MMOG Logistics English

Global MMOG/LE
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M-7
Issue:v1, Release 2 Dated 12/04
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Master Global Materials Management Operations Guidelines /
Logistics Evaluation
M-7 Version 1, Release 2 Date: 12/2004
International Copyright Information
This standard is subject to International Copyright, as shown herein and unauthorized
reproduction is not permitted. Contact one of the associations below to discuss
reproduction permission. If translated, this manual has been translated and published
for guidance only and is intended to help the understanding of the official English
version.
AIAG Copyright and Trademark Notice:
The contents of all published materials are copyrighted by the Automotive Industry
Action Group unless otherwise indicated. Copyright is not claimed as to any part of
an original work prepared by a U.S. or state government officer or employee as part
of the persons official duties. All rights are preserved by AIAG, and content may not
be altered or disseminated, published, or transferred in part of such content. The
information is not to be sold in part or whole to anyone within your organization or to
another company. Copyright infringement is a violation of federal law subject to
criminal and civil penalties. AIAG and the Automotive Industry Action Group are
registered service marks of the Automotive Industry Action Group.
2003 Automotive Industry Action Group
2003 Automotive Industry Action Group
2003 Odette International Ltd. All rights reserved
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AIAG
Cara Besh DaimlerChrysler Corporation
Morris Brown AIAG
Connie Harde American Axle & Manufacturing, Inc.
Michael Howard Ford Motor Company
Aidan Hughes Gates Corporation
Chuck Koehn DaimlerChrysler Corporation
Donna LeFaive JCI Corporation
Kevin Lockwood Universal Bearings Corporation
Eric Minehart Ford Motor Company
ODETTE
Roger Bergsten Volvo Car Corporation
Rob Brown SMMT Industry Forum
Jacky Cousin GALIA
Mark Evans SMMT Industry Forum
Gerard Graufogel PSA
Helena Holmgren Robert Bosch GmbH
Gerhard Paulinz Volvo Truck Corporation
Henry Rosten Volvo Powertrain Corporation
Aurelien Rouquet GALIA
Jeff Turner SMMT Industry Forum
Joerg Vollmer Robert Bosch GmbH
AIAG and Odette would like to acknowledge and thank the representatives of all the companies listed for
their input and help in completing this document.
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Foreword
Naterials Planning 8 Logistics is the process of planning, implementing and controlling the efficient,
effective flow and storage of goods, services and related information from point of origin to point
of consumption for the purpose of conforming to customer requirements.
This guideline has been prepared to assist organizations in developing and implementing a world
class Naterials Planning 8 Logistics Nanagement system.
The document is the result of a collaborative effort between work groups within Odette
!nternational Limited and the Automotive !ndustry Action Group to develop a Naterial Planning and
Logistics (NP8L) evaluation that can be used globally. The basis of the workgroups effort was the
Odette Logistics Evaluation (OLE) and the A!AG's Naterials Nanagement Operations Guideline
(NNOG).
Widely used in Europe, the Odette Logistics Evaluation document was published in 1999 to provide
a common assessment tool that could be used within industry to evaluate material planning and
logistics systems. The Odette Logistics Evaluation has been applied to both automotive and non-
automotive industries. !t was developed for the automotive industry but can also provide
improvement for organizations in other industries where the goal is world class practices in Naterial
Planning and Logistics.
Prior to 1999 suppliers were subjected to multiple supplier development programs. !n response,
the A!AG formed a work group with the following mission:
To establish a guideline that defines the elements of a robust materials system to manage
the flow of productive materials and information for the North American automotive industry.
To establish common terminology that can be used throughout the supply chain.
The result of their effort was the introduction of the NNOG in July 1999.
This document contains a Naterials Planning 8 Logistics audit aligned with !SOfTS. !t can be used
for benchmarking studies with internal and external partners to identify excellent processes.
!t can, therefore, be used as a high performing tool for continuous improvements for all Naterials
Planning and Logistics processes within an organization.
This document provides recommended business practices for the Naterials Planning and Logistics
process within the user's facility and is intended to establish a common definition of materials
practices to facilitate effective communication between trading partners.
Automotive OENs and suppliers can utilize this document for many purposes:
!nternal assessments
Assessing current internal processes
Benchmarking current statef best practices
Driving continuous improvement
Promoting supplier development by:
Evaluating supplier performance
!mproving supplier performance
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Introduction
1 What this document is about
Customer demands for shorter lead times and reliable delivery has created a need for faster, more
flexible and more efficient flow of information and products throughout all tiers of the supply chain.
Business logistics plays an increasingly significant role in the competitive environment and only
through continuous improvement can we ensure lower costs and increased customer satisfaction.
To ensure customer expectations are met and to drive continuous improvement through the supply
chain, it is essential that Naterials Planning and Logistics processes are controlled and monitored.
The purpose of this Evaluation Document is to produce one common material planning and
logistics evaluation that can be used by both supplier and customer throughout the product life
cycle, including the early development phases. This Document can be used by every partner in the
supply chain as a self-assessment, or can be used between business partners as an audit tool. This
document provides a comprehensive assessment of Naterials Planning and Logistics performance
and capability.
2 Objectives
The document aims to achieve the following objectives:
Produce a common Naterials Planning and Logistics evaluation that can be used by all
business partners both internal and external.
Enable Naterials Planning and Logistics continuous improvement plans to be developed and
prioritized, thus enabling time to be spent on those activities that offer the greatest benefit.
Establish the components of a Naterials Planning and Logistics system for suppliers of goods
and services within the automotive industry.
Drive continuous improvement within the organization
!mprove delivery performance within the supply base
Prepare basis for benchmarking activities and to identify `Best Practice Criteria' of materials
planning and logistics processes for driving continuous improvement plans.
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3 Explanation of the Evaluation Document
The Document has been divided into six chapters. By working through the questions in each of
these chapters it is possible for companies to assess their material planning and logistics
performance and gain guidance toward Best Practice" within the industry. The aim is an easy to
use document for all partners within the supply chain.
All of the chapters in the document should be completed in order to gain a comprehensive
Naterials Planning and Logistics capability evaluation score.
While this document focuses on the materials activities within the organization, the following
NaterialsfLogistics Nanagement Business Nodel illustrates that these activities are not performed in
isolation. The organization is in constant communication with its supply chain partners.
MaterialsJLogistics Management Business Model
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Chapters one and two deal with the overall structure of the Naterials Planning and Logistics within
the organization. Chapters Three through Six focus on specific areas of Naterials Planning and
Logistics.
CHAPTER ONE - STRATEGY AND !NPROvENENT
vision 8 Strategy
Objectives
Neasurement, Analysis and Action Plans
Continuous !mprovement
Supply Chain Development
CHAPTER TWO - WORK ORGAN!ZAT!ON
Organizational Processes
Organizational Procedures
Resource Planning
Work Environment 8 Human Resources
CHAPTER THREE - CAPAC!TY 8 PRODUCT!ON PLANN!NG
Product Realization
Capacity Planning
Production Planning
Systems !ntegration
CHAPTER FOUR - CUSTONER !NTERFACE
Communication
Packaging 8 Labeling
Shipping
Transportation
Customer Satisfaction 8 Feedback
CHAPTER F!vE - PRODUCT!ON 8 PRODUCT CONTROL
Naterial !dentification
!nventory
Engineering Change Control
Traceability
CHAPTER S!X - SUPPL!ER !NTERFACE
Supplier Selection
Naterials Planning 8 Logistics - Agreementf!nstruction
Communication
Packaging 8 Labeling
Transportation
Naterial Receipt
Supplier Assessment
4 Explanation of Evaluation Results Sheet
Although every question in the document is of great importance to develop Naterials Planning and
Logistics performance, a weighted scoring system has been designed to identify areas, which
should be given a higher priority. This will allow focus on the urgent issues to avoid the risk of not
meeting business partners' requirements.
Throughout this document, shall" indicates a situation where adherence to the criteria is
mandatory to the materials management function. Non-compliance to any "shall" statement will
result in a "C" level on the self-assessment rating.
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Three levels of focus have been defined and weighted as follows:
F3 !f requirements are not met, there is a high risk of interruption to customer operations with
additional costs to be incurred in the short term.
F2 !f requirements are not met, customer satisfaction and the organization's performance will be
seriously affected.
F1 !f requirements are not met, the organization's competitiveness will be adversely affected.
The weightings are an aid to prioritizing continuous improvement activity only and do NOT
necessarily signify importance of the area in question.
SCORINGJWEIGHTING
Each question is multiplied by a weight factor:
F1 = Low (1 point each)
F2 = Medium (2 points each)
F3 = High (3 points each; any non-compliance will result in overall evaluation to be Level C
due to critical competency factor.
Enter "X" in each check box if process is effectively implemented at your organization
A-Level
Definition: The supplier far surpasses minimum standards in every aspect
and can be considered at or near "world class" standards.
Deployment from evaluation: A-Level is achieved if 90 or higher is obtained
overall. Non-compliance to fewer than 6 F2-questions and compliance to all
F3-questions will result in Level A.
B-Level
Definition: The supplier is deficient in several areas that will impact its ability to
support the needs of the customer. An action plan should be in place, and the
corrective action SHOULD NOT require a significant amount of time (3 months
or more) to implement.
Deployment from evaluation: B-Level is achieved if a score greater than 75
and less than 90 is obtained overall. Non-compliance to 6 to 12 F2 questions
and compliance to all F3-questions will result in Level B.
C-Level
Definition: The supplier is deficient in one or more criticalfhigh-impact aspects
of a given category. Action plans are required to ensure deficiencies do not
result in serious or prolonged issues to the customer.
Deployment from evaluation: Non compliance to ANY F3 question will result
from any of the following: 1.) Non compliance to ANY F3 question, 2.) Non
compliance to 13 or more F2 questions or 3.) A score less than 75 is
obtained
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5 The Evaluation Process

Define the assessment type
!s this an internal self-assessment or external verified assessment by customer or a third party?
What resources are needed?
The total time required will vary depending on the size and complexity of the company. !n
addition, sufficient time and resources should be allowed to prepare and implement the actions. All
activities related to the NNOGfLE should be coordinated and supervised by one person, and the
recommended peoplefdepartments who will be required to be involved in the process will include,
but not be limited to:
Naterials Planning and Logistics Nanager
PurchasingfProcurement Nanager
Production Nanagers
Administration Personnel
Engineering Nanager
Distribution Nanager
Quality Assurance Nanager
!Tf!S staff
+ Key operational personnel
You may also need input from suppliers, customers and service providers.
Preparation
1. Read through the document carefully
2. Discuss with other people involved, gain commitment
3. Establish preliminary time frame
+. Collect data 8 information
5. !n the Self-Assessment, place an 'X' in the box in column D to indicate that the criteria has been
met
6. Document Data
7. For each question it is necessary to have supporting documentation e.g. flow charts,
organization charts
Complete Evaluation
!n order to automatically populate the Scoring Sheet and Gap Analysis, the results of each question
are recorded with an X" in the box in column D" into the self assessment portion of the Excel
spreadsheet.
Analyze the data
Analysis of the self assessment and weighting criteria will give a clear indication of priorities for
improvement activities.
Develop an Action Plan
An action plan is required for all criteria not fulfilled. All criteria not fulfilled will be automatically
populated onto the gap analysis portion of the Excel spreadsheet.
To use the gap analysis, the following steps are to be followed:
Click on in Column "A" labeled, "Question #" under Gap Analysis tab
Click "non-blanks"
Follow the above each time an additional "X" is recorded in Self-Assessment tab.
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!t will then be necessary to analyze the problem and define a measure to solve the problem and
complete the Action Plan.
Action plan provides the basis for continuous improvement
Sufficient resources must be allocated to prepare and implement the action plans. Recommended
review period for action plan is quarterly, at a minimum, until all action items are resolved and
closed.
Review at agreed intervals
Recommended review period for the self-assessment is oncefyear, at a minimum.
REVISION OF THIS DOCUMENT
This document will be subject to changefupdate every three years.
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1. STRATEGY AND IMPROVEMENT
Objectives
Vision & Strategy
Measurement, Analysis and
Action Plans
Continuous Improvement
Supply Chain Development
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Each question is multiplied by a weight factor:
F1 = Low (1 point each)
F2 = Medium (2 points each)
F3 = High (3 points each; any non-compliance will result in overall evaluation to be Level C
due to critical competency factor.
Enter "X" in each check box if process is effectively implemented at your organization
1.1 Vision and Strategy
1.1.1
The organization has a strategy that ensures the Materials Planning and Logistics vision is
achieved.
Why?
For the Materials Planning and Logistics process to be efficient and effective, it needs to be
acknowledged as an important part of the operation and receive adequate resources.

Good knowledge of long-term strategy is a condition for employees to work consistently and be pro-
active.
Criteria:
1) F2 A documented vision exists for the Materials Planning and Logistics function.
2) F2
A documented strategy exists with activities for implementing the Materials Planning and Logistics
vision.
3) F2
The Materials Planning and Logistics vision and strategy is linked to the organization's overall
objectives, including customer requirements and continuous improvement.
4) F2
The Materials Planning and Logistics vision and strategy is communicated and understood within
the organization.
Optional comments may be added here supporting the organization's current state.
1.2 Objectives
1.2.1
Objectives relative to the Materials Planning and Logistics function are defined,
communicated and understood within the organization.
Why?
Objectives allow departments and employees to focus on areas of importance to achieve customer
satisfaction and the organization's Materials Planning and Logistics strategy.
Criteria:
1) F2
All objectives are measurable and consistent with the organization's Materials Planning and
Logistics strategy.
2) F2
Objectives are accepted by all relevant functions and are clearly cascaded throughout the
organization.
3) F2 Objectives are reviewed with senior management at planned intervals.
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1.2.2
Key Performance Indicators (KPIs) shall cover objectives for all areas of the Materials
Planning and Logistics process.
Why? KPIs are used to identify the organization's current performance and areas for improvement.
Criteria: Minimum requirement (Additional KPIs to be covered by specific customer requirements).
Delivery
1) F3 Delivery performance to customer.
2) F3 Supplier delivery performance.
3) F3 Build-to-Schedule (productivity: plan vs. actual).
4) F2 Lead times for all supply chain processes (physical and information).
Quality
5) F2 Materials Planning and Logistics Quality (e.g., documentation, messages, packaging and labeling).
Cost
6) F2
Materials Planning and Logistics costs (e.g., Premium freight, packaging, handling and storage
7) F1 Stock levels / stock turn broken down into raw material, WIP, finished goods.
1.3 Measurement, Analysis and Action Plans
1.3.1 Objectives are measured, analyzed, and action plans created where necessary.
Why?
Measurement and analysis is necessary to ensure awareness of current performance and to engage
employees in the improvement process.
Criteria:
1) F2
Performance against objectives is monitored at planned intervals and reviewed with senior
management.
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2) F2 All relevant personnel/functions are informed about performance at planned intervals.
3) F2
A structured problem solving method is used to determine root cause(s) and prevent recurrence of
material problems.
4) F1
Graphical analysis tools, (e.g., Pareto graphs) displaying historical and trend data are used to track
critical areas over time.
1.3.2
Corrective and preventive actions, identified by KPI analysis, to improve performance are
documented.
Why?
Documentation helps to ensure that identified action plans have been successfully implemented and
results shared across similar processes.
Criteria:
1) F2
The management prioritizes documented action plan items. The action plan should include the
action, responsibility, timing and allocated resource.
2) F2
Evaluations of corrective/preventive actions are performed at the conclusion of each action plan.
The review shall be used to determine the effectiveness, the application to similar processes and the
need for any further action.
1.4 Continuous Improvement
1.4.1
Continuous improvement within the supply chain is driven through a well-established
process.
Why?
Improvement activities throughout the supply chain are necessary in order to achieve overall
customer satisfaction.
Criteria:
1) F1
A defined process supported by management for continuous improvement is used within the entire
organization and with all supply chain partners.
2) F1
Employees have a documented responsibility for and are allowed time to work on continuous
improvement tasks.
3) F1 The organization encourages employee involvement through an active suggestion program.
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1.4.2
There shall be a process to identify and take corrective actions on deficiencies and/or
unstable processes found during internal assessments.
Why?
For organizations to remain competitive and reduce cost, specific areas of improvement need to be
identified.
Criteria: Minimum requirement (Additional areas to be covered by specific customer requirements).
1) F3 Bottle neck processes.
2) F2 Production batch/lot sizes.
3) F2 Set-up/Change-over times.
4) F2 Throughput time.
5) F1 Reduction of complete physical inventories.
1.5 Supply Chain Development
1.5.1 Actions are taken to improve the relationship between all parties in the supply chain.
Why?
A strong and successful relationship requires mutual trust and understanding. Supply chain
optimization relies on organizations working together.
Criteria:
1) F1 A structured approach is in use for development of all relationships.
2) F1 Action plans, processes and relationships of the parties in the supply chain are documented.
3) F1
Methods of analysis are used to assess the supply chain: {e.g. SWOT analysis (Strengths,
Weaknesses, Opportunities, Threats), Benchmarking, Business Networks}
1.5.2
Internal customer satisfaction objectives related to Materials Planning and Logistics are
identified, measured and communicated within the organization.
Why?
Internal customer satisfaction is important for facilitating continuous improvement in response to
customer requirements.
Criteria:
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1) F2 Clear understanding of internal customer requirements.
2) F2 Internal customer satisfaction is measured (e.g., press shop parts supplied to the assembly area).
3) F2 Measurements are fully implemented, used and communicated to relevant functions.
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2. WORK ORGANIZATION
Organizational
Processes
Organizational Procedures
Resource Planning
Work Environment & Human Resources
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2.1 Organizational Processes
2.1.1
Materials Planning and Logistics processes are described starting from customer interface,
through internal production until supplier interface.
Why?
It is vital to gain an overall view and understanding of your own and your business partners
processes in order to provide a good foundation for continuous improvement.
Criteria:
1) F1
There is a documented organizational structure in place to ensure appropriate focus (e.g., direct
reporting to the senior management) and resources for all Materials Planning and Logistics
processes.
2) F1
Documentation exists (e.g., flow charts) describing the information flow of all Materials Planning and
Logistics processes, including interfaces with other functions and business partners.
3) F1
Documentation exists (e.g., flow charts) describing the physical flow aspect of all Materials Planning
and Logistics processes, including interfaces with other functions and business partners.
4) F1 There is an active document control procedure in place. (as defined within TS 16949/QS9000)
2.2 Organizational Procedures
2.2.1 Organizational procedures exist for all functions within Materials Planning and Logistics.
Why?
To ensure a standard way of working and help facilitate learning, it is important to have documented
procedures.
Criteria:
1) F2
The organization has procedures, which are evaluated and implemented to ensure compliance with
the Materials Planning and Logistics vision.
2) F2
Documented procedures for all customer interface aspects of the Materials Planning and Logistics
process exist (e.g., customer order planning, stock control, packaging procedures and transport
management).
3) F1
Documented procedures for all internal aspects of the Materials Planning and Logistics process exist
(e.g., assembly and production planning, material handling, stock control and warehousing including
MRO inventory).
4) F1
Documented procedures for all supplier interface aspects of the Materials Planning and Logistics
process exist (e.g., supplier performance assessment, receipt of material, stock control and
requirement calculations).
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2.3 Resource Planning
2.3.1 Resource flexibility and availability are optimized.
Why?
It is essential that resources are optimized to fulfill capacity requirements of all the Materials
Planning and Logistics operations.
Criteria:
1) F2
The organization has the ability to adapt its human resources in order to manage and balance
workload (e.g., flexibility agreements, peak hours, absenteeism and different industrial calendars).
2) F2
The organization conducts periodic reviews to ensure sufficient resources (e.g., space and
equipment) are allocated for all Materials Planning and Logistics processes.
3) F1 Overtime is not used as a long-term solution for staffing requirements.
2.3.2
Contingency plans shall exist to avoid disruptions when something unexpected happens in
the supply chain
Why?
Without contingency plans, any disruption within the Materials Planning and Logistics process might
endanger deliveries to the customer (including e.g., assembly lines, workshops).
Criteria:
1) F3
The organization's contingency plans shall be implemented by a pre-determined function when an
emergency occurs and the system shall be tested and validated periodically.
2) F3 Personnel shall be trained in contingency procedures.
3) F2
Documented and proven procedures for all potential disruptions are identified with appropriate
action and recovery plans, including production and data recovery (e.g., computer/communication
failures, industrial disputes, transport and production disruption).
2.3.3
A system exists for highlighting and communicating with both customers and suppliers
within the plant, any incident or deviation from the production plan.
Why?
Appropriate management of internal customers and suppliers should rely upon communication
upstream and downstream of any incidents that could affect the normal production process.
Criteria:
1) F1
There are procedures in place to highlight and communicate incidents or deviations, (e.g., schedule
information, early warning of delays and stoppages), from the production plan, (e.g., regular
meetings, reporting and ad-hoc meetings).
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2.4 Work Environment & Human Resources
2.4.1 Plans exist for the control and improvement of the work environment.
Why?
People are organizations' main asset, and the organization is responsible for providing safe and
healthy working conditions.
Criteria:
1) F2
All applicable safety and environmental regulations (including respective certification) have been
identified and met.
2) F1
Management are actively responsible for providing and improving the work environment (e.g., 5S/C
program, ergonomic principles).
2.4.2
The roles and responsibilities within the Materials Planning and Logistics function are clearly
documented.
Why? Clearly defined roles and responsibilities reduce the risk of conflicts and define ownership of issues.
Criteria:
1) F1
Clearly defined job descriptions/skills matrices exist and are regularly reviewed and updated for each
key function within Materials Planning and Logistics.
2) F1
All key tasks have employee backups designated to manage workflow when the primary employee is
not available.
2.4.3 There is a process identifying current and required skills within the organization.
Why? Understanding the competence gap within the organization is important for improvement.
Criteria:
1) F1
The competence required for each position and function within the Materials Planning and Logistics
department have been identified and documented.
2) F1
The current competence level for each employee and function within the Materials Planning and
Logistics department have been identified and documented.
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3) F1
The procedure for identifying training needs based on a gap analysis of current versus required
skills, is documented, appropriately distributed and used for training recommendations.
4) F1
Training objectives are clearly defined within the Materials Planning and Logistics strategy,
understood by all employees concerned and monitored by management.
2.4.4
A training and development program exists for each employee in the Materials Planning and
Logistics function.
Why? A flexible and effective organization requires competent personnel.
Criteria:
1) F2
There is a process to ensure sufficient resources (e.g., relief cover/backup) are available to support
and implement the training needs identified.
2) F1 Individual training and development plans exist for each employee.
3) F1
Documented training and development plans are documented and regularly revised (minimum
once/year).
4) F1
There is a process between employee and management to monitor the effectiveness of training and
to derive necessary actions.
2.4.5
Actions are taken to improve employee motivation and empowerment in the Materials
Planning and Logistics function.
Why?
To ensure employees are motivated to perform at their best, they need encouragement and to feel
that their efforts are worthwhile.
Criteria:
1) F1
The performance of the organization and Materials Planning and Logistics function is communicated
to employees on a regular basis.
2) F1 Regular appraisal review and feedback is given to each employee (minimum once/year).
3) F1
Follow-up from appraisal review leading to the identification of improvement opportunities and action
plans exists on a regular basis.
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3. CAPACITY & PRODUCTION PLANNING
Product
Realization
Capacity Planning
Production Planning
Systems Integration
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3.1 Product Realization
3.1.1
The organization's Materials Planning and Logistics function shall formally participate in, and
sign off on, the Product Realization process.
Why?
The material organization's physical sign off verifies their involvement in the early stages of the
Product Realization process and therefore are prepared to support the organization at the start of
production.
Criteria:
1) F3 Material's function shall participate in and sign off on the Product Realization process.
3.2 Capacity Planning
3.2.1
The organization shall perform a comparison of its resources against the customer's long,
medium and short-term requirements. A process shall be in place that ensures prompt
communication to the customer of any risk that could affect their operations.
Why?
A major goal of the scheduling system shall be to review customer requirements far enough in
advance to detect potential problems in meeting those customer requirements. This process must
occur in a timeframe that allows for corrective action and minimizes the impact to the customer.
Criteria:
1) F3
Comparison of resources versus customer requirements shall be reviewed upon receipt of forecast
requirements (e.g., 830/DELFOR), comparing every week of the forecast (e.g., from week 3 to
month 6 of the planning horizon) sent by customers.
2) F3
Resources versus customer requirements shall be reviewed upon receipt of shipping requirements
(e.g., 862/DELJIT), comparing daily ship requirement (usually current week and week 2) sent by
customers.
3) F3
There shall be a process in place to notify customers of any significant resource limitations in
meeting the requirements.
4) F1
Time and cost for administrative, (e.g., receiving, planning and despatch), and physical (e.g.,
loading, unloading of trucks) operations of the Materials Planning and Logistics function are
quantified.
3.2.2
The organization's capacity planning process has the flexibility to ensure that the Product
Approval Process (PAP) requirements are available in a timely manner to support customer
change-overs/launches.
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Why?
The organization's capacity planning process needs to be able to account for regular production, as
well as PAP requirements to ensure that production requirements are met.
Criteria:
1) F1 PAP requirements are prioritized accordingly within the scheduling system.
2) F1
There is a process for building an inventory buffer of current parts prior to production time needed
for new model parts approval/evaluation.
3) F1
PAP reviews are held with the participation of Scheduling, Production, Material Control, Engineering,
etc. on a regular basis to resolve any issues with meeting customer requirements.
3.2.3
The organization implements measures to minimize obsolescence of Raw Material, WIP and
Finished Goods.
Why?
For obsolescence claims purposes, a process exists for recording and maintaining maximum
material authorization from the customer.
Criteria:
1) F1
The organization has a process in place to communicate running change and balance-out parts for
final production runs to ensure no over-production and outside purchased items are ordered to the
piece.
2) F1
Scheduling system will not generate production orders above customer requirements for balance-out
items.
3.2.4 There is a process to ensure the availability of service/spare parts.
Why? To satisfy the customer's need for spare parts without jeopardizing the production of current parts.
Criteria:
1) F2
Requirements for non-current parts are calculated and ensured for the entire life cycle of the product
as required by the customer.
2) F1
Quantities are communicated and managed throughout the organization, based on customer
requirement orders to ensure on-time deliveries.
3) F1
Documented agreements exist to ensure the supply of service/spare parts (e.g., minimum order
quantity, standard pack size).
M-7 24
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
3.3 Production Planning
3.3.1
A process shall exist to plan production requirements and to maintain the parameters of the
production planning system.
Why?
A production planning and monitoring system contributes to both efficient information and material
flow.
Criteria: If your processes are automated then "check" both the manual and automated criteria below.
1) F3
The scheduling system shall consider customer requirements when generating production
schedules.
2) F3
A set of parameters, (e.g., transport time, lead times, inventory levels, packaging), and internal
production requirements, (e.g., supplier constraints, scrap rates set-up times), shall be integrated
into the production planning system manually.
3) F1
A set of parameters, (e.g., transport time, lead times, inventory levels, packaging), and internal
production requirements, (e.g., supplier constraints, scrap rates set-up times), are integrated into
the production planning system automatically.
4) F1 A flexible production planning system is synchronized with all relevant internal and external systems.
5) F1
The production planning system and its parameters, (e.g., scrap rate, set-up time, lot size, etc.), are
updated at planned intervals by a clearly defined responsibility.
3.3.2 The production scheduling system supports lean manufacturing (e.g., pull systems).
Why? To ensure production schedules reflect customer releases and shipping schedules.
Criteria:
1) F1
Pull system concepts are integrated within the production planning process as seen on the shop
floor.
2) F1
A daily forecast schedule of part numbers and quantities due by date is utilized, integrating pull
system techniques into the production planning process.
3) F1 Pull system automatically offsets losses or gains based upon inventory verification.
3.4 Systems Integration
M-7 25
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
3.4.1
The customer information shall be processed directly into the organization's planning and
scheduling systems.
Why?
Direct electronic transfer of data will improve the transfer speed, reduce the possibility of error and
reduce the cost.
Criteria:
1) F3
Customer schedule information shall be automatically integrated into the organization's releasing
system to avoid manual transference of data by using ODETTE/AIAG electronic communication
standards or any other web based electronic standard.
3.4.2
The organization sets the timing of the Material Requirements Planning System (MRP)
process to coincide with the receipt of the expected customer requirements.
Why?
The MRP system should calculate the schedule based on the most current information available
from the customer.
Criteria:
1) F2
MRP receives the expected customer requirements prior to the actual MRP run to calculate daily
production operating plans.
M-7 26
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
4. CUSTOMER INTERFACE
Communication
Packaging & Labeling
Shipping
Transportation
Customer Satisfaction & Feedback
M-7 27
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
4.1 Communication
4.1.1
The organization maintains a process to ensure a co-operative communication based on
actual and adequate information for both parties.
Why?
To maintain customer relations, prevent misunderstandings and ensure continued business based
on co-operative communication.
Criteria:
1) F2
There are agreed contingency plans established between both parties to maintain permanent
communication during bottle-neck situations.
2) F2
The customers' goals regarding Materials Planning and Logistics performance are clearly defined
(e.g., Customer delivery instructions/schedules), visualized and followed-up by the organization.
3) F1
A contact list exists containing name, function, method of communication (e.g., phone number, fax
number, e-mail address, language spoken, etc), hours of availability and deputies/back-ups for
each Materials Planning and Logistics function from its customers.
4) F1 The contact list must support the entire scheduled operating hours of all customers.
5) F1
There is a documented process (including process owner) for maintaining contact information
internally and updating the contact information on the customers' system.
4.1.2
The organization shall receive requirements planning and shipping information
electronically, when available from the customer.
Why?
Electronic data transfer reduces the possibility of a typographical error or incorrect translation of
data when human intervention is involved. Speed is increased by the electronic/mechanical transfer
of data while reaction time updates in customer requirements for pre-production, production and
service parts is improved.
Criteria:
1) F3
Electronically communicated delivery forecasts (e.g., 830/DELFOR/planning releases) shall be
received and processed without manual entry.
2) F3
Electronically communicated call off's (e.g., 862/DELJIT, shipping schedules, sequenced shipping
schedules) shall be received and processed without manual entry.
3) F1
Receipt and understanding of electronic communication should be in accordance with international
automotive guidelines (e.g., AIAG/Odette.)
4.1.3
The organization shall have a process to ensure that any potential problems that could
impact the customer operation are communicated as soon as they are identified.
M-7 28
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
Why?
For the supply chain to remain uninterrupted at all times, any problems with the customer must be
resolved in a timely manner.
Criteria:
1) F3
There shall be documented procedure in place for the Materials Planning and Logistics personnel to
notify the customer and respond immediately to any situation whether identified by the organization
or the customer, that could negatively impact the customer's business.
2) F3
Differences shall be resolved with the appropriate customer contact prior to shipment time if the
agreed requirement cannot be met (e.g., transportation mode, quantity-shipped discrepancies,
packaging, etc).
3) F3
The organization shall use interactive inventory management systems where they are available from
the customer (e.g., DDL, Smart, other VMI systems).
4.2 Packaging and Labeling
4.2.1
The organization shall have a procedure for packaging development, coordinated with the
Product Approval Process.
Why?
To ensure that the packaging efficiently supports material flow requirements as handling and
distribution.
Criteria:
1) F3
The organization shall have a process and supporting documentation to define standard packaging,
(usually reusable container), and back-up packaging (usually expendable containers), and pack size
before start of production (e.g., agreements about packaging type and rules for use with customer,
involvement of all internal departments connected with the packaging process).
2) F2 Requirements for packaging development/specification is agreed and documented.
3) F2
The organization periodically audits shipments and conducts a physical review of packaging to
ensure compliance with defined packaging requirements.
4) F1
Customer specific packaging should be developed for integration into the manufacturing process
(e.g., max. use of transportation conveyance, transport optimization).
5) F1
When shipping runoff, pilot, PAP parts, the organization makes all shipments in assigned containers
so that the customer can validate the container use in their material system.
4.2.2
The organization manages the container process to ensure that the availability of
returnable/non-returnable containers is adequate to support the material flow requirements.
Why?
Adequate quantity and quality of returnable/non-returnable containers need to be available to keep
material protected as well as support any production needs.
M-7 29
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
Criteria:
1) F2
A documented control system exists for the procurement, allocation and monitoring of all packing
material (e.g., returnable containers, expendable packaging, dunnage, spacers).
2) F2
A documented and implemented process exists to ensure that returnable container inventory and
their availability in quantity and quality is adequate to cover customer requirements.
3) F2
A documented, customer approved process exists in case of missing, damaged, dirty or otherwise
unsuitable packaging.
4) F2
There is a process to notify the customer for each shipment when alternative or back-up packaging
is used.
5) F1
A documented process for the storage of customer-supplied packaging is available and followed
(e.g., suitable storage and cleaning facilities for returnable containers).
4.3 Shipping
4.3.1
The organization controls its processes to assure that the physical shipments correspond
with the customer demand.
Why?
To ensure accurate shipment, container and label information and any other necessary
documentation will fulfill customer requirements.
Criteria:
1) F2
The implemented and documented process to detect quantity shipped discrepancies is automated
(e.g., scan based shipment and loading control systems).
2) F2
The organization ensures that any quantity-shipped disagreements with the customer are detected
and reconciled in a timely manner without cost penalties to the customer.
3) F2
Dock operations (e.g., capacity of preparation areas, loading bays, limits of loading and unloading,
rules of freight capacity, schedule of dispatch handling) are optimized, using scheduled window
times and carrier on-time performance is tracked.
4.3.2
The organization shall have a process to ensure complete and accurate data content and
timely transmission of all Advanced Shipping Notices (ASN).
Why?
Advanced Shipping Notices (ASN) transmits relevant information to the customer so they are aware
of what the supplier has shipped and can plan accordingly.
Criteria:
1) F3
The organization shall verify the data contents of shipping labels, (the use of electronic based
support systems such as RFID or scanning is mandatory for some customers), to assure
consistency between container content, labels and documentation.
M-7 30
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
2) F3
The organization shall ensure that the data content of all ASN's is complete and accurate in
accordance with customer requirements.
3) F3
All shipments, including documentation and labeling, shall be prepared to customer, industry and
government standards and requirements (e.g., customs handling) including carrier routings.
4) F3
The shipment process shall ensure that each ASN is transmitted a the time of conveyance
departure.
4.3.3
The organization inspects and calibrates all shipment quantity-determination equipment at
planned intervals to an acceptable accuracy level, as defined by the customer.
Why?
To ensure accurate shipment to the customer, all shipment determination equipment must be
calibrated at planned intervals.
Criteria:
1) F2
There is a procedure describing the proper use of shipment quantity-determination equipment (e.g.,
scales, counters).
2) F2 All quantity-determination equipment is calibrated to a recognized standard at planned intervals.
3) F1
The inspection status and date for all quantity-determination equipment is clearly displayed on the
equipment.
4) F1 An inspection schedule is created and one person has the responsibility of equipment calibration.
4.4 Transportation
4.4.1
The organization shall assure the transport of finished goods satisfies customer
requirements (e.g., carrier, mode, special equipment, cost responsibility).
Why?
To ensure transport to the customer according to agreed delivery agreements/conditions with
customer.
Criteria:
1) F3
For organization managed transportation the carrier/Lead Logistics Provider is selected and shall be
assessed regarding logistics, flexibility and quality parameters.
2) F2
Appropriate equipment (e.g., bracing, banding) is used to ensure the product is delivered to the
customer damage-free.
3) F1
Transportation planning is included from beginning of the products life cycle and the carrier/Lead
Logistics Provider is involved as early as possible (e.g., product development process).
M-7 31
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
4) F1
The organization has a process to plan transportation capacity together with the carrier/Lead
Logistics Provider in line with its own processes and their capacities.
5) F1
The organization has established documented contingency plans in the event of failure of transport,
including quantified alternative methods of transport.
4.4.2
Optimization of transportation capacity should be considered during the supply chain design
phase.
Why?
Permanent management of transportation utilization will lead to cost reduction opportunities as well
as environmental savings.
Criteria:
1) F1
The organization regularly explores opportunities to reload inbound conveyances with outbound
product.
2) F1
Disposition of all empty transportation capacities (both inbound and outbound) should be done on a
daily basis to ensure that FIFO is occurring to minimize detention and demurrage related charges.
4.5 Customer Satisfaction and Feedback
4.5.1
The organization has a process to assess customer satisfaction whether or not the customer
provides feedback.
Why?
Superior Materials Planning and Logistics performance will ensure customer satisfaction, which will
lead to a long-term business relationship.
Criteria:
1) F2
Based on the customer's feedback or industry standards, the organization develops measures to
improve customer satisfaction. Where feedback is not automatically given from the customer, the
organization solicits this information.
2) F1 The organization has a process to regularly assess its performance to all of its customers.
3) F1
The measures are regularly reviewed internally by the management (e.g., warning of unfilled
requirements) and externally (e.g., Logistics performance measures), as required with the customer.
An adequate visualization method (e.g., customer satisfaction monitor, charts, graphs) is used.
M-7 32
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
5. PRODUCTION & PRODUCT CONTROL
Material
Identification
Inventory
Engineering Change Control
Traceability
M-7 33
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
5.1 Material Identification
5.1.1
There shall be a process/method in place to ensure all parts are labeled accurately and
identified easily.
Why?
Material that is improperly identified could result in misplaced material, lost time and/or production
disturbances.
Criteria:
1) F3
The organization shall have a process to correctly identify all material, including in-process material
and including direct marking when needed.
2) F3
The organization shall have a process to ensure part's labels are available at the appropriate time
and are applied correctly.
3) F3 The organization shall have a process to clearly identify all storage locations accurately.
4) F3
The organization shall have a process to assure the appropriate identification of all unusable or
damaged material (scrap, returns, rejections, etc).
5) F1 Bar codes are used to identify and trace material where appropriate.
5.2 Inventory
5.2.1
The organization has one integrated system encompassing both perpetual inventory and
associated financial functions (e.g., "one set of books").
Why? To ensure that inventory transactions and balances are accounted for properly.
Criteria:
1) F1
The organization has one integrated system encompassing both perpetual inventory and associated
financial functions.
5.2.2
There are systems in place that facilitate access to and management of all types of inventory -
finished goods, Works-in-Process (WIP), and raw material.
Why?
To properly support the planning process stock management systems must be in place to ensure
ready access to material.
Criteria:
1) F2
The organization has a process that facilitates management of all types of inventory, in-house and
off-site.
M-7 34
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
2) F1
The organization has visual controls in place to support inventory management (designated storage,
minimum and maximum levels).
3) F1
The storage environment is appropriately controlled for material on hand, ensuring that all parts
have sufficient protection.
4) F1 The organization has a process to safeguard easily damaged material and high theft material.
5) F1
Obsolete material is stored in designated areas and is reviewed at defined intervals for potential
rework, salvage and for claims purposes, and disposed of in a timely manner.
5.2.3 The organization has a process to optimize the material flow.
Why?
The primary objective of a lean manufacturing/material flow process is to efficiently and effectively
support the needs of the organization. As long as there is a need to move parts from one location to
another there will be the opportunity to eliminate waste in the material flow process.
Criteria:
1) F2 The organization's material flow is designed to support FIFO where applicable.
2) F1
The organization has a process to optimize the material flow for new and current parts and
production processes.
3) F1 The organization's material flow is designed to facilitate accurate tracking.
4) F1 The organization's material flow is designed to minimize handling and transportation costs.
5.2.4
The organization has a process that ensures that all material records are maintained and
accurate, and deviations investigated and corrected.
Why?
To ensure customer product availability and to minimize stock errors it is necessary to have a stock
control system. Efficient stock control procedures reduce the risk of obsolescence, stock balance
errors and the costs of administration and quality problems. A correct stock balance is a prerequisite
for reliable material supply to production.
Criteria:
1) F2
There is a process in place to ensure accurate stock balance of all inventory types (e.g., finished
goods, scrap) and that these stock balance figures are accurately updated in the organization's
systems in a timely manner.
M-7 35
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
2) F2
The organization has a process that ensures the structure of the Bill of Material (BOM) records are
maintained and are accurate. Any deviations are investigated and reflected accurately in perpetual
inventory records.
3) F1
Records are maintained, compared to schedule, and information supplied to all appropriate persons,
for evaluations of important material processes for the organization.
4) F1
The organization has a process to ensure physical inventory counts, when performed, are done
accurately and reported in inventory records. These inventory counts are performed with an
adequate frequency for every part, depending on volume value, waste percentage, etc.
5) F1
The organization has, and periodically evaluates, error reduction tools (e.g., visual controls, bar
coding, elimination of manual entry), for part storage, part movement and accurate inventory
records.
6) F1
The organization shall archive material records for the appropriate length of time (retention
requirements). These records must be retrievable and readable.
5.2.5
The organization has a process in place to coordinate "phased out" inventories (e.g., those
affected by engineering changes and programs that are being phased out) with both supplier
and customer.
Why? To manage risk and avoid obsolescence costs.
Criteria:
1) F2
The organization has a process in place to coordinate accurately "phased out" inventories with
suppliers.
2) F2
The organization has a process in place to coordinate accurately "phased out" inventories with
customers.
3) F2
The scheduling system automatically considers phased out items in order to schedule to the
customer's final release (e.g., piece vs. standard pack) to avoid over-run.
5.2.6 The organization has a process to continuously evaluate and optimize inventory buffers.
Why?
To ensure both customer satisfaction and cost efficiency, the levels of inventory should be carefully
considered for every part to ensure that stock levels can be kept at a low level without any risk to
deliveries to customers.
Criteria:
1) F1 The organization has a process to continually evaluate, and adjust if necessary, inventory buffers.
M-7 36
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
2) F1
The evaluation process considers all factors influencing the need for inventory buffers, (e.g.,
demand variability, process capabilities, internal transport and warehousing situation, customer
safety stock requirements, different industrial calendars, etc...).
5.2.7
The organization shall have a process to identify and route defective/obsolete material in a
timely manner. This process shall ensure that defective/obsolete material is segregated and
disposed of properly (e.g., reworked or scrapped).
Why? To ensure that any defective/obsolete parts are segregated from production material.
Criteria:
1) F3
The organization shall have a process that ensures defective/obsolete material is contained,
segregated, reworked or disposed of properly.
2) F1 Determinations and material movements are made in a timely manner.
5.3 Engineering Change Control
5.3.1
The organization shall manage engineering revision levels with documented procedures for
customer, supplier, and internal changes.
Why?
Parts changes can disrupt normal production flow and delivery to the customer if not properly
managed.
Criteria:
1) F3
A formal engineering change/sign-off review shall exist to ensure that all changes which affect the
materials planning and Logistics process are planned, performed and communicated in a
synchronized manner, (e.g., process sign-off sheet with Bill of Material (BOM) review, routing
changes, effective dates, notification to suppliers, scheduling, shipping).
2) F2
There is a formal review process for proposed engineering changes to evaluate the impact on
manufacturing operations, physical material flow and delivery.
3) F1
All affected parties are represented in the review (e.g., Materials, Engineering, Suppliers, Customer)
and the results are communicated to all affected parties.
4) F1
All affected personnel understand engineering change procedures internally, and at the supplier and
customer facilities. These procedures are reviewed on a regular basis for effectiveness and potential
process improvements.
5) F1
There is a process for ensuring that inbound material has adequate revision control, including labels
with revision level if applicable, and all material personnel understand the process.
M-7 37
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
5.3.2
The organization manages the life cycle of tools to ensure customer requirements at all
stages of production.
Why?
In order to support customer orders for service/spare parts, tools must be capable of producing past
model parts.
Criteria:
1) F2
There is a documented, implemented and periodically evaluated process, which tracks a tool's
lifecycle (e.g., current status, rework history, ownership, authorizations, BOM item link).
2) F1 There is a sub-process for evaluating tool disposition when related to past models or inactive parts.
3) F1 There is a sub-process, which tracks customer authorizations for reworking or disposing of tools.
5.3.3
The organization shall use a process to obtain written customer authorization for deviation
whenever the product or process is different from that currently approved through Product
Approval Process (PAP).
Why?
Both parties approve material produced during the initial PAP. Form, fit and function requirements
can be affected by changes to the product or process changes.
Criteria:
1) F3
There shall be a process in place to obtain documented authorization from the customer whenever
the product or process deviates from that, which was approved through PAP.
2) F1
There is a process in place to ensure that all appropriate material personnel are aware of the
expiration date for the deviation.
3) F1
Each time a deviation is requested, there is a clear plan to ensure eventual compliance with the
original or superseding specifications.
5.4 Traceability
5.4.1
Where regulation and/or the customer requires traceability, a system that supports lot and/or
serial traceability shall be in place.
Why?
When failures occur, it is vital to be able to contain the issue to protect the customer, establish the
cause and apply corrective measures in a timely manner.
Criteria:
M-7 38
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
1) F3
There shall be a process in place that supports government mandated traceability, including
reporting to the customer, for all affected parts (e.g., TREAD Act)
2) F2
There is a process for controlling partial lots, which are identified appropriately and accounted for
accurately, (e.g., separated from other products).
3) F1
There is a process in place to support lot and serial traceability for individual part/pallet/batches
throughout the process.
4) F1
The lot and serial traceability process supports historical tracking to the level required by regulation
or the customer.
M-7 39
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
6. SUPPLIER INTERFACE
Supplier
Selection
Materials Planning &
Logistics - Agreement/
Instruction
Communication
Packaging & Labeling
Material Receipt
Transportation
Supplier Assessment
M-7 40
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
6.1 Supplier Selection
6.1.1
Materials Planning and Logistics criteria is considered when selecting suppliers or other
business partners for new or existing products or services.
Why?
A strong supply chain requires well-functioning organizations not only in the first tier, but also in
every link of the chain. All important aspects, including quality, cost and delivery is necessary for a
well-functioning supply chain.
Criteria:
1) F2
The Global MMOG/LE should be used as part of the selection process of suppliers, sub-contractors,
logistic providers and the results should be communicated to all involved.
2) F2
The purchasing decision process includes participation from the Materials Planning and Logistics
function including the results from this evaluation document.
6.2 Materials Planning and Logistics Agreement/Instruction
6.2.1
Documented agreement/instruction shall exist with suppliers and sub-contractors/outside
processors regarding Materials Planning and Logistics.
Why?
To avoid misunderstandings and to make expectations and responsibilities clear among the parties
involved.
Criteria:
1) F3
Procedures shall exist where any deviations from the Materials Planning and Logistics instructions
are immediately investigated, communicated and rectified by the supplier.
2) F2
A regularly revised document exists for all suppliers, sub-contractors and logistic providers,
specifying the responsibilities and procedures of the relationship, agreed by all parties before the
first delivery.
3) F2
The agreement specifies communication procedures including language and contacts within all
functions.
4) F2
The agreement specifies capacity, flexibility demands and delivery conditions, (e.g., unit loads,
packaging, transportation, transportation costs, batch sizes and documentation).
6.3 Communication
6.3.1
A method of communication exists between suppliers, sub-contractors and logistic providers
covering day to day issues and emergency situations.
Why?
For the supply chain to remain uninterrupted at all times, it is important that empowered personnel
from key areas can be contacted at all times.
M-7 41
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
Criteria:
1) F2
A list of contacts, including back-ups, exists covering all logistics functions and availability of
contacts is guaranteed according to agreement.
2) F2
There is a procedure to ensure that the suppliers, sub-contractors, and logistics providers give
warning if there is a risk that requirements cannot be fulfilled; all significant changes are
communicated as soon as they are identified.
3) F2
Methods of communication, including contingency, have been agreed upon (e.g., phone call, e-mail,
etc).
4) F1 Information on inbound shipment is used to detect material shortages.
6.3.2 Procedures for data exchange shall be implemented with Suppliers and Logistics providers.
Why?
A fast, reliable, integrated, exact and standardized information flow is necessary to reduce lead
times both in the physical and the administrative flow.
Criteria:
1) F3
The organization shall have the capability to send and receive electronic communication in
accordance with customer requirements and relevant industry standards.
2) F3
Electronic communication shall be implemented, including sending and receiving capabilities with
all suppliers, sub-contractors and logistics providers. There is a timeline in place, (in accordance
with customer requirements), to establish electronic communications with suppliers, sub-contractors
and logistics providers that are not currently able to send and receive an electronic format.
3) F2
Electronic communication includes shipment notification messages, which are integrated in the
receiving system without human intervention.
4) F2
The quality of information transmitted and received is verified and corrective actions taken if
necessary.
5) F2
Transmission frequency and planning horizons are adequate for the commodity produced and
accounts for the lead times of purchased parts and material.
6.4 Packaging and Labeling
6.4.1 There is a documented procedure for packaging development.
M-7 42
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
Why?
Appropriate packaging and unit loads ensure transport handling and cost efficiency, quality, a better
environment and enables the respect of lead times.
Criteria:
1) F1
Design and development responsibility is agreed between partners; packaging design requirements
(e.g., standard packaging, pack size, back-up packaging) are documented in a detailed procedure
and communicated to the supplier before the start of production and covers the entire product life
cycle.
2) F1
Existing standards are used; returnable, reusable or recyclable containers are considered as a part
of environmental guidelines.
3) F1
Optimization of transport, variety of packaging, material receiving, and handling until point of use is
considered.
6.4.2 Packaging management and control is organized in an efficient way.
Why?
Appropriate packaging management ensures quality, cost efficiency, availability and delivery
performance.
Criteria:
1) F2
A documented control system exists for the procurement, allocation and monitoring of all packing
material (e.g., standard packaging & back-up packaging) and the responsibilities are clearly defined
between partners.
2) F2 There is a documented procedure to control the return of empty packaging in quality and quantity.
3) F1
Packing material is considered and optimized as a part of the total Materials Planning and Logistics
costs.
6.5 Transportation
6.5.1 Procedures exist regarding management and cost optimization of inbound transportation.
Why?
A transportation policy that focuses on cost-efficiency, timing, lead-time and environmental issues is
a key factor in ensuring reliable material supply.
Criteria:
1) F2
Transportation set-up is considered as part of the product development process, including
transportation specification, (e.g., lead time), optimization and environmental consideration together
with carriers and Lead Logistics providers.
M-7 43
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Global MMOG/LE
2) F2
Documented procedures for the follow-up of transportation issues relating to quality (damages), cost
(normal, premium freight and detention/demurrage costs), and delivery (ordering and on-time
performance) exists.
3) F2
The organization tracks and traces in-bound material from time of supplier shipment through to
receipt of material.
4) F1
Transportation function supplies the scheduling function with information on in-bound transportation
modes and associated transit times (e.g., lead-time, window times).
6.6 Material Receipt
6.6.1
Sufficient capacity and appropriate equipment in the material receiving function is ensured
and optimized.
Why? Without sufficient capacity and/or the right equipment, material receipt could become a bottleneck.
Criteria:
1) F2
A planning function exists to allocate resources to ensure adequate capacity (personnel, equipment,
maintenance and layout/space).
2) F1
All variables that affect the receiving activities are considered to balance the utilization of the docks
and space (e.g., scheduling, fixed time slots).
6.6.2
A process exists to verify labeling and documentation against Materials Planning and
Logistics requirements for procured parts.
Why?
Reliable material supply requires assurance that the parts and associated documentation delivered
meet the specified Materials Planning and Logistics requirements.
Criteria:
1) F2
The organization ensures shipping labels are accurate and comply with AIAG/Odette labeling
standards.
2) F1
The organization compares shipping documents with actual goods received to ensure accuracy and
compliance to organization's requirements/standards.
3) F1
A procedure exists for the correction and follow-up of any discrepancies in the receipt of material
(e.g., quality and quantity verification [including packaging]). The organization ensures that each
receiving transaction has a unique identifier to support problem resolution.
4) F1 When material is received by authorized third parties, all of the above criteria apply.
M-7 44
Replaces: Dated:
Global MMOG/LE
Global MMOG/LE
5) F1 The organization uses visual controls to assist the receiving process.
6.7 Supplier Assessment
6.7.1
Partners (suppliers, sub-contractors and logistics service providers) in the supply chain are
assessed regularly according to a defined procedure.
Why?
A strong supply chain requires well-functioning organizations not only in the first tier, but also in
every link of the chain. Follow-up of performance allows parties to focus on areas of importance to
achieve the Materials Planning and Logistics strategy and customer satisfaction.
Criteria:
1) F2
The Global MMOG/LE is used for evaluating all suppliers, sub-contractors, logistic providers on a
regular basis and communicated to all involved functions.
2) F2
The organization has a process to review supplier performance levels on a regular basis.
Summarized information about the suppliers' performance is provided to the purchasing function
and the supplier on a regular basis, according to industry standards where they exist.
M-7 45
Replaces: Dated:
Global MMOG/LE
1 Weight. 2 Weight. 3 Weight. 4 Weight. 5 Weight. 6 Weight. 7 Weight.
1 1.1.1 F2 F2 F2 F2 0 8
1.2.1 F2 F2 F2 0 6
1.2.2 F3 F3 F3 F2 F2 F2 F1 0 16
1.3.1 F2 F2 F2 F1 0 7
1.3.2 F2 F2 0 4
1.4.1 F1 F1 F1 0 3
1.4.2 F3 F2 F2 F2 F1 0 10
1.5.1 F1 F1 F1 0 3
1.5.2 F2 F2 F2 0 6
Chapter summary Total Chapter 1 0
MAX Score 63
% 0%
2 2.1.1 F1 F1 F1 F1 0 4
2.2.1 F2 F2 F1 F1 0 6
2.3.1 F2 F2 F1 0 5
2.3.2 F3 F3 F2 0 8
2.3.3 F1 0 1
2.4.1 F2 F1 0 3
2.4.2 F1 F1 0 2
2.4.3 F1 F1 F1 F1 0 4
2.4.4 F2 F1 F1 F1 0 5
2.4.5 F1 F1 F1 0 3
MAX Score 41
% 0%
3 3.1.1 F3 0 3
3.2.1 F3 F3 F3 F1 0 10
3.2.2 F1 F1 F1 0 3
3.2.3 F1 F1 0 2
3.2.4 F2 F1 F1 0 4
3.3.1 F3 F3 F1 F1 F1 0 9
3.3.2 F1 F1 F1 0 3
3.4.1 F3 0 3
3.4.2 F2 0 2
MAX Score 39
% 0%
4 4.1.1 F2 F2 F1 F1 F1 0 7
4.1.2 F3 F3 F1 0 7
4.1.3 F3 F3 F3 0 9
4.2.1 F3 F2 F2 F1 F1 0 9
4.2.2 F2 F2 F2 F2 F1 0 9
4.3.1 F2 F2 F2 0 6
4.3.2 F3 F3 F3 F3 0 12
4.3.3 F2 F2 F1 F1 0 6
4.4.1 F3 F2 F1 F1 F1 0 8
4.4.2 F1 F1 0 2
4.5.1 F2 F1 F1 0 4
MAX Score 79
% 0%
Global MMOG/LE
Global Materials Management Operations Guide / Logistics Evaluation results sheet
Chapter
Question
number
Result (Criteria score x Weighting of criteria)
Act.
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Not fulfilled 4 21 9
Chapter
Question
number
Result (Criteria score x Weighting of criteria) Act.
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Chapter
Question
number
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Chapter
Question
number
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
Chapter
Question Result (Criteria score x Weighting of criteria) Act. Max. S=self V=verified
M-7
Replaces:, Dated
Global MMOG/LE
5 5.1.1 F3 F3 F3 F3 F1 0 13
5.2.1 F1 0 1
5.2.2 F2 F1 F1 F1 F1 0 6
5.2.3 F2 F1 F1 F1 0 5
5.2.4 F2 F2 F1 F1 F1 F1 0 8
5.2.5 F2 F2 F2 0 6
5.2.6 F1 F1 0 2
5.2.7 F3 F1 0 4
5.3.1 F3 F2 F1 F1 F1 0 8
5.3.2 F2 F1 F1 0 4
5.3.3 F3 F1 F1 0 5
5.4.1 F3 F2 F1 F1 0 7
MAX Score 69
% 0%
6 6.1.1 F2 F2 0 4
6.2.1 F3 F2 F2 F2 0 9
6.3.1 F2 F2 F2 F1 0 7
6.3.2 F3 F3 F2 F2 F2 0 12
6.4.1 F1 F1 F1 0 3
6.4.2 F2 F2 F1 0 5
6.5.1 F2 F2 F2 F1 0 7
6.6.1 F2 F1 0 3
6.6.2 F2 F1 F1 F1 F1 0 6
6.7.1 F2 F2 0 4
MAX Score 60
% 0%
TOTAL score 0
Maximum Score 351 0
% 0% 206
206
Company name: ______________________________________________
Plant/Location : _______________________________________________
Name of self-assessor: __________________ Name of verified-assessor: __________________
Date: ____________________ Date: ____________________
Signature : _________________________ Signature : _________________________
Scoring : = Criteria fulfilled
= Criteria not fulfilled
Weighting : F1 = 1 (If requirements are not met, the organizations competitiveness will be adversely affected)
(If requirements are not met, customer satisfaction and the
organizations performance will be seriously affected)
(If requirements are not met, there is a high risk of interruption to customer operations
with additional costs to be incurred in the short term)
Chapter
number Score Score assessed assessed
F3 F2 F1
Fulfilled 0 0 0
Chapter
Question
number
Score
Max.
Score
S=self
assessed
V=verified
assessed
F3 F2 F1
Fulfilled 0 0 0
SUMMARY
F3 F2 F1 A, B or C
Fulfilled 0 0 0
96
X
C
F3 = 3
blank
F2 = 2
35 75
M-7
Replaces:, Dated
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Global MMOG/LE
Master Global MMOG LE
830
Planning Schedule with Release Capability Transaction Set - ASC X12 standard for
the Planning Schedule
856
Ship/Notice/Manifest Transaction Set - ASC X12 standard for the Advanced Ship
Notice (ASN)
862 Shipping Schedule Transaction Set - ASC X12 standard for the Ship Schedule
866
Production Sequence Transaction Set - ASC X12 standard for the In-sequence Ship
Schedule
Advanced Quality
Planning (AQP)
Systematic means to achieve product and process realization. Advanced Quality
Planning embodies the concepts of error prevention and continual improvement, and
is used on a multidisciplinary approach.
AIAG Automotive Industry Action Group - A trade association working to increase member
productivity through a cooperative effort of North American vehicle manufacturers and
their suppliers.
Advanced
Shipping Notice
(ASN)
An EDI transaction listing the contents of a shipment of goods as well as additional
information relating to the shipment including order information, product description,
physical characteristics, packaging type, marking, carrier information and configuration
of goods within the transportation equipment. The ASN complete the JIT cycle, and
when used in injunction with bar coded shipping labels it virtually eliminates manual
receiving functions by moving data accounting records for electronic payment reducing
the need for traditional invoicing procedures.
Assessment The evaluation of achievement against a specified requirement/standard
Balance out The final quantity required by a customer before the item is discontinued from
production.
Benchmarking The process of comparing current performance against the practices of other leading
Organizations for the purpose of improving performance. Companies also benchmark
internally by tracking and comparing current performance with past performance.
Definition
Bar Code / Bar
Code Symbology
The combination of symbol characters and features required by a particular
symbology, including quiet zones, start and stop characters, data characters, check
characters and other auxiliary patterns, which together form a complete scannable
entity.
Term
M-7
Replaces:, Dated
Global MMOG/LE
Bill of Lading A legal document generated by a shipper to consign a load to a carrier or transfer
responsibility to a carrier. A bill of lading includes information such as number of
cartons, weight, carrier, ship-to address, etc.
Bill of lading
(master)
A consolidated bill of lading, covering a number of individual bills of lading.
Bill of Material
(BOM)
A list of all material (components, materials etc) used in the assembly of a particular
item.
Bottleneck The point in a process that limits total output.
Buffer A quantity of materials used to protect against process variability.
Calibration A set of operations that establish, under specific conditions the relationship between
values indicated by a measuring system or values represented by a material measure
of reference material and the corresponding values of a quantity realized by a
reference standard.
Capacity The highest number of units that can be consistently produced in a given period of
time. Generally expressed in time increments of both straight time and maximum
sustainable overtime levels.
Changeover (or
setup)
The amount of time taken to change a process over from the last part of a production
run to the first good repeatable part of the next production run.
Commodity A category of similar products (e.g., electronics, metals ).
Competence The ability to demonstrate the application of knowledge and skills.
A receptacle, expandable or flexible,B44 covering for shipping goods. Example is a
carton, case, box, bucket, drum, bin, bottle, bundle, or bag, that an item is packed and
shipped in.
A strategic objective in order to enhance the Organization's performance to benefit
interested parties. There are two fundamental ways to conduct continuous
improvement.
1. Breakthrough projects which either lead to revision and improvement of existing
processes or the implementation of new processes, usually carried out by a cross
functional team outside routine operations.
Box, bag, package or pallet.
Container
Continuous
Improvement
M-7
Replaces:, Dated
Global MMOG/LE
2. People in the organization are the best source of ideas for small step or ongoing
process improvements and often participate in work groups. Small step ongoing
process improvement activities should be controlled in order to understand their effect.
The people in the organization who are involved should be provided with the authority,
technical support and necessary resources for the change associated with
improvement.
Conveyance Equipment used to move parts and or containers (sea containers, semi trailers and rail
car).
Cum Based
System
A system that uses the cumulative quantity received and cumulative quantity shipped
to calculate net quantities required and past due quantities.
Cum Start Date The date that the customer specifies he will begin counting. Used in a cum-based
system.
Cumulative
Quantities (CUMS)
An running total as a count of parts shipped or received in a series or sequence of
shipments.
Customer Party to which goods and or services are supplied.
Customer
Scheduling
The functional area of an organization that interacts with the customer to support
customer material requirements by coordinating production, shipping, etc., of end
items to the customer.
Cycle Counting A method of auditing inventory accuracy by counting only specified parts/material on a
predetermined schedule
Deficiencies Anything that inhibits the attainment of Customer demand.
Delivery Order
Reference or
Number
A number used for tracking an order (represents a quantity ordered and a delivery or
ship date).
DELJIT Message UN/EDIFACT standard for the Delivery Just-in-Time material release.
Demand Variability Fluctuations in demand from one release to another for the same period
Demurrage 1. Detention of a ship, freight car, or other cargo conveyance during loading or
unloading beyond the scheduled time of departure. 2. Compensation paid for such
detention.
Customer
Requirements
The delivery timeframe and quantity of products that the customer needs to support its
operation.
DELFOR Message UN/EDFACT standard for the delivery forecast with release capabilities.
M-7
Replaces:, Dated
Global MMOG/LE
Direct Marking An additive or deductive process to establish traceability.
EDIFACT EDI for Administration, Commerce, and Transport. EDIFACT is the current acronym
for international standards developed by the United Nations
Electronic
Communication
Conducting business electronically via traditional EDI technologies or online by the
internet.
Electronic Data
Interchange (EDI)
The computer-to-computer exchange of formatted data between trading partners in a
standard format and syntax, e.g., ANSI, ASCX12 or UN/EDIFACT.
Enterprise
Resource Planning
(ERP)
A class of software for planning enterprise-wide the resources needed to take
customer orders, ship them, account for them and replenish all needed goods
according to customer orders and forecasts. Often includes electronic commerce with
suppliers.
Finished Goods /
Parts Inventory
Produced items, ready for transfer to the customer
First in First Out
(FIFO)
Inventory management process ensuring that the first received is the first used.
Individual Training
Plan
Employee training plans targeted to achieve specific levels of performance for specific
tasks.
Internal Customer The next process, operation or function within an organization.
Internal Supplier The previous process, operation or function within an organization.
Inventory Material, supplies and/or finished goods held for future use or sale. Inventory buffers
the production process against the uncertainty of demand, the variability of the
process, and the cycle time of the process.
Inventory
Transactions
Inventory transactions document the quantitative change in inventory due to a
business event or transaction (e.g., supplier receipt). In addition to the inventory
impact of the event (i.e., the actual receipt quantity of a part), inventory transactions
also record contextual information about the event. In the case of a supplier receipt,
contextual information could include the supplier, date/time of the receipt, part lot
number, etc.
Kanban A pull replenishment system used at a stock point in which a supply batch is ordered
based upon a usage of a previous batch.
DESADV
MESSAGE
UN/EDIFACT standard for the Advanced Ship Notice (ASN) - (Dispatch Advice).
Packaging material that protects the product during transit. Dunnage
M-7
Replaces:, Dated
Global MMOG/LE
Key Performance
Indicator (KPI)
A performance measure (metric) used by the organization to determine its current
performance and identify improvement targets.
KPIs should follow the SMART principle, ie:
Strategic
Measurable
Achievable
Realistic
Timely.
Launch The pre-production process leading up to full production of a new program/product
Lead Logistics
Provider (LLP)
A logistics operator contracted to manage material flow between supplier and
customer. Also referred to as 3
rd
Party Logistics Provider.
1. The time interval between the conception or designing of a product and its actual
production.
2. The time interval between the placing of an order and the delivery of the product or
service
Logistics The process of planning, implementing and controlling the efficient, effective flow and
storage of goods, services and related information from point of origin to point of
consumption for the purpose of conforming to customer requirements.
Logistics Costs The total cost involved in the complete logistics operations.
Lot A quantity of homogeneous material either manufactured or received.
Master Production
Schedule
An aggregation of independent material requirements used as input to the Material
Requirements Planning process.
Material Goods used during the production process, such as components, raw materials and
ancillary materials.
Material Flow
Diagram
A graphic representation of a material flow process.
Lead Time
The amount of material that the customer is authorizing a supplier to either purchase
(RAW) or produce (FAB). If the customer should cancel this order, the customer will
pay the supplier for any material that the customer authorized. It is important for the
balance-out process to track the highest value of RAW and FAB authorizations
Material
Requirements
Planning (MRP)
A time phased replenishment system to support production and/or manufacturing
processes. It is generally identified with material/inventory control processes.
Material
Authorization
M-7
Replaces:, Dated
Global MMOG/LE
Mode Defines the actual type of transportation, ie Road, Rail, Air, Sea.
Materials Planning
and Logistics
The process of planning implementing and controlling the efficient, effective flow and
storage of goods, services and related information from point of origin to point of
consumption for the purpose of conforming to customer requirements.
MRO Maintenance, Repair, and Operating Supplies Purchased items not included into the
finished product.
Non Value Added Any work carried out, which is necessary under current conditions but does not
increase product value e.g., inspection, part movement, tool changing, maintenance,
organizations should aim to minimize non-value added activities.
Something sought, or aimed for related to the organizations policy.
Obsolescence Out-of-date material designated for disposal, obsolete material should be controlled in
a similar manner to nonconforming product, (e.g. Corrective and Preventive Action
taken).
ODETTE Non-profit organization run by automotive people for automotive people. Its main
members are six European national organizations who represent their local
manufacturers and suppliers (Czech Republic, France, Germany, Spain, Sweden and
the U.K.)
OEM Original Equipment Manufacturer
Organization A group of people and facilities with an arrangement of responsibilities, authorities and
relationships (e.g., corporation, company, firm, institution or association.)
Partial Lot The amount left over from a production run that is insufficient to fill a container or
package to the customers required ship quantity.
Performance to
schedule
A performance measurement, which represents the percentage of on-time deliveries to
the customer.
Perpetual
Inventory
1. The inventory as represented in computer records, used to reconcile against
physical inventory. 2. A structured approach to taking a physical inventory and then
reconciling to computer records, followed where necessary by corrective action. The
accuracy of the data is used as a performance metric.
Pilot Program A Program to build saleable vehicles on line with samples of approved parts.
Plant A manufacturing location
Point of use The physical point at which the part is consumed (e.g., assembly).
Objective
A method of verifying inventory record balances by physically counting all inventory on
hand.
Physical Inventory
M-7
Replaces:, Dated
Global MMOG/LE
Pre Production Manufacture or assembly using production parts and processes prior to continuous
scheduled output.
Premium Freight Charges incurred in addition to contracted delivery, often monitored as an indicator of
potential supply problems and supplier efficiency.
Problem Solving A disciplined process for analyzing problems to determine and eliminate root causes.
An activity or set of activities that use resources to transform inputs into outputs.
Inputs are: People, Equipment, Materials, Environment and Methods.
Outputs of a product or service can be measured in terms of Quality, Cost and
Delivery.
A specified way to carry out an activity or a process.
Where the wording documented or written procedure is required this could be a
written procedure, flowchart, work instruction or standard operation.
Production The physical process where value added activity takes place.
Product
Realization
The process of design for both product and process as defined within ISO/TS16949:
2002.
Quality Management System Requirements
ISO/TS16949: 2002, in conjunction with ISO9001: 2000 defines the quality
management system requirements for the design and development, production and
when relevant, installation and service of automotive related products.
ISO/TS16949: 2002 represents the new global quality management requirements for
the automotive sector and replaces QS9000, VDA6.1, AVSQ and EAQF as automotive
requirements.
Policy The term is used to describe long- and medium-range management orientations as
well as annual goals or targets. Another aspect of policy is that it is composed of both
goals and measures, that is, both ends and means. Goals are usually quantitative
figures established by top management, such as sales, profit, and market share
targets. Measures, on the other hand, are the specific action programs to achieve
these goals. A goal that is not expressed in terms of such specific measures is merely
a slogan. It is imperative that top management determine both the goals and the
measures and then deploy them throughout the organization.
Production Part A part, assembly, or component that will be assembled into a product.
Procedure
Process
Product Approval
Process (PAP)
Generic requirements for production part approval for all production and service
commodities, including bulk materials. It applies equally whether parts are produced
internally or externally by outside suppliers.
Pull System Method of ordering where a fixed stock is held for every item and orders are issued for
the immediate replacement of any items that are removed from stock.
Quality
Management
System
Requirements
M-7
Replaces:, Dated
Global MMOG/LE
Quality Operating
System (QOS)
QOS is a systematic, disciplined approach that uses standardized tools and methods
to manage a business and achieve ever-increasing levels of customer satisfaction
Receipt
Authorization
Number (RAN)
A unique number, which represents a firm order quantity of an item for a particular
delivery date. This number is used to receive material and to track this receipt through
the accounts payable process.
Receiving
Discrepancies
Variance between documented receipts and physical receipts.
Record Integrity The state in which records match actual occurrence.
Relief Cover Alternative labor used to cover an operation during absence (e.g. holiday cover).
Returns Any material that is returned to the supplier, Could be due to quality issues, over-
shipments, foreign stock, etc.
RFID Radio Frequency Identification - Systems that read and or write data to RF tags that
are present in a radio frequency field projected from RF reading / writing equipment.
Routings Information detailing the method of manufacturing of a particular item. It includes (at a
minimum) the operations to be performed, the work centers involved and the
standards for setup and run time. In some companies, the routing also includes
information on tooling, operator skill levels, inspection operations and testing
requirements
Salvage Disposition for material (i.e., rework, reused or recycled).
Schedule A document initially provided by the customer defining their requirements in terms of
product number, delivery quantity and date. This is often translated using an internal
scheduling system to create an internal schedule / manufacturing plan.
Self Assessment A method by which a facility or organization compares actual methods/performance to
an ideal.
Serial A unique identifier assigned to an entity for tracking purposes.
Release An order of material against a blanket purchase order. A release tells the supplier
what, when, how much, and whom to ship it to. Some common EDI documents used
for releasing are the X12 830, the EDIFACT DELFOR, and the X12 862.
Returnable
Container
Shipping container of any material designed to be used for more than one shipment.
Root Cause The true cause(s) of a problem, not just its superficial symptoms. Identifying and
correcting root cause ensures permanent corrective action will be effective.
Scrap Rate A predictable percentage of raw materials rejected from use in a manufactured
product.
M-7
Replaces:, Dated
Global MMOG/LE
Service The activity carried out by a supplier for a customer in which no transfer of ownership
of goods takes place. For example: giving advice, performing inspections,
transportation of goods, etc..
Parts used for the repair or maintenance of an assembled product ,
Also known as: repair parts, spare parts.
1. The control ID number assigned to an ASN transaction.
2. A number used by Customs to identify, in a single number, the shipment crossing
the border.
Storage Location The interim location where material is kept in inventory between the receiving dock
and point of use.
Strategy The method by which Organizations plan to achieve business objectives.
Supply Chain A succession of organizations, starting from OEM, involved in the production of a
product (e.g. all the organizations supplying parts in a steering column assembly)
Supplier
Scheduling
A process to provide suppliers with timed customer material requirements information.
System Work elements working together or connected in some way, forming a whole. It has an
orderly and methodical plan of proceeding; a combination of input, process, output
Third Party A service provider that interfaces between the supplier and customer to modify the
packaging and/or provide a value added process to the product.
Throughput Time The elapsed time from when material starts being used in a process until the product
is finished, either through a plant or through a production network.
Tier The level of supplier (organization) in relationship to the OEM/VM final assembly plant.
Tier 1 Supplier / organization that supplies parts directly to the OEM/VM final assembly plant.
Tier n A supplier to the tier 1, either directly or indirectly
Traceability A precise degree of documented history regarding the life of an entity such as a lot of
material, including activities performed and components used.
Transit Time The elapsed time from shipping dock to receiving dock.
Service parts
Shipment
Identification
Number (SID)
Supplier Party which provides goods and/or services to one or more customers.
M-7
Replaces:, Dated
Global MMOG/LE
Value Added Any work that changes the nature, shape or characteristics of the product in line with
Customer Requirements. Organizations should look to maximize their value added
activities.
The use of (signs, colors, symbols, lights) that is readily apparent and can be easily
understood. This information can be used to identify, instruct or indicate that normal or
abnormal conditions exist and that action may be required.
Good visual management needs no interpretation and provokes a reaction.
Waste All unnecessary work
Waste of
Overproduction
Producing more than the customer requirement, i.e. in bigger batches or ahead of
schedule. Overproduction is regarded as the biggest waste because it potentially leads
to all other types of waste.
Waste of Inventory Excess raw material, work in progress or finished goods (more than is required in the
process flow) Inventory waste is a direct result of overproduction.
Waste of
Transportation
Unnecessary moving or handling of parts. e.g. handling equipment moving empty or
part loaded.
Waste of Process Unnecessary or complicated processes.
Waste of Idle Time Operator or machine inactivity during the process cycle.
Waste of Operator
Motion
Any unnecessary or excessive walking, bending, turning or reaching.
Waste or Overload When any resource (machine or worker) is used beyond its intended capacity or its
intended capacity or its planned capacity. It can lead to the production of defective
parts or taking of short cuts.
A Five-step technique used to stabilise, maintain and improve the safest best work
environment.
Vendor Managed
Inventory
The practice of customers making suppliers responsible for determining order size and
timing, usually based on receipt of inventory data. Its goal is to increase inventory
turns and reduce stock outs.
Vision The target for the Organization, e.g. what/where you want the Organization to be.
Work place
Organization
Visual
Management
Waste of Bad
Quality
Scrap or rework.
Work in Process
(WIP)
Any product on which value added activity has taken place but the product is not yet in
its finished form.
M-7
Replaces:, Dated
Global MMOG/LE
The technique aims at separating the essential from non-essential and the location of
specific locations for all essential items within the work area, using signs, colours, lines
and symbols (see also visual management).
(5C/5S)
M-7
Replaces:, Dated
Global MMOG/LE
MAINTENANCE REQUEST
Name of Submitter: Date:
Company:
Company Address:
Phone: Fax: E-mail:
CHANGE REQUEST (Use additional sheets if necessary)
Page Number of Change:
Document Currently Reads:
Recommended Changes/Should Read:
Recommended Additions:
Reason for Change:
Signature of Submitter:
Submit this Change Request to:
Automotive Industry Action Group (AIAG)
26200 Lahser Road, Suite 200
Southfield, MI 48034
Telephone: (248) 358-3570
Fax: (248) 358-3253
http://www.aiag.org
M-7
Issue:v1: Release 2 Dated 12/04
Replaces:, Dated

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