process (by shared process, show also only operating pattern for the specific part)

Net available time (production hours / week) [A*(B-(C/60))*D]

A cut of the Operating pattern is shown above with an example of a data input for a process with five operations. The Operating pattern gives the opportunity to give each operation a different operation pattern. The operating pattern input should mirror the true dedicated manufacturing time for each operation, e.g. by shared machines.

Input Cells: Process Description: Enter a brief Description of a process (e.g. final assembly, or inspection)Input Cells: Dedicated or Shared Process: Identify from a drop-down box, the process type – dedicated / shared.

Dedicated MachinesA “dedicated” machine is one, which is solely used for the part being analysed in this worksheet. For example, a test station may be a dedicated machine. A machine, which is used by this part, and one or two others, with a short changeover time can also be categorized as a "dedicated" machine. An example is a manually operated projection nut welder.

A “shared” facility is one which has many different parts manufactured on the facility, and a more significant tool changeover time. It would be usual for such a machine to manufacture parts in a batch production mode.

Examples of a shared facility are:· stamping press· injection moulding machine· heat treatment facility

The operating pattern should only show the real production time to the part in question.In addition to identifying the process as "shared" in the Capacity Analysis Report, a Shared Capacity Analysis of the "shared" facility should be calculated, identifying all Ford parts, Non-Ford parts volume and other production hours produced on the manufacturing line, determining if the capacity or time available is oversold. (See also attached excel sheet for Shared production lines)

· Input Cells: Shifts per day: - indicate the number of shifts in which each process operates per day. · Input Cells: Gross hours per shift – total number of hours for each shift.· Input Cells: Personal Breaks – If the machine stops during personal breaks enter the length of time over one shift that the machine will not be operating. If the machine operates during personal breaks then enter "0". · Input Cells: Planned Maintenance – this is the length of time that is planned for the machine to be down during a shift for a maintenance. · Input Cells: Days per Week – indicate the number of days in which each process operates per week. Example: Supplier's working 4 days 3 shifts each and on Friday only 1 shift should just enter: 4 working days plus 0,333 working day = 4,333 days / week

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Projected DowntimeF Tool / Variant changeover (minutes) 0.00 0.00 0.00 20.00 15.00 0.00 20.00

G Changeovers per shift 0.00 0.00 0.00 0.33 0.33 0.00 1.00

H Inspections per shift (minutes) 0.00 0.00 0.00 0.00 0.00 0.00 0.00

I Breakdowns per shift (unscheduled downtime) (minutes) 10.00 20.00 10.00 0.00 10.00 10.00 50.00

J1.00 5.00 2.50 0.55 3.74 2.50 17.50

K 98% 96% 98% 96% 97% 98% 85%

Projected Quality Rate (%) Projected percent of parts scrapped and reworked

0.00% 1.00% 1.00% 0.00% 2.00% 0.00% 1.00%

L Projected Quality Rate (%) 100.00% 99.00% 99.00% 100.00% 98.00% 100.00% 99.00%

Planned Cycle time / Capacity

30.60 76.63 78.41 10.40 76.74 79.20 68.61

M31.00 70.00 70.00 8.50 70.00 73.00 90.00

4935 5473 5601 6120 5482 5425 3812

2468 1095 1120 1224 1096 1085 762

PRODUCTION RUN

Run-at-Rate Capacity Other

(Phase 0) Verification (Phase 3)Sample production run data / actual cycle timeN Duration of production run (min)

480.00 480.00 480.00 480.00 480.00 240.00 480.00

O1 Total Planned downtime (lunch, breaks, maint.) (min) 45.00 20.00 20.00 20.00 20.00 20.00 15.00

O2 (changeovers, set-ups, inspection) (min) 10.00 10.00 10.00 10.00 10.00 0.00 10.00

P10.00 0.00 10.00 30.00 30.00 0.00 70.00

Reason for breakdown

Q Total parts run859 362 360 2550 335 170 350

R Total rejected parts25 7 5 0 10 0 12

S Total parts reworked, retested or repaired off line5 0

T834 ### 350 355 2550 0 325 170 338

Reason for rejected parts

U 28.99 74.59 73.33 9.88 75.22 77.65 66.00

Total projected downtime/week (hours) [(FxG+H)/60xAxD]

Equipment Availability [(E-J)/E]

· Input Cells: Tool / Modul changover – Enter the changeover time for tool changes or module changes for the part in question. Changeover time is defined as the total time from last off previous part to checked first off new part. · Input Cells: Changeovers per shift – Enter the frequency of tool / module change per shift. · Input Cells: Inpections per shift - Enter the time required for inpections or adjustments during a shift· Input Cells: Downtime – Enter all other projected / planned downtime during a shift.

· Calculation Cell: The Equipment Availability is calculated automatically by using previous data. Equipment Availability = (Total Planned Production Time – Breakdown) / Total Planned Production Time

· Input Cells: Projected Scrap Rate – Enter the values for this machines losses. Note: This sheet does not address scrap rate loss of linked processes. To evalute output of linked processes the scrap rate must be multiplied with the scrap rate of the previous process.

Ideal Cycle time needed to cover exact customer demand (sec/part) [E*3600 * K / X *L]

Planned cycle time (sec/part)

Planned production capacity / week [(E-J)*3600/M*L]

Planned production capacity / day [(E-J)*3600/M*L/D]

· Input Cells: Tool / Modul changover – Enter the changeover time for tool changes or module changes for the part in question. Changeover time is defined as the total time from last off previous part to checked first off new part. · Input Cells: Changeovers per shift – Enter the frequency of tool / module change per shift. · Input Cells: Inpections per shift - Enter the time required for inpections or adjustments during a shift· Input Cells: Downtime – Enter all other projected / planned downtime during a shift.

· Calculation Cell: The Equipment Availability is calculated automatically by using previous data. Equipment Availability = (Total Planned Production Time – Breakdown) / Total Planned Production Time

Prior to performing Run-at-Rate (Phase 0) or Capacity Verification (Phase 3), the supplier and customer should be in agreement on the following key parameters: quantity of parts to produce, selection of characteristics to measure, process set-ups, review of personnel involved, data analysis and reporting. The intent of the Production Run is to determine if the supplier can produce quality parts at production feeds and speeds. No direct data from the Capacity Planning chapter is used in the Production Run calculation.

III. Production Run

Total unplanned downtime (i.e. breakdowns, unscheduled adjustments, unscheduled setups, etc.) (min)

Total good parts (first time through only- do not include parts that were rejected, re-processed or reworked)

Process actual cycle time (sec/part)[(N-O1-O2-P) x 60 / Q]

· Input Cells: Duration of production run – Please enter the amount of time that is used for the production run. If the production run covers one shift of 8 hours, the total minutes run would therefore by 480 minutes (8*60min). · Input Cells: Total planned downtime (lunch, breaks, maint.) – Please list all real downtimes during production run which have previously been planned according to the capacity planning - opperating pattern, i.e. lunch, breaks, maintanence. · Input Cells: The Planned downtime – (changeovers, inspections) - Please list all real downtimes during production run which have previously been planned according to the capacity planning - projected downtime, i.e. changovers, inpsections and adjustments. These downtimes will be subtracted from the Duration of production run in the Actual Cycle Time calculation. · Input Cells: Total unplanned downtime - List all unplanned downtime, i.e. breakdowns or other unsceduled adjustments or setups. The time of the breakdowns will not be subtracted from the duration of production run. · Input Cells: Total parts run, the Total rejected parts and Total parts reworked from production run need to be listed.· Calculation Cell: Total good parts - Only the total good parts will be used for the Actual Cycle time calculation. Please list in detail the Reasons for breakdown and Reasons for rejected parts.

· Calculation Cell: Process actual cycle time – The Worksheet will automatically calculate the cycle time based on minutes run of production run and total parts produced. This will give the Procuction Run actual cycle time. For validation, compare the Actual process cycle time with the Planned ideal cycle time from the Capacity Planning.This cycle time used for the Capacity Analysis includes though only the good parts produced and excludes the unplanned breakdown time. This higher cycle time gives the realistic available capacity.

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CAPACITY CALCULATION

V 5122 5250 5325 5100 4875 5216 5070

W 1024 1050 1065 1020 975 1043 1014

Z DPV 1000 1000 1000 1000 1000 1000 1000

AA 2.43% 5.00% 6.50% 2.00% -2.50% 4.32% 1.40%

OVERALL EQUIPMENT EFFECTIVENESS

95% 98% 96% 91% 91% 100% 83%

107% 94% 95% 86% 93% 94% 136%

97% 97% 99% 100% 97% 100% 97%

OEE 99.06% 88.77% 90.04% 78.53% 82.43% 94.02% 109.03%

SHARED

Process 5

% above DPV:

-2.50%

SUPPLIER OPERATION MANAGEMENT APPROVAL

VII. Supplier Operation Management Approval

This part of the Production Run is the analysis of the results. The Cycle time of each process from the Capacity Verification Run is compared with the Customer Demand of the part. If a process does not cover the customer demand on the daily production volume, the process is highlighted RED and marked as the bottleneck process.

IV. Capacity CalculationWeekly Parts Available for Shipment [E*3600 / ((N-O)*60/T)]

Daily Parts Available for Shipment [V/Y]

Percent above/below DPV [W/Z]

The Overall Equipment Effectiveness (OEE) is calculated from previous data from Production Verification Run. For the calculation of a Performance Efficiency is through the planned cycle time required. This information is taken from the Cell Planned ideal cycle time from Capacity Planning.If a calculation cell shows 100% or more, the cell is highlighted RED and data input should be validated.B81

V. Overall Equipment Effectiveness (OEE)Equipment Availability [(N-O1-O2-P)/(N-O1)]

Performance Efficiency [(M*Q)/(N-O1)]

Quality Rate [T/Q]

VI. Manufacturing Bottleneck

The supplier approval is expected to reflect Operation Management review and signoff of the actual manufacturing processes running in the intended 5-day operating pattern to support ongoing customer volume requirements and producing parts which satisfy all PPAP requirments consistent with the production control plan.

Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7

-200

0

200

400

600

800

1000

1200

1024 1050 1065 1020 975 1043 1014

2.43% 5.00% 6.50%2.00%

-2.50%

4.32% 1.40%

DPV comparisonPercent above/below DPVActual daily parts available

Documents

Copy of 20120321_Prozessreadinessaudit FS_01057-En Revision_5