Production Demonstration Run · Production Demonstration Run Annual: Daily: Annual: Daily: No. of production line Next production line(s) List each separate production line Shifts

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PDR Form PDR information summary form and checklist.

Annex 2 Process capacity information worksheet

Annex 3 Constraint operation analysis worksheet

Annex 4 Capability analysis summary sheet

Annex 5 Capability analysis data worksheet

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Production Demonstration Run

Annual: Daily:

Annual: Daily:

No

. o

f p

rod

uc

tio

n li

ne

Ne

xt

pro

du

cti

on

lin

e(s

)

List each separate production lineShifts Per

Week

Working Days

Per Week

Shifts Per

Day

[=Shifts per

Week/Workin

g Days]

Minutes Per

Shift

Gross Min

Available Per

Day

Scheduled

Break/Lunch

[minutes per

day]

Changeover /

Tool Changes

[minutes per

day]

Planned

Maintenance

[minutes per

day]

Unscheduled

Downtime

[minutes per

day]

Net Min

Available Per

Day

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0 0 0

0

0

0

SYSTEM AVAILABILITY (TIME)

Increased Contracted Capacity /

Capacity Planning Volume

Supplier Name

Part(s) Description

Part(s) Number

Contracted Capacity

PRODUCTION SYSTEM

Pagina 1 di 10

Getting Started

1

Complete the non-shaded

sections of the headers for the

PDR Summary form.

2

Fill in the non-shaded cells under the

System Availability section of Annex 2.

3

Complete the System Capacity& Post

Process Buffers sections during the PDR

(non-shaded cells).

Immediately following the PDR, fill in the

non-shaded cells of the PDR Study Results

section.

Time allocated

for other PN's

(FIAT, Chrysler,

or others)

[minutes per

day]

Net minutes

available / day

for Study

parts

Cycle Time

[seconds]% Scrap

% True Scrap

(Total Loss)

Estimated

Throughput

For Study

Parts Per Day

Contracted Parts

Per Day (Includes

Spare Parts),

Daily Tooling

Capacity, or CPG

% Utilization

RESULT:

Possible

Constraint

Operation

(>90%) Are

Marked [X]

360 705 30 2.00% 7.50% 1304 1000 76.67%

SYSTEM CAPACITY (UNITS)

PDR

Start

Time

PDR

End

Time

PDR Actual

Downtime

[minutes]

Length

of

PDR

(minutes)

PDR

Total Parts

Produced

[pcs.]

PDR

OK Parts

Produced

[pcs.]

Required

PDR Line

Speed

(Parts/hour)

Witnessed

PDR

OK Parts

per hour

[pcs.]

CHRYSLERR

un Rate:

PDR >=

Contracted

Capacity

(pcs / hour)

?

FIAT

Run Rate:

PDR >=

Contracted

Capacity

(pcs / hour)

?

PDR

FTC

(%)

PDR Actual

Scrap [pcs.]

12:00 14:00 0 120.0 400 392 85.1 196.0 YES YES 98.0% 8

PDR STUDY RESULTS

NOTES

Pagina 2 di 10

4

For any production line identified as a possible constraint in Annex 2,

complete a Constraint Analysis by filling in the necessary information

in Annex 3.

Annex 3 Constraint Capacity breaks down each possible constraint

production line operation-by-operation, in order to determine which

operation is the bottleneck (constraint).

5

Complete the capability information in Annex 5. The information and calculated results will be imported directly into Annex 4 Capability Analysis

Summary. Unused cells will automatically be shaded gray.

For CP/CPK calculations, the subgroup size and average range across each subgroup must be entered manually (Excel will not calculate this).

Cycle Time % Scrap

% True Scrap

(Total Loss)

Estimated

Throughput

For Study

Parts Per Day

Contracted Parts

Per Day (Includes

Spare Parts),

Daily Tooling

Capacity, or CPG

% Utilization

RESULT:

Possible

Constraint

Operation

(>90%) Are

Marked [X]

2.00% 7.50% 1304 1000 76.67%

5.10% 5.61% 1121 1000 89.18%

0.54% 0.54% 955 1000 104.73% X

SYSTEM CAPACITY (UNITS)

No

. of

op

era

tion

Ne

xt

op

era

tio

n(s

)

List each separate SEQUENTIAL

OPERATION in the Constraint Line

Shifts Per

Week

Gross Min

Available Per

Day

Scheduled

Break/Lunch

[minutes per

day]

Changeover /

Tool Changes

[minutes per

day]

Planned

Maintenance

[minutes per

day]

Unscheduled

Downtime

[minutes per

day]

MCBF

[cycles]

MTTR

[minutes]

Net Min

Available Per

Day

Time

allocated for

other PN's

(FIAT,

Chrysler, or

others)

[minutes per

day]

Net minutes

available / day

for Study

parts

Cycle Time

[seconds]

Buffer Before

Operation

Buffer After

Operation% Scrap

% True Scrap

(Total Loss)

Estimated

Throughput

For Study

Parts Per Day

Contracted

Parts Per Day

(Includes Spare

Parts), Daily

Tooling

Capacity, or

CPG

% Utilization

RESULT:

Possible

Constraint

Operation

(>90%) Are

Marked [X]

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%

0.54%

No.

of

op

era

tion

Ne

xt

op

era

tio

n(s

)

List each separate SEQUENTIAL

OPERATION in the Production Line

PDR

Start

Time

PDR

End

Time

PDR Actual

Downtime

[minutes]

Length

of

PDR

(minutes)

PDR

Total Parts

Produced

[pcs.]

PDR

OK Parts

Produced

[pcs.]

Required

PDR Line

Speed

(Parts/hour)

Witnessed

PDR

OK Parts

per hour

[pcs.]

CHRYSLERR

un Rate:

PDR >=

Contracted

Capacity

(pcs / hour)

?

FIAT

Run Rate:

PDR >=

Contracted

Capacity

(pcs / hour)

?

PDR

FTC

(%)

PDR Actual

Scrap [pcs.]

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

0 0 0 #VALUE!

#NUM!

PDR STUDY RESULTS

Process overall FTC

NOTES

True Scrap of Production Lines

DOWNSTREAM to Constraint Production

Line:

OPERATIONS

PRODUCTION SYSTEM

OPERATION AVAILABILITY (TIME) OPERATION CAPACITY (UNITS)

Pagina 3 di 10

6

Complete the bottom section of the PDR summary

form. Enter the score for each of the 11 specific

questions (1-5 or na/nv). Any scores of less than

4 require a description of the issue as well as a

containment and risk mitigation plan.

Enter in the remaining information regarding part

usages on other vehicles, list of equipment and

tools, and potential impact on the tooling and

equipment if capacity increases of the listed %

are requested by Chrysler / FIAT.

The final score of the PDR is shown in the upper

right hand box on the sheet. It will be the lowest

score of the 11, not an average.

Modifying the Forms

1. Unprotect the worksheet in the "Review" tab (the sheets do not have a password; simply leave this blank).

2. Make modifications as needed. Avoid inserting rows; if more are needed, create a new worksheet and copy the entire annex to the new worksheet.

PDR Storage

The Supplier should keep the original, signed version of the PDR forms. The SQE may keep copies, as necessary.

Scoring the PDR

Sco

re

1

2

3

4

5

NA

NV

• Has resulted in moderate quality spills (NCTs, Bills, etc.) or may

result in critical quality spills in the future

• Corrective Action Plan exists but not acceptable; needs

containment action

• Can result in process producing defective material with inadequate

controls in place

• Chronic quality system or systemic control failures

• Has resulted in critical quality spills (yardholds, PRIs, field

campaigns, etc.)

• Corrective Action Plan does not exist.

• Results in process producing defective material with no adequate

controls in place

• Total lack of quality system or systemic control

Current Production DefinitionClassification

JOB STOPPER

JOB STOPPER

RISK

• May result in moderate quality spills in the future not impacting

critical / safety characteristics

• Corrective Action Plan exists and is acceptable

• Can result in process becoming unstable (may need additional

controls added)

• Non-chronic quality system or systemic control failures

• No risk for quality spills

• Corrective Action Plan / corrective actions initially implemented;

verification on-going

• Continuous improvement activities ongoing

• Isolated documentation issue

• Complete and approved

• Best practice

Item does not apply for this audit

Item was not evaluated at this audit or not available; will be evaluated at a later date

Advance Quality Definition

• Very late to required milestone and will cause other required

deliverables to be late to their required milestone/vehicle launch

• Risk Mitigation Plan does not exist

• Certain to cause delay in milestone/vehicle launch

• Has resulted in critical build/launch issues and certain to cause

critical quality spills in production (yardholds, PRIs, field campaigns,

etc.)

• Total lack of quality system or systemic control

• Late to required milestone and may cause other deliverables to be

late to their required milestone/vehicle launch

• Risk Mitigation Plan exists but is not acceptable or requires

unrealistic timing to meet milestone

• May cause delay in milestone/vehicle launch

• Has resulted in moderate build/launch issues or may cause critical

quality spills in production (yardholds, PRIs, field campaigns, etc.)

• Chronic quality system or systemic control failures

• Potentially late to required milestone

• Risk Mitigation Plan exists and is acceptable

• Low Risk to milestone/vehicle launch

• May result in moderate quality spills in production not impacting

critical / safety characteristics

• Non-chronic quality system or systemic control failures

NOT APPLICABLE

NOT EVALUATED

MODERATE

ISSUE

NO RISK

IMPLEMENTED

ACTIVITYComplete and approved

• Progressing according to required milestone timing

• No Risk to milestone/vehicle launch

• Isolated documentation issue

Pagina 4 di 10

na nv 1 2 3 4 5

Supplier

Responsible: SQE:

8. Production of FINAL

operation

9. FINAL production est.

(restricted observation)

10. All performance /

capability targets met?

11. FTC and Line

Utilization Acceptable?

1. Score of last / current

Process Audit?

2. Have the Spare Parts

been considered?

3. System under normal

operative conditions?

4. Clear responsibility

about load / unload?5. Tier 2 capacity risk?

6. Is contracted capacity

enough to meet customer

requirements?

7. Production of

CONSTRAINT operation

Common Proc. Group

< 90%

0 > 90% < 90%

> 90% < 90%

0 > 90%

0

Required Line

Utilization %

Actual Line

Utilization %

All Requirements

Met?

0 > 90% < 90%

Supplier Code:

Customer monitored

Medium or High risk

Supplier monitored

Low risk

Part NumberRequired Line

Speed

Demonstrated

Line SpeedRequired FTC %

Demonstrated

FTC %

10%

Shifts/Working week avail.:

Weekly capacity 0

OdM / Revision:

Supplier Name:

(Name) (Signature) (Name) (Signature)

% Spare parts:

Safety Coefficient:

Project / Vehicle & MY:

Part Number(s):

Part(s) Description:

Family of Products:

Working Days / Week:

Working hours / Shift:

Supplier Plant Location:

Impact on Equipments / Tools / Human Resources of a capacity increase of:

10%:

25%:

50%:

Description of common equipments / tools:

Use of the part under investigation on other models:

Requested and Contracted Capacity for each model:

Total request:

Description of specific equipments / tools:

NA - Not Applicable

NV - Not Evaluated1 - JOB STOPPER

2 - JOB STOPPER

Risk3 - Moderate Issue 4 - No Risk

5 - Implemented

Activity

Qualified /

Interim or IAA

% Grid

AbsorptionPart Number

Intermediate target

reached? [Y/N]

Requested

Capacity / CPV

Contracted Parts

Per Day

Produced parts

constraint operation

Produced parts final

operation

Completion DateResponsibleScore Problem / Root CauseContainment / Corrective Actions / Risk

Mitigation Plan

SCORE

PRODUCTION DEMONSTRATION RUN (PDR)

Shifts/Working week used:

SQE:PDR Date:

SUPPLIER QUALITY

Pagina 5 di 10

CAPABILITY DATA CHART

PDR (Production Demonstration Run)

Annex 5

Char # Classification Characteristic Description Specification USL LSL Attribute/Variable Process or Machine? 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 N 96 97 98 99 100 Gage R&R1 Gage R&R2 Gage R&R3 Gage R&R4 Mean RangeSubgroup Size

Avg. Range Std. Dev. d2

Std. Dev. Est.

(Ravg/d2)

Dimensionally

Correct? PP PPK CP CPK CM CMK

#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!






























2 1,128

Attribute Process 3 1,693

Variable Machine 4 2,059

5 2,326

6 2,534

7 2,704

8 2,847

9 2,97

10 3,078

REGULATORY - Safety <S> / Report 11 3,173

REGULATORY - Emissions <E> 12 3,258

REGULATORY - Homologation <H> 13 3,336

CRITICAL - Diamond <D> / 1D 14 3,407

CRITICAL - Stoplight 15 3,472

CAPABILITY - Qh 16 3,532

General / Non-critical 17 3,588

18 3,64

19 3,689

20 3,735

21 3,778

22 3,819

23 3,858

24 3,895

25 3,931

Annex 5

Documents

Production Demonstration Run · Production Demonstration Run Annual: Daily: Annual: Daily: No. of production line Next production line(s) List each separate production line Shifts