DOC TYPE DOC NUMBER EFFECTIVE DATE REVISION

Form QF006 12.Apr.2016 008

DEPARTMENT TITLE
Pall International Sàrl SUPPLIER QUESTIONNAIRE

Reference 1.

Area Seq MEASURE SCORE

1 2 3 4
Delivery & Supply a.1 How does the company Fax / mail Telephone / Email Combination of 2 & 4 EDI / intranet based interface
Chain currently receive customer
orders?
Delivery & Supply a.2 How long does it take for >3 days 1-3 days 1 day < 1 hour
Chain customer orders to be
processed?
Delivery & Supply a.3 How are new customer orders New customer orders are not actively planned. No Monthly review of production plans. Manually driven Weekly production planning reviews. MPS process in place Daily production planning review. MPS process in place to
Chain scheduled into the production mechanism for reporting back to the customer on process for production scheduling. Customer receives to review customer demand against build plans. Some review customer demand against build plans. Business
plans progress. status updates on request evidence of statistical tools and control charts to identify uses history and forecast information to determine build
where future demand > capacity. Customer receives plans. Use of statistical tools to analyse demand and
status updates weekly. variation. Formal acceptance process & confirmation back
to customer. Customer receives regular order status
reports
Delivery & Supply a.4 How does the company Telephone / fax - on request by customer. No regular Telephone / fax - proactive. Occasional reviews with key Electronic updates - spreadsheets / emails. Company holds EDI / intranet based status reporting. Customers can log in
Chain provide feedback to its meetings with key customers, communication is ad hoc suppliers, usually when there is a delivery / quality regular reviews with key suppliers. and track status of open orders. Company holds regular
customers? problem. reviews with key suppliers.
Delivery & Supply a.5 What is the average >8 weeks. No evidence that the company is actively 4 to 8 weeks. Awareness of need to reduce lead-times, 1 to 4 weeks. Spot kaizen events addressing set up times. <1 week. Evidence of considerable improvement activity
Chain manufacturing lead-time? attempting to reduce lead-times. however no co-ordinated activities to achieve this. Awareness of need to reduce lead-times. to reduce lead-times over time. Company has eliminated
waste through co-ordinated lean events. Lead-times are
measured and controlled.
Delivery & Supply a.6 OTIF delivery performance to Not measured, therefore no process to relate Delivery performance is measured ad hoc / quarterly. Delivery performance is measured at least monthly, Delivery performance is measured weekly. Current
Chain customer request date improvements to delivery performance. Customer Current levels are <70% OTIF. No evidence of an preferably weekly. Current performance is 70-90% OTIF. performance is 90% plus OTIF. Company has good
requirements not defined & communicated within the improvement plan in place to address shortfall in Company has good understanding of customer understanding of customer requirements and there is
company. performance. No visual displays in place. requirements and there is evidence of improvement evidence of a detailed improvement plan in place. Root
actions in place. Visual measures are in place for the whole cause analysis undertaken for all delivery failures, owned
site and manufacturing cells / modules. by the module. Visual measures are in place for the whole
site and manufacturing cells / modules.
Delivery & Supply a.7 Delivery performance to Not measured, therefore no process to relate Delivery performance is measured ad hoc / quarterly. Delivery performance is measured at least monthly, Delivery performance is measured weekly. Current
Chain confirmed promise date improvements to delivery performance. Customer Current levels are <95% OTIF. No evidence of an preferably weekly. Current performance is 95%-98% OTIF. performance is 98% plus OTIF. Evidence of a detailed
requirements not defined & communicated within the improvement plan in place to address shortfall in Evidence of improvement actions in place. Visual improvement plan in place. Root cause analysis
company. performance. Customers are not informed when deliveries measures are in place for the whole site and undertaken for all delivery failures, owned by the module.
are missed, revised promise dates are not issued. No manufacturing cells / modules. Customers receive revised Visual measures are in place for the whole site and
visual displays in place promise dates when deliveries are missed. manufacturing cells / modules. Customers are contacted
before delivery is missed with recovery plan and revised
promise dates.
Delivery & Supply a.8 Measurement of delivery Not measured, therefore no process to relate Delivery accuracy measured but no corrective actions put Delivery accuracy measured and corrective actions put in Delivery accuracy measured, no incidents of failures in last
Chain accuracy improvements to delivery accuracy. in place if failures occur. place if failures occur. Final conformance checks in place 12 months.

Delivery & Supply a.9 Customer arrears value & Not measured, therefore no process to relate Customer arrears are measured ad hoc / quarterly. No Customer arrears are measured monthly by value & order Customer arrears are measured weekly by value and order
Chain performance improvements to delivery performance. Customer evidence of a plan in place to reschedule and clear lines. Overdue items are rescheduled into production lines. Arrears are profiled by age and rescheduled into
requirements not defined & communicated within the backlog. No visual displays in place. plans. Information fed back to the customer. Visual production plans. RCA carried out on arrears and
company. displays are in place for the whole site and manufacturing corrective actions are put in place for future prevention.
cells / modules. Information fed back to the customer routinely and
progress updates are issued.

Delivery & Supply a.10 Current arrears age profile e.g. All customer orders ≤ 20 days All customer orders ≤ 15 days All customer orders ≤ 10 days All customer orders ≤ 5 days
Chain 1 day late, 7 days late etc

Delivery & Supply a.11 How is customer Frequent customer complaints, production of Documentation is produced (system generated). However, Combination of 2 & 4 Systems in place to record customer documentation
Chain documentation produced & documentation is a manual process no systems in place to record requirements / no checks at requirements & checks at final conformance to ensure
controlled? final conformance. documentation is correct. Customer complaints - very low

Delivery & Supply a.12 How are materials receipted Visually, the goods-in & stores areas are disorganised.
Chain into the facility? Difficult to identify locations. Material sat around for days
before booked into the facility. Processing of paperwork &
transactions is very labour intensive. Material is moved
around & handled many times before it is issued. Material
is delivered from suppliers on an ad hoc basis, no ability to
plan daily workload.
Good-in and stores areas have visual controls in place and Good-in and stores areas have visual controls in place and Material deliveries occur daily, many direct to point of use.
inventory is labelled. Receipt of material takes <24 hours. inventory is labelled. Receipt of material takes <4 hours Majority of product is controlled through kanbans
Evidence of kanbans in place on low value, consumable through use of bar-coding. Kanbans in place for a wide systems. Direct Line Feed provider in place for consumable
parts. Transaction volumes constrain father improvement. range of materials, some are supplier replenished. items. Transactions minimal, bar-coding used extensively.
Materials are delivered either weekly or monthly, and GI Materials located close to point of use. Materials are Turnover to material through the business is very high.
know the delivery schedule for major suppliers. delivered weekly to a published schedule.

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