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TaC5\dG5\dK5\W۰ 뱫˱!P ׵RTu%dBp]j.X5\WAmPP 5P %PQ PR R QS S QT ׹T שQU יU ׉QV yV iQW YW I1P 9P )1Q 1R R S 0T ׹T ٩U ׉0V y0W YW IP )pQ pR xpTu0!;Wpj[5\P 1DbTCvQ!۝8pLj%T5d{W ^$P >dPml{Ҩlkl[RlKl;ҩl+~¶ 9U?a[![ĪJnՐHvՐF~_Dt5T?a[NORI%S SJRS͕/+Em_D7XMDWT]gfS!!t 馺3PnTm6@u ob+BIENDB`3  @@   M{Z-Score = ( Desired value > 2.6 ) Private companies with score lower than 2.6 are supposed to be at risk for bankruptcy !!StatusSummary<Is there a process in place to drive continuous improvement? Total AssetsTotal LiabilitiesRetained EarningsEBIT-Section 1: Data Required to Calculate Z ScoreDirections: After obtaining the following elements of the supplier's financial statement, enter in the figures in the column entitled "input value here". :Working Capital (current assets minus current liabilities).Section 2: Equation (Coefficients x Variables)Directions: Completing Section 1 will result in the calculation of the Z Score; the formatted function does not require additional input. Go to Section 3. X1X2X3X4Z Score$Section 3: Z Score and Health Status5If Z Score > 2.60, then supplier's health status is & GREEN;If Z Score 2.60 - 1.10, then supplier's health status is & YELLOW5If Z Score < 1.10, then supplier's health status is & RED]Z Score Source: "Corporate Financial Distress," by Edward I. Altman, John Wiley & Sons, 1983.Net Worth (Stockholders Equity)ValuesBackground InfoInput Values HereAuditorDate:Supplier Number!Visit Summary and Recommendations#Supplier Audit/Assessment WorksheetSupplierAddress/Facility CommodityDateTeamReason for AuditPotential supplier audit Annual auditOther5Is there a defined organizational structure in place?CIs there a defined management review process and records available?DCan the supplier demonstrate that a proven NPD process is followed? 0Is the "First Time Right" for designs measured? :Are detailed project plans developed in MS project format?JAre deviations raised and acknowledgement gained from Suppliers/customers?@Is there a stage gate process in place to support PPAP delivery?<Is a process defined and followed to manage product changes?BDoes a defined corrective action process exist and is it followed?;Can problem identification and containment be demonstrated?+Is time to closure measured and challenged?3Is Gauge R&R carried out as part of product launch?WIs Gauge R&R carried out other than at product launch? (state period and show evidence)ZIs the control chart data reviewed and actions can be contributed to the data generation? >Does the supplier demonstrate knowledge of latest technology? 6Are design reviews held with recorded actions/minutes?)Are design reviews supported at customer?DIs a standard set for housekeeping (5S) and is the plant clean/tidy?GAre packaging specifications detailed and included in PPAP submission? /Are AIAG/VDA manuals held onsite for reference?@Is there a demonstratable process/ownership for sub contractors??Are training plans in place correlating to competency matrices?$Are auditors identified and trained?TIs goods inwards inspection carried out and does a process exist to capture actions?@Are run at rates planned and will process capacities be derived?AIs project timing monitored/measured by senior management? (How?)jAre adequate resources assigned to projects including a dedicated project manager? (cross functional team)dAre critical paths identified within projects? (can critical paths be demonstrated on timing plans?)KIs there a calibration system in place? (Can traceability be demonstrated?):Are external quality/delivery metrics measured/monitored? *Are notice boards in place and maintained?+Are live FMEA's maintained on all products?0Does the supplier have in house test capability?]Is there evidence that controls have been revised after quality issues/8D's have been raised?Directions: Compare the Z Score with the specification limits below. Follow PUR :_______ for action steps associated with corresponding YELLOW and RED designations. (GREEN requires no further action.) Area / Element>Is there adequate capacity to meet current and future demands?BAre all relevant equipment and processes validated for production??Is the equipment capable of meeting specification requirements?4. Manufacturing & OperationsA. Capacity PlanningB. Equipment CapabilityHIs the production line mapped out to avoid excess movement and handling?$C. Manufacturing Support CapabilityZNOTE: Supplier Quality Manager or Supplier Quality Engineer should complete this section.+Is the production area adequately staffed? DAre there examples of cycle time reduction to produce parts faster? BDoes the supplier strive to eliminate complexity in the processes?6Does the supplier design their own tooling / fixtures?1Does the supplier have an Engineering department?TDoes a formalized training plan exist, documented with training materials available?LDo the operators have clear work instructions to perform their job function?dAre the production lines efficient? Is the uptime (%) of key equipment on the line greater than 80%?lAre parts clearly labeled and identified (part number, lot number, mfg. date, qty., employee number, etc.)? When a part is identified as being out of specification or outside of control limits, is this condition properly managed within the organization (Action Plans, Assigned Responsibility, Progress Monitoring, and Containment)? wDo problems, including out of spec./ beyond control limit conditions, quickly get communicated to people that can help?eDoes information, including out of spec./ beyond control limit conditions, get passed across shifts? `Are all non-conforming materials (in-process and finished) properly quarantined and/or scrapped?{Does labeling distinguish between different stages of production (in-process; finished product, packaging, shipping, etc.)?Can parts produced since the last good quality check be traced back to the producing shift and operation to prevent problem re-occurrence?YAre the containers properly sized and identified for visual control (color coded, etc.)? 8Is the supplier Electronic Data Interface (EDI) capable?6Does the supplier maintain records of premium freight?JDoes the supplier monitor adherence to established lead-time requirements?1Is there a plan for on-going lead-time reduction?FAre delivery problems communicated to the customer in a timely manner?kDoes the supplier have systems implemented to support 100% on-time shipments to meet customer requirements?|If 100% on-time shipments are not maintained, does the supplier implement corrective action to improve delivery performance?7Is on-time delivery to customer request date monitored?D. Non-Conforming MaterialE. Part TraceabilityF. Delivery / Scheduling7. Cost ReductionYNOTE: Sourcing Manager / Buyer or Supplier Quality Manager should complete this section.6Does a plan exist for on-going yearly cost reductions?:Is there evidence that cost reduction goals are being met?1Are cost reduction savings shared with customers?CIs the management team committed to achieving cost reduction goals?A. Cost Reduction Performance*B. Process for Delivering Cost ReductionsJDoes a process exist for identifying projects for cost reduction programs?_Are Value Engineering/Value Analysis techniques used to identify projects for cost reductions? NAre there examples of cost effective approaches to achieve break-even points? 6Does the supplier use Six Sigma or similar processes? bAre there examples of material changes that were implemented to improve quality and reduce costs? %C. Understanding & Use of TCO ModelsTDoes a Total Cost of Ownership (TCO) model exist for parts produced by the supplier?PIs the TCO methodology understood and have all the cost drivers been identified?$Response Score YES or N/A = 1 NO = 0yDoes the process control plan contain a reaction plan, which has containment and corrective actions for non-conformances?3. Product Design6. Project ManagementDoes the supplier demonstrate compliance with the European Union directives <Rincluding Restrictions of Hazardous Substances (RoHS Directive, 2002/95/EC) and Waste of Electrical and Electronics Equipment (WEEE)?If the supplier can not demonstrate compliance with the EU directives, can they ensure that these environmentally hazardous materials will not contaminate any material, product, or service provided to Southco?Does the supplier provide a certificate of conformance when requested that states material, product, or services provided are compliant to the EU directives?+Concern and Corrective Action Report (CCAR)Latest CCAR Update : Part No :  Initiator : Ref. NoProblem%Corrective Action and RecommendationsAdditional Remarks or LinksSite Overall Rating: % Green Elements# Green ElementsTotal # Elements# Green# RedNOTE: ALL INFORMATION ON THIS SUMMARY PAGE IS EITHER AUTOMATICALLY DRAWN FROM THE SOUTHCO ASSESSMENT OR AUTOMATICALLY CALCULATED. 1. Business and Mgmt StructureSectionsStatus A.1A.2A.3B.1B.2B.3C.1D.1D.2D.3E.1E.2F.1E.3Supplier Number:Supplier Name:C.2C.3E.4F.2F.3F.4Auditor:4. Manufacturing & OperartionsB.4B.5C.4C.5C.6C.7C.8$4. Manufacturing & Operations Cont'dD.4D.5D.6D.7D.8D.9D.10F.5F.6F.7F.8F.9F.10 5. QualityA.4A.5A.6A.7A.8A.9A.10A.11A.12A.13A.14A.15A.16A.175. Quality Cont'dG.1G.2H.1H.2H.3H.4I.1B.67. Cost Reduction 1. Business Structure ChecklistComments / Evidence!A. Diversified Across IndustriesB. Longevity and Profitability!C. Southco as Strategic CustomerD. Org Structure and Base DataE. Commitment to QualityF. Commitment to CustomersDAre customer key metrics recognized and communicated by management? 2. Financial HealthBNOTE: This section should be presented to Finance for assessment.3. Product Design+A. Technical Knowledge of Design Engineers.Do they understand Reliability vs Durability? %B. Similar Product Design Experience-C. Engineering Development and Project ToolsD. Understanding of Technology(E. Adequate Technical Support ResourcesF. Change Management5. Quality Systems AnalysisA. Quality Business Systems'B. MSA ( Measurement Systems Analysis)C. CapabilityIs Poke yoke used consistently?D. Corrective ActionsE. Product/Process ChangesF. APQPG. Internal AuditsH. Quality PerformanceI. Warranty Analysis6. Project ManagementA. Project Timelines)B. Project Management Structure/StaffingtAre the 2nd tier suppliers plans captured in overall project plan? (Is there an internal owner for sub contractors?)$Response Score YES = 1 NO or N/A = 0Person ResponsibleInitial Target DateLatest Target (Closing) DateRecommendations SignatureREVISION HISTORYREVDATEDESCRIPTION OF CHANGECrev C(7Process Owner: Manager, Corporate Supply Chain/Quality Form 13163Is 80% of turnover from more than 20% of customers?IWhat percent of the supplier business will Southco represent? Is it <25%2Does the Supplier service more than one industry? `Has the supplier been in business for more than five years? (Are they an established business?)2Does the supplier demonstrate financial stability?@Is there a strategic plan for investment approved by management?]Will Southco be a strategic customer for the supplier? (How does supplier demonstrate this?) <Is there a succession plan in place and reviewed regularly? LIs Southco protected should key managers/leaders quit / leave the business? 3Is management driving Customer Quality improvement?OIs the aim more sub-assemblies rather than individual parts in a major system? ZIs the supplier familiar with special requirements such as salt spray test and ROHS, etc.?gHas the supplier demonstratable experience in product design in parts similar to Southco requirement? hDoes supplier use advanced design tools such as Finite Element Analysis (FEA) tools/mold flow analysis? \Does the supplier use Design for Six Sigma (DFSS), or similar tools, to design new products?TDoes the supplier have CAD facilities to support complex design and enough licenses?.Is the supplier capable of making prototypes? 8Is the supplier capable of managing prototype suppliers?4Are projects resourced with a cross functional team?-Is there a process to manage design changes? Are drawings issue controlled? fIs excess capacity available? Is there a capacity planning process, according to business forecasts? uDoes a preventive maintenance plan exist and is it followed? How effective is it to achieve good equipment up-time ?PAre good housekeeping practices followed? Is the workplace clean and organized?zAre controls in place to isolate incoming material until it has been approved and is it clearly and appropriately labeled?@Is the suspect / scrap data recorded and is the data acted upon?vAre there controls in place to ensure that suspect/scrap parts will not be re-introduced into the normal process flow?9Are suspect/scrap containers available at each operation?hCan parts produced on different shifts / days be identified? Is FIFO practice utilized in the facility?dIs long range forecasting and EDI schedules driven to manufacturing to meet ship dates and capacity?mIs the supplier capable of delivering on-time? Is there evidence to show this (On-time Delivery Percentage)?=Is 3rd party certification held against ISO 9001 or TS 16949??Is there a plan for TS 16949 certification if not already held?CAre there SQE's involved in the sub contractor management process? XIs there a plan to attain any further certification? Such as ISO 17025, ISO 14001, etc. QAre risk assessments / health and safety audits carried out and actions recorded?&Are Hazmat/COSHH regulations followed?BIs capacity planning undertaken and management informed of issues?4Do emergency plans exist for tool relocation/repair?FAre gauges, test, and measurement equipment calibrated and maintained?HIs SPC in use and 1.33 cpk long term (vs 1.66 cpk short term) a minimum?ZIs SPC recorded at the manufacturing stage by operator? (record frequency of data capture) How often is the data reviewed? 8Can SPC data be shown in Minitab or other SPC software? -Are operators/technicians familiar with SPC? $Is "Root cause" analysis prevalent?KAre APQP principles followed for new product introduction/product changes? MIs there an internal audit process to ensure that all processes are followed?aAre Conformity of Production practices employed? (Annual recertification, engineering test, etc.)9Are internal quality/delivery metrics recorded/actioned? ]Are there quality targets set and improvement plans in place to meet annual quality targets? =Does a process for warranty returns including analysis exist?oIs there evidence that committed due dates have been met on previous projects? (% on time, late ahead of time)=Are cost targets set and monitored/actioned through projects?KAre risk assessments undertaken and associated mitigating actions reviewed?Added last tab "Revision History" with updated comments. Reviewed with Buyers and Quality (David Dever). Minor typographical corrections made on some questions. Updated for auditing requirements. &Form - SCM 1316 Rev. 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Cost Reduction'!Print_Titles%'Overall Summary Sheet'!Print_Titles  Worksheets  Named Ranges 0hp Department ContentTypeRev.928 Supply Chain Management DocumentC FMicrosoft Excel 2003 WorksheetBiff8Excel.Sheet.89q