ThyssenKrupp Presta

Process Readiness Audit

Audit number: Production site: Product: Drawing number: Audit date: Supplier / Department: Process / Machine: Material number: Customer: Participants: Auditor:

1. Obligation for Documentation

Is an Obligation for Documentation for this part applicable? If yes, is the Obligation for Documentation checked? Comment: yes yes no no

2. Evaluation of the items

Chapter: A.1 Preparation A.2 Documentation B.1 Production process - General B.2 Incoming goods B.3 Production B.4 Packaging / Transport / Handling C.1 Capacity analysis / OEE D.1 Requirements for Products with critical characteristics: Process Readiness AuditOverall Evaluation Classification n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Comments/discrepancy:

Re-Audit necessary scheduled:

Necessary Actions/Responsibility/Schedules have to be listed on the Action Plan Comments:: Place/Date/Signature: Place/Date/Signature:

Auditee

TK- Presta Group

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Process Readiness Audit

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

A.1 Preparation At the time of the Process Readiness Audit, the following support documentation should be available for review:
According to customer requirement? (e.g. Customer, Presta etc.) Comments:

A.1.1. Which TKT-Presta Audits have been done at this supplier and are there any unclosed points? A.1.2. ISIR/PPAP-package including: a) Process flow diagram b) Pre-launch, and Production Control Plan c) DFMEA d) PFMEA e) IMDS f) Drawings/LB signed g) Purchasing Orders A.1.3. Work instructions/Inspection instructions A.1.4. Project plan/ Milestone/ APQP A.1.5. Sub-contractor control/capacity data (Run & Rate at the subsupplier) A.1.6. Sub-contractor material schedules and transportation A.1.7. Packaging/labelling plan A.1.8. Ramp up - Plan/ Delivery plan A.1.9. DVP / Prototyps closed A.1.10. Customer specifications available (QSA, specifications, standards, TV's and customer specific requirements ) A.1.11. Others:

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A.2. DOCUMENTATION
Question: A.2.1 Are emergency plans for the machines and the used tools available? ( Spare parts concepts, maintenance contracts, software backups etc.) A.2.2 Are downtime for preventive maintenance measures planned? A.2.3 Is it certain that the subcontractor is able to meet the quality and capacity requirements? ( Is there an evidence like process readiness audits or similar processes available?) A.2.4 Are potential failure modes, as indicated in the P-FMEA, considered by the serial control plan? A.2.5 Is the requalification carried out according to the requalification plan and archived accordingly? ( Results of mass production parts ) A.2.6 Is a safe launch plan agreed and was the plan used according to the specifications? A.2.7 Are the requirements according to the specified standards met by the supplier? (standards, TV's and customerspecific demands, etc.) A.2.8 Others: Rating: Comments:

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Process Readiness Audit

B.1. PRODUCTION PROCESS - GENERAL (from incoming to outgoing)
Question: Rating: B.1.1 Ensure serial control plan and action plan of the suppliers, the parts quality? (inspection points, intervals, amount, test equipment) B.1.2 Are work instructions / visual control / process documentation /setup instrutions for the operating staff present at each workstation an immediately available and are the concerned persons trained? (qualification / skill matrix / ask questions to staff in the production!)? B.1.3 Is damage and contamination of the goods during the internal transport, loading and unloading, handling excluded? (Also transport to external service providers / sub-contractor!) B.1.4 Is loading and unloading of the goods in accordance with ergonomic principles? B.1.5 Are the workplaces in the entire production area adequate? (etc. tidiness and cleanliness, safety, 5S programs?) B.1.6 Are all failures, which occurres in the production ( pre-series /series ), considered in the FMEA / control plan and are they rated adequately? B.1.7 Others: Comments:

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Process Readiness Audit

B.2 INCOMING GOODS
Question: B.2.1 Is monitoring equipment and measurements in place to block the material until release / approval? B.2.2 Are all components / pre-materials sampled and released? Rating: Comments:

B.2.3 Is the storage of raw materials / semifinished products / purchased parts and components safe from damages and mixture impossible? (e.g. expiration date, humidity, contamination) B.2.4 Shows the control plan for the incoming area the actual process in this area? B.2.5 Checks are done at productions parts in the incoming area and is there a statistical monitoring in place? B.2.6. Others:

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Process Readiness Audit

B.3. PRODUCTION
Question: Rating: B.3.1 Is the product at the production site produced with serial tools, measurements, - processes, -materials, environment, - process setting and serial operators? B.3.2 Does the actual process flow match to the process flow diagram, as in the ISIR / PPAP documented? (Note the investment plan and the plant layout. Follow the manufacturing process using the flowchart. Are <K> and <H> characteristics marked?) B.3.3 Are the appropriate limit samples, reference parts and setting master (inspection of measuring and testing equipment) available on the appropriate work places? B.3.4 Are the limit samples part of the ThyssenKrupp Presta tested and/or released (if necessary) and marked accordingly (label, color, etc.)? B.3.5 Are maintenance plans are in place? B.3.6 Are the maintenance plans completely fulfilled and the employees are trained on this plans? (set up mans, operator, and service employees etc.) B.3.7 Are spare parts for repair and maintenance available? Comments:

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Process Readiness Audit

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

B.3.9 Shows the serial control plan the actual process? B.3.10 Are checks done on production parts? B.3.11 Is there also a statistical monitoring conducted?(e.g. X-R control charts, action control limits) B.3.12 Do the parts and the process parameters which were produced with serial devices and -production tools, during the process readiness audit, the customer's requirements for consistent quality, as specified in ISIR / PPAP? B.3.13 Are deviations from serial inspection plan identified and are the captured in a corrective action plan? B.3.14 If rework is necessary, is this approved by the customer in written form and is there a customer approved work instruction also avaialble? (ATF created and approved?) B.3.15 Are the PTC's (pass-through characteristics)checked according to the "list of the important characteristics" according to Presta requirements?

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Process Readiness Audit

Question: B.3.16 Is the correct handling of scrap / rejects and incorrect parts controlled and secured? B.3.17 Are the production tools marked according to the customer requirements? B.3.18 Is it ensured that the storage of tools is free of damage, free of dirt and free of rust? B.3.19 Others: Rating: Comments:

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Process Readiness Audit

B.4 PACKAGING / TRANSPORT / HANDLING (internal / Outgoing / external processes)
Question: Rating: B.4.1 Is through the method of the supplier during packing in the process and the final packaging for shipment ensured that processes error (package error) and the mixture of parts being prevented? B.4.2 Is the traceability ensured? (Checks based on a finished part from the prepackaging .. ...) B.4.3 Is the agreed packaging and labeling requested by the customer? (comparison of approved package data sheet with the current packaging) B.4.4 Corresponds the storage and packaging concept to the customer requirements (inventories, records of the identification test, FIFO, cleanliness and contamination, material certificates ..) B.4.5 Others: Comments:

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Process Readiness Audit

C.1 RESULTS OF PRODUCTION CAPACITY
Question: C.1.1 Corresponds the net production volume of the individual processes steps of the stated capacity? Note: The total amount of the produced parts, rejected parts and reworked parts must be documented on the capacity assessment sheet. Comments: Rating: Comments:

SHARED VI. Production bottleneck

Comments:

% over DPV:

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Process Readiness Audit

D.1 Demand matrix for parts with critical characteristics (<K> - characteristics)
D.1.1 Requirement Matrix Product: Description: ZG-Number: availalble: Checked on: Attributes

a) Machine Identification b) Drawings & Bill of Materials c) Norms (legal or by customer) d) Process Flow Diagram e) Design-FMEA f) Process-FMEA g) Poka Yoke (100% Inline Inspection) h) Control Plan i) Gage Control j) Inspection Specifications (Mech./Chemical Inspections) k) Inspection Report l) Material certifikate on each delievery? m) Process Capability (cpk) available and conform? n) Set up Plans available? o) Assembly Work Instructions p) Packaging Work Instructions actually? q) Rework Instructions r) Calibration s) Internal Production Approval t) Measured Value Checking (actual value) u) Archiving (15 Years) v) Signed Training Evidence (Product Liability) w) Skillmatrix x) Traceability assured? y) Preventive Maintenance

Degree of fulfilment %

0%

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Process Readiness Audit

D.1.2 Checked characteristics / only for <K> and <H> characteristics (optional <NA>): Characteristic Specified Value/Tolerance Actual-Value Cm/Cmk - Value Comment (Control method codes acc. CD-

Comments:

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

Potential improvements

Root cause and description of the weakness

Actions to eleminate the root cause

Responsibility

Support

Date

Status in %:

Risk evaluation

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Effectivness

Comments

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Process readiness audit

I. Key Information:
A) Product
Site Location Vendor Code Date of Study Part Name Part Number

B) Customer Production
X Cust. Demand / Week (without Service Parts) Y Number of days customer/supplier works/week Z Customer Demand per Day (DPV) Service Parts Annual Volume -

C)

Capacity Revision Record (e.g. Run at Rate)

II. Capacity Planning

Operating pattern for the specific part
Process description Dedicated or Shared process (by shared process, show only operating pattern for the specific part) Shifts/day Total hours/shift Personal breaks: lunch, breaks (minutes/shift) Planned Maintenance (minutes/shift) Days/week Net available time (production hours/week) [A*(B-(C/60))*D] Tool / Variant / Consumable Tools changeover (minutes) Changeovers per shift Inspections of facilities per shift (minutes) Breakdowns per shift (unscheduled downtime) (minutes) Total projected downtime/week (hours) Equipment Availability [(E-J)/E] Projected percent of parts scrapped and reworked For linked processes, please see note in training material Projected Quality Rate (%) Required Cycle time needed to cover exact customer demand (sec/part) [E*3600*K/ X*L] M Planned ideal cycle time (taken with watch) Planned production capacity / week Planned production capacity / day (sec/part) For multiple cavities in one tool, see note in training material

Process 1 Turning

Process 2 drill

Process 3 bore

Process 4 washing

Process 5 assembly

Process 6 assembly II

Process 7 assembly III

A. B. C D E

0.00

0.00

0.00

0.00

0.00

0.00

0.00

Projected Downtime
F G H I J K

[(FxG+H)/60xAxD]

0.00 -

0.00 -

0.00 -

0.00 -

0.00 -

0.00 -

0.00 -

Projected Quality Rate (%)

L -

Planned Cycle time / Capacity

-

[(E-J)*3600/M*L] [(E-J)*3600/M*L/D]

III. Production Run (tick the appropiate box)

Duration data of production run
N O1 O2 P Total duration of production run (min) Total planned downtime (lunch, breaks, maint.) (min)

Run-at-Rate (Phase 0)

Capacity Verification (Phase 3)

Other

e.g. Trial Run

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

Reasons for breakdown

Part quantity data of production run

Q R S T Total parts run Total rejected parts Total parts reworked, retested or repaired off line Total good parts (first time through only- do not include parts that were rejected, re-processed or reworked)

Reasons for rejected parts

Process total actual cycle time (sec/part)

[(N-O1-O2-P) x 60 / Q]

IV. Capacity Calculation

V W Z AA Weekly Parts Available for Shipment [E*3600 / ((N-O)*60/T)] Daily Parts Available for Shipment [V/Y] DPV Percent above/below DPV [W/Z] -

V. Overall Equipment Effectiveness

Equipment Availability Performance Efficiency Quality Rate OEE DEDICATED SHARED
[(N-O1-O2-P)/(N-O1)] [(M*Q)/(N-O1)] [T/Q]

Percent above/below DPV Actual daily parts acailable customer DPV

VI. Manufacturing Bottleneck Process # % above DPV: 0.00%

1 1 1 1 1 1 0 0 0 0 0

DPV comparison

0 0.00% Process 1

0 0.00% Process 2

0 0.00% Process 3

0 0.00% Process 4

0 0.00% Process 5

0 0.00% Process 6

0 0.00% Process 7

VII. SUPPLIER OPERATION MANAGEMENT APPROVAL

Title Phone Number Fax Number

FOR CUSTOMER USE ONLY

STA Review Results:(Phase 0) Run-at-Rate Capacity Verification (Phase 3)

Customer Name Approved Supplier Name Rejected Date Customer Signature Date

Supplier Authorized Signature

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General Information - Capacity Analysis Report

Capacity Verification The Capacity Analysis Report consists of two elements, Capacity Planning (verification of production readiness) and Performance of Capacity Verification. The Capacity Anaysis Report is though divided into 7 areas for ease of use. Each area has a heading at the top of the box. The headings are: Key Information - Product / Customer Production / Capacity Revision Record Capacity Planning Production Run Capacity Calculation Original Equipment Effectiveness (OEE) Manufacturing Bottleneck Supplier Operation Management Approval Data input The Capacity Analysis Report worksheet has been divided into a number of easy to identify information boxes. Each box has a main heading to allow easy recognition. Within each box the user is required to input a variety of data forms. This manual will explain how to complete each section in turn. Input & Calculation Cells: Data can only be input into the workbook in the cells on each sheet that require data. This ensures that the headings, or other information cannot be accidentally erased or modified. These cells (input cells) are clearly identified as white in colour and with a solid outline around the box. Cells that are grey in colour are calculation cells. The user cannot enter data into these cells. They calculate values according to specific formula using data entered into the input cells.

KEY INFORMATION - Product & Production Information / Capacity Revision Record

I. Key Information
A) Product
Supplier Site Location Vendor Code Date of Study Part Name Part Number
X Y Z

B) Customer Production
Cust Demand / Week (excl service parts) Number of days customer works per week Customer Demand per Day (DPV) Service Parts Annual Volume 5000 5 1000

C) Capacity Analysis Report - Revision Record

Capacity Date Description Original submission

DEDICATED Product Information The first Step in completing the Capacity Analysis Report is to enter details of the part being analysed. These Cells hold the basic information on the supplier and the part analysed within the worksheet. Production Information Before the Capacity verification can take place, the Program Volume must be verified. This information will be available through the Request for Quote and the Purchase Order or other official information from the Launch teams. Please note that the RFQ may include 10% uplift for Service parts. Input Cell: Customer Demand per Week. Note: Weekly volumes in RFQ include a 10% uplift for service parts. Input Cell: Number of days customer / supplier works per week, this is per default 5, but could be changed to address complex supplier shift patterns e.g. 4 day full work, 5th day 5 hours. Please note that the supplier should work always in or above Tact with the PTO / VO plant. Input Cell: Service Parts: Please enter the number of service parts required for this component. This is for information only. The daily volume should be calculated without 10% uplift factor. Capacity Analysis Report - Revision Record Record any changes of this document in this fields for follow up. If a ramp up period to full production capacity is required, where the line will achieve full capacity over a number of stages, then this area will be where these changes are recorded. The proven capacity is entered together with the date. Any revisions to the capacity of the machine must be tracked using this box.

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

II. Capacity Planning

Operating pattern for the specific part
Process description Dedicated or Shared process (by shared process, show also only operating pattern for the specific part) Shifts/day Total hours/shift Personal breaks: lunch, breaks (minutes/shift) Planned Maintenance (minutes/shift) Days/week Net available time (production hours / week) [A*(B-(C/60))*D] Process 1 Turning 1 3.00 8.00 30.00 15.00 2.00 43.50

SHARED
Process 2 drill 1 3.00 8.00 30.00 30.00 5.00 112.50 Process 3 bore 1 3.00 8.00 30.00 30.00 5.00 112.50 Process 4 washing 6 1.00 3.00 0.00 30.00 5.00 15.00 Process 5 assembly 6 3.00 8.00 30.00 30.00 5.00 112.50 Process 6 assembly II 1 3.00 8.00 30.00 30.00 5.00 112.50 Process 7 assembly III 1 3.00 8.00 25.00 0.00 5.00 113.75

A. B. C D E

A cut of the Operating pattern is shown above with an example of a data input for a process with five operations. The Operating pattern gives the opportunity to give each operation a different operation pattern. The operating pattern input should mirror the true dedicated manufacturing time for each operation, e.g. by shared machines. Input Cells: Process Description: Enter a brief Description of a process (e.g. final assembly, or inspection) Input Cells: Dedicated or Shared Process: Identify from a drop-down box, the process type dedicated / shared. Dedicated Machines A dedicated machine is one, which is solely used for the part being analysed in this worksheet. For example, a test station may be a dedicated machine. A machine, which is used by this part, and one or two others, with a short changeover time can also be categorized as a "dedicated" machine. An example is a manually operated projection nut welder. A shared facility is one which has many different parts manufactured on the facility, and a more significant tool changeover time. It would be usual for such a machine to manufacture parts in a batch production mode. Examples of a shared facility are: stamping press injection moulding machine heat treatment facility The operating pattern should only show the real production time to the part in question. In addition to identifying the process as "shared" in the Capacity Analysis Report, a Shared Capacity Analysis of the "shared" facility should be calculated, identifying all Ford parts, Non-Ford parts volume and other production hours produced on the manufacturing line, determining if the capacity or time available is oversold. (See also attached excel sheet for Shared production lines) Input Cells: Shifts per day: - indicate the number of shifts in which each process operates per day. Input Cells: Gross hours per shift total number of hours for each shift. Input Cells: Personal Breaks If the machine stops during personal breaks enter the length of time over one shift that the machine will not be operating. If the machine operates during personal breaks then enter "0". Input Cells: Planned Maintenance this is the length of time that is planned for the machine to be down during a shift for a maintenance. Input Cells: Days per Week indicate the number of days in which each process operates per week. Example: Supplier's working 4 days 3 shifts each and on Friday only 1 shift should just enter: 4 working days plus 0,333 working day = 4,333 days / week

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Projected Downtime
F G H I J K Tool / Variant changeover (minutes) Changeovers per shift Inspections per shift (minutes) Breakdowns per shift (unscheduled downtime) (minutes) Total projected downtime/week (hours)
[(FxG+H)/60xAxD]

0.00 0.00 0.00 10.00 1.00 98%

0.00 0.00 0.00 20.00 5.00 96%

0.00 0.00 0.00 10.00 2.50 98%

20.00 0.33 0.00 0.00 0.55 96%

15.00 0.33 0.00 10.00 3.74 97%

0.00 0.00 0.00 10.00 2.50 98%

20.00 1.00 0.00 50.00 17.50 85%

Equipment Availability

[(E-J)/E]

Input Cells: Tool / Modul changover Enter the changeover time for tool changes or module changes for the part in question. Changeover time is defined as the total time from last off previous part to checked first off new part. Input Cells: Changeovers per shift Enter the frequency of tool / module change per shift. Input Cells: Inpections per shift - Enter the time required for inpections or adjustments during a shift Input Cells: Downtime Enter all other projected / planned downtime during a shift. Calculation Cell: The Equipment Availability is calculated automatically by using previous data. Equipment Availability = (Total Planned Production Time Breakdown) / Total Planned Production Time Projected Quality Rate (%)
Projected percent of parts scrapped and reworked L Projected Quality Rate (%) 0.00% 100.00% 1.00% 99.00% 1.00% 99.00% 0.00% 100.00% 2.00% 98.00% 0.00% 100.00% 1.00% 99.00%

Input Cells: Projected Scrap Rate Enter the values for this machines losses. Note: This sheet does not address scrap rate loss of linked processes. To evalute output of linked processes the scrap rate must be multiplied with the scrap rate of the previous process. Planned Cycle time / Capacity
Ideal Cycle time needed to cover exact customer demand (sec/part) [E*3600 * K / X *L] M Planned cycle time
(sec/part) [(E-J)*3600/M*L] [(E-J)*3600/M*L/D]

30.60 31.00 4935 2468

76.63 70.00 5473 1095

78.41 70.00 5601 1120

10.40 8.50 6120 1224

76.74 70.00 5482 1096

79.20 73.00 5425 1085

68.61 90.00 3812 762

Planned production capacity / week Planned production capacity / day

Input Cells: Tool / Modul changover Enter the changeover time for tool changes or module changes for the part in question. Changeover time is defined as the total time from last off previous part to checked first off new part. Input Cells: Changeovers per shift Enter the frequency of tool / module change per shift. Input Cells: Inpections per shift - Enter the time required for inpections or adjustments during a shift Input Cells: Downtime Enter all other projected / planned downtime during a shift. Calculation Cell: The Equipment Availability is calculated automatically by using previous data. Equipment Availability = (Total Planned Production Time Breakdown) / Total Planned Production Time

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

III. Production Run

Sample production run data / actual cycle time
N O1 O2 P Duration of production run (min) Total Planned downtime (lunch, breaks, maint.) (changeovers, set-ups, inspection) (min) (min)

Run-at-Rate (Phase 0)
480.00 45.00 10.00 10.00 480.00 20.00 10.00 0.00 480.00 20.00 10.00 10.00

Cap acit Verification (Phase

480.00 20.00 10.00 30.00

Other
480.00 20.00 10.00 30.00 240.00 20.00 0.00 0.00 480.00 15.00 10.00 70.00

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

Reason for breakdown

Q R S T

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

859 25

362 7 5

360 5

2550 0

335 10

170 0

350 12 0

834

350

355

2550

325

170

338

Reason for rejected parts

Process actual cycle time (sec/part)

[(N-O1-O2-P) x 60 / Q]

28.99

74.59

73.33

9.88

75.22

77.65

66.00

Input Cells: Duration of production run Please enter the amount of time that is used for the production run. If the production run covers one shift of 8 hours, the total minutes run would therefore by 480 minutes (8*60min). Input Cells: Total planned downtime (lunch, breaks, maint.) Please list all real downtimes during production run which have previously been planned according to the capacity planning - opperating pattern, i.e. lunch, breaks, maintanence. Input Cells: The Planned downtime (changeovers, inspections) - Please list all real downtimes during production run which have previously been planned according to the capacity planning - projected downtime, i.e. changovers, inpsections and adjustments. These downtimes will be subtracted from the Duration of production run in the Actual Cycle Time calculation. Input Cells: Total unplanned downtime - List all unplanned downtime, i.e. breakdowns or other unsceduled adjustments or setups. The time of the breakdowns will not be subtracted from the duration of production run. Input Cells: Total parts run, the Total rejected parts and Total parts reworked from production run need to be listed. Calculation Cell: Total good parts - Only the total good parts will be used for the Actual Cycle time calculation. Please list in detail the Reasons for breakdown and Reasons for rejected parts. Calculation Cell: Process actual cycle time The Worksheet will automatically calculate the cycle time based on minutes run of production run and total parts produced. This will give the Procuction Run actual cycle time. For validation, compare the Actual process cycle time with the Planned ideal cycle time from the Capacity Planning. This cycle time used for the Capacity Analysis includes though only the good parts produced and excludes the unplanned breakdown time. This higher cycle time gives the realistic available capacity.

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

IV. Capacity Calculation

V W Z AA Weekly Parts Available for Shipment [E*3600 / ((N-O)*60/T)] Daily Parts Available for Shipment [V/Y] DPV Percent above/below DPV [W/Z] 5122 1024 1000 2.43% 5250 1050 1000 5.00% 5325 1065 1000 6.50% 5100 1020 1000 2.00% 4875 975 1000 -2.50% 5216 1043 1000 4.32% 5070 1014 1000 1.40%

OVERALL EQUIPMENT EFFECTIVENESS

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

V. Overall Equipment Effectiveness (OEE)

Equipment Availability Performance Efficiency Quality Rate OEE
[(N-O1-O2-P)/(N-O1)] [(M*Q)/(N-O1)] [T/Q]

95% 107% 97% 99.06%

98% 94% 97% 88.77%

96% 95% 99% 90.04%

91% 86% 100% 78.53%

91% 93% 97% 82.43%

100% 94% 100% 94.02%

83% 136% 97% 109.03%

SHARED

DPV comparison

Percent above/below DPV

Actual daily parts available

customer DPV

VI. Manufacturing Bottleneck

1200

Process 5

1000 800

2.43%

5.00%

6.50%

2.00%

4.32%

1.40%

% above DPV: -2.50%

600 1024 400 200 0 Process 1 -200 Process 2 Process 3 Process 4 1050 1065 1020 975 1043 1014

-2.50%
Process 5 Process 6 Process 7

SUPPLIER OPERATION MANAGEMENT APPROVAL

VII. Supplier Operation Management Approval

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

FS-01057-EN, Version: 4

Autor: Jochen Koschemann / ZQR

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