2021-06-01 - Day 1 - MPD Training Module A Management - Part 2 - en

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Manufacturing
System training (version _ v01 01/02/2022)
S U P 0 4 - 0 1 - 0 0 4 , A PPE N D IX 3 – 3 0 /0 5 /2 0 1 9
1
Module A - Day 1 - Part 2
DAY 1 : MANAGEMENT
Process Owner Operational Champion

Manufacturing Performance Director PGM under EVPO responsibility
SUP04-01-004 Appendix 3 of 30/05/2019 2

The information contained in this document is covered by an obligation of confidentiality, national copyright laws and international conventions applicable to such matters
Agenda - DAY 1 - Management
Reference Item Timing Attendees Content Exercises
Introduction INTRODUCTION 8h00 - 9h00 ALL Introduction No
CLI03-01 - Production 9h00 - 9h30 ALL Procedure explanation No
CLI03-02 - Supply Chain Management 9h30 - 10h00 ALL Procedure explanation No
Part 1
BREAK 10h00 - 10h15 ALL - -
CLI03-03 - Manufacturing Operational Control 10h15 - 10h45 ALL Procedure explanation No
AMS
CLI03-05 - Maintenance Management 10h45 - 11h15 ALL Procedure explanation No
Procedures
CLI03-06 - QSE² Operational Control 11h15 - 11h45 ALL Procedure explanation No
CLI03-01-001 - Manufacturing Performance Measurement 11h45 - 12h30 ALL MPD indicators review Examples
LUNCH 12h30 - 13h30 ALL - -
CLI03-01-002 - Layered Process Audits 13h30 - 14h15 ALL OI explanation Examples
Part 2
CLI03-01-004 - Firewall 14h15 - 14h45 ALL OI explanation Appendices review
BREAK 14h45 - 15h00 ALL - -
CLI03-01
Production CLI03-01-006 - Plant closure and restart after significant shutdown
15h00 - 15h15 ALL OI explanation Appendices review
period
Operating CLI03-01-007 - Direct Labour Productivity 15h15 - 15h45 ALL OI explanation Appendices review
Instructions
CLI03-01-003 - 5S 15h45 - 16h45 ALL Methodology explanation 5S game
SUMMARY - SKILLS EVALUATION 16h45 - 17h45 ALL MQC No
TRAINING SATISFACTION 17h45 - 18h00 ALL HR questionnaire No
DEBRIEFING (round table) 18h00 - 18h30 ALL Discussions No
SUP04-01-004 Appendix 3 of 30/05/2019 3

CLI03-01-002 - Layered Process
Audits
T R A IN IN G D O C U MEN T
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CLI03-01-002 - Layered Process Audits
Purpose
The purpose of this operating instruction is to define the requirements for performing
hierarchical evaluations of standards application within the Group.
This is a customers requirement.
Scope
All manufacturing plants of the Group.
LPA tool intention:
Identification of gaps with standards at workplaces (production, offices, …) in order to
fix quickly the problems.
Customer Specific Requirements (CSR) must be taken into account (areas /
processes audited, frequency of audits, qualification of auditors, ...).
LPA are based on the respect of standards and not on parts.
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Layered Process Audit (LPA): management tool used to verify that the work is done
according to established standards and to identify opportunities for continuous
improvement. There are 3 types of audit :
 Process Control Audits (PCA), Error Proofing Device (EPD) and Mistake
Proofing Device (MPD) audits are included in PCA audits,
 Safety / Environment / Energy (SE²) audits,
 Industrial Plastic Granules audits.
They consist in regular verifications by all the Management in order to:
Process Control Audits
 ensure conformity of product, processes and the safety of goods and people,
 ensure compliance with the pre-established provisions (standards, instructions,
rules, parameters, controls, …),
 Check that anti-error systems are working properly,
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 ensure the maintenance of a level of order, cleanliness and adequate safety,
 ensure the conformity of the records,
 ensure that maintenance operations are carried out,
 confirm the qualification of the workers,
 qualify a workstation when small modifications are made,
 Allow the gaps identification on a defective workstation in order to implement an
action plan and validate the action plan.
SE² LPA :
 check implementation and efficiency of HSE² instructions,
 ensure the respect of actions planned for operational control of environment and
energy,
 ensure the Security of all the employees.
The purpose of the IPG LPA audits is to carry out internal controls of the procedures
defined in CLI03-06-010 Industrial Plastic Granules. They are mandatory in France
only so far.
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LPA Questions
 A LPA audit should not take more than 40 minutes with the preparation.
 A question has to include: WHAT to check, HOW (compliance criteria), WHY
(reason for this question) and the REACTION PLAN. The questions should be
concise and specific.
 The questions included in appendices are the minimum requirements but each
plant can add some regarding local requirements in the key points section B),
 Answers should clearly be YES/OK or NO/NOK always indicating a non
conformity,
 Questions should check points that have a direct impact on the quality of the
product (focus on the sources of process variation).
 The key points questions should be reviewed periodically (at least once a year)
to ensure they still focus on current issues.
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Auditors
 All the levels of Production management (PGM, APUM and Shift Supervisors)
must perform LPA audits.
 QSE² Mgrs, HSE² Engineers and QEs must perform LPA audits.
 Everyone, regardless of his department and hierarchical level, can perform LPA
audits. Managers identify in their teams the potential auditors.
 Auditors are spread in 3 hierarchical levels (layers):
 Level 1: Process Engineers, Technicians, Shift Supervisors, Lead Operators,
Line Conductors, Operators, Maintenance group leaders, warehouse
men, Quality technicians, HSE² Engineer, ...,
 Level 2: Managers, (for the SE² LPA, the HSE² Engineers are considered as
Level 2),
 Level 3: PGM.
SUP04-01-004 Appendix 3 of 30/05/2019 9
Training of auditors
Trainers: QSE² Mgr, HSE² Engineer or validated QE.
Auditors must be trained beforehand on the following points :
 the overview of the LPA process,
 the added value of the LPA process,
 the use of the audit questionnaires (check lists in appendices 2, 3 and 4),
 understanding and correct interpretation of the audit criteria,
 additionally, auditors verifying Mistake Proofing Device (MPD) and Error Proofing
Device (EPD) should be trained AT THE WORKSTATIONS,
 audit technique,
 report and results, explain the metrics,
 communicate Managers before, during and after audits,
 Treatment of discrepancies.
Training evidences (training program and signed attendance sheet) must be kept by QSE²
Department.
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Validation of auditors
Only validated auditors can be reported in the "Auditors" tab of Appendix 1.
Non QSE² department Auditors: Validation is given jointly by the candidate auditor's Department
Manager and the QSE² Mgr or a validated QE or the HSE² Animator if he is validated. The validation
rules are as follows :
1. Theoretical training on auditing standards done.
2. 1 audit in copiloting considered satisfactory by the QSE² representative and by the auditor
Department Manager.
3. The validation is confirmed by a registration in the "Auditors" tab of appendix 1.
4. Validations are maintained if the auditors have completed at least 1 audit in the calendar year.
QSE² Department LPA Auditors: Validation rules are defined in MAN02-03-001 : Internal (QSE²)
Auditor Assessment.
We need auditors with different knowledge and angles of view to get the best benefit of LPA.
Most of level 1 auditors don’t know all the material to understand all the questions. This not a
problem as long as they bring their expertise on some points to detect weak points that other
people would not see (tick NAD “Not AuDited” for not audited questions).
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Frequency of audits
 All manufacturing processes (extrusion, injection, …) must be audited at least
once per week.
 All Production shifts must be audited every day (minimum 1 audit per APU and
per shift).
 The table above gives the general rule for frequencies of the LPA audits.
These frequencies must be adapted according to risks and resources.
 For non Production staff, frequencies can be adapted according to availability
Level 1
LPA Level 2 Level 3
Production staff Other employees
Process Control Audits 1 / Shift / UAP 1 / Day 1 / Week 1 / Month
SE² 1 / Week 1 /Month
Industrial Plastic Granules: : mandatory for

1 audit must be done at least every 6 months
France, optional for other countries.
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Scheduling of audits (appendix 1)
 Every Manager has to establish monthly a LPA audit schedule for his area (appendix 1
Planning and follow-up and appendix 6 Mapping template).
 All the audits must be consolidated in a plant common audit planning.
 Consult the Specific Customer Requirements to adapt the planning,
 Planning must take into account the internal and external performance as well as the
criticality of the workstations.
 For infrequently or irregularly produced materials, parts or assemblies, the plant shall
evaluate and document the applicability of LPAs for each material, part or assembly
under consideration based upon the production schedule and the risk for all customers.
 LPAs must be made on all production shifts.
 Audits schedules must be validated by the QSE² Manager in order to validate the risks
considered in the preparation of the monthly schedule.
 After validation, the QSE² Manager communicates the planning to all Managers and
auditors.
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Where to audit ?
 all working zones (workstations or lines or assembly areas, …) covering all the
operations of realization of the product (Incoming, Storage, Production,
Shipping, ….),
 the non-manufacturing areas that can represent a risk to the persons, the
products or the environment,
 areas critical to the performance or functioning of the organization.
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What to audit? Mandatory as a minimum:
 the areas with SE² accidents or incidents,
 the processes with customer complaints,
 the processes with a high scrap rate,
 the processes with high downtime,
 the zones or processes with legal or regulatory standards,
 the Maintenance,
 the outside of the buildings,
 the laboratories,
 the tooling workshops,
 the hazardous material storage areas,
 the sorting and rework areas,
 the water treatment systems (when applicable),
 the warehouses,
 France: Industrial Plastic Granules control (France).
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What / When to audit? But you should consider also:
 customer complaints and alerts history,
 process stability,
 first-time through capability,
 scrap levels,
 high RPN values,
 operator influence sensitivity at the workstation,
 error-proofing systems and errors detection systems,
 internal audits results,
 Special Characteristics and associated process capability levels,
 gages and checking fixtures,
 following a Security event (accident, almost accident, prevention reminders, ...),
 following an event related to the Environment or the Energy,
 following an event related to Quality (defect noted, repetitive defect in outgoing
quality, ...),
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 following an event related to ergonomics,
 following a change point (evolution of the standard),
 following frequent line stops,
 following a non respect of the standard,
 following a significant lapse of time without LPA at this position (> 3 months),
 interruption of workstations use exceeding 3 months,
 recycling date exceeded,
 difficulty keeping the cycle time,
 repetitive defects on the product,
 transgression of safety instructions,
 false maneuver resulting in deterioration,
 hierarchical decision (behavior, ...),
 plant-specific concerns field oriented,
 …
SUP04-01-004 Appendix 3 of 30/05/2019 17

PREPARATION
Mandatory Optional
Action plan audit n-1 Drawing of the product
QSE² department auditors Control Plan PSW file
should consider as well Work Instructions FMEA process
QSE² Risks Analysis Production targets (rate of production, rate of scraps, tools change over time, …)
Conservative measures
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OBSERVATION: A LPA always starts with an observation phase in number of cycles
or in time or with a Gemba walk.
Inform the employee that he/she will be observed. Put the employee at ease. Do not intervene even when there is a
discrepancy. Do not talk during the observation.
If the standard is not applicable as it is or is not up to date or irrelevant, evaluate the action taken by the operator with regard
to Safety, Quality, Environment, Energy and Ergonomic.
The picture in a standard is indicative (ex : left or right hand is not important if not specified in key points).
Leave latitude to the operator if no negative impact on Safety, Quality, Environment, Energy, Ergonomy or cycle time.
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OBSERVATION
Respect of standard: What to check in a Process Control Audit?
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OBSERVATION
Respect of standard: What to check in a Process Control Audit?
Potential Check Points
Preventive maintenance tasks Craftsmanship
Calibration of gages Operation movement
Workstation Technical parameters Proper product identification
Set-up procedures Sustainment of 5S workplace
Machine settings Error and mistake proofing NC testing
Process sheets and rules at workstation Inspection plan being followed
Knowledge and use of work instructions Knowledge of the workstation SCs
Presence and use of visual aids Use of manual assists
Measurement instructions Packing and stacking techniques
Visual inspections Placement of labels
Sample / Challenge parts retention Calibration of gages
SPC data capture and charting Torque monitoring
Real qualification of the operator by observation at the workstation Non conforming product management
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OBSERVATION - Key points to respect
KEY POINTS section must be used to identify the specific points to check at the
workstations.
This job should be done once for each workstation with the support of the Technical
Group and lead to one specific LPA questionnaire for each workstation.
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EPD: Error Proofing Device: should prevent the manufacture of a NOK product.
MPD: Mistake Proofing Device: should detect and stop the transfer of a NOK product.
1. Check : Off, disabled, fault, short-circuit, removed, wear, offset, misalignment,
2. Send a known non-conforming part through the system or device,
3. Send a known compliant part through the system or device,
4. Fill in the controls on a checklist or logbook.
Potentially Check Points for Error Proofing Systems
Check all EPD
Check all MPD that might fail or wear
Check all MPD that might become misaligned or mislocated
Check all MPD that might be switched off or disabled
Check all MPD that might be by-passed or removed
Check all MPD at least once per day (auto control)
Check all critical MPD at least once per shift
Send a known non-conforming part through the system or device
Send a known conforming part through the system or device
Document checks on a checklist or log
SUP04-01-004 Appendix 3 of 30/05/2019 23

OBSERVATION - Other gaps with standards
Section C) can be used if weak points are seen during the audit with no link with the
audited workplace (ex: fire exit obstructed, …). Those weaknesses will have to be
fixed anyway.
OBSERVATION - Points to highlight
This section should be used to congratulate the audited person if he/she works well.
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Ranking of questions Deviations detected during
 OK : the standard is respected. the audit must be corrected
 NOK : the standard is not respected immediately.
or partially respected. For educational purposes,
 UTD : the standard is not Up To Date. discuss with the operator to
try to identify the necessary
 TNF : the standard is Technically Not Feasible. protective actions and
 NA : the standard is Not Applicable. possible corrective actions.
 NAD : the standard is No AuDited.
A LPA audit assesses a worker checking if he applies correctly the standards.

Before ticking NOK, make sure it is not the fault of the worker.
A worker must NOT be penalized if it not his fault then choose another code for
ranking.
SUP04-01-004 Appendix 3 of 30/05/2019 25
Causes codes (appendix 7)
Code Description Code Description
5/5S Safety / 5S IDT Identification / Traceability
AEAF Access to Equipments Against Fire JSV Job setup validation
ASP Accidental Spill KP Key Points
CEC Control Equipments Check LOL Leak Of Liquid
CHP Chemical Products NCM Non Conforming Material
CHR Chronology PM1 Preventive Maintenance level 1
CYT Cycle time PPC Process Parameters Control
EAF Equipments Against Fire QRQCL QRQC Line
EE² Environment / Energy S/R S/R characteristics
EEQ Emergency EQuipments SOW Sorting Of Waste
ENL Energy Loss SPC Control cards
EPF Error Proofing Systems VMB Visual Management Board
ESR Escalation rules WIR Work Instructions Respect
The pareto of the causes must be reported in the monthly MPD report.
SUP04-01-004 Appendix 3 of 30/05/2019 26
QUESTIONING
Generally, operators are a bit afraid of audits. A face to face free discussion can help
them to tell auditors things they would not tell us on their own.
This is an opportunity to get good ideas from the people working all day long at this
place.
If the standard is not being respected, but the actual activity provides a better or safer
way to do the activity, it should not be noted as “NOK”, but as an opportunity to
improve the standard : note “UTD”.
SUP04-01-004 Appendix 3 of 30/05/2019 27

NON CONFORMITIES
Record the non conformities in the table.
DEBIEFING
It is important to debrief the audit with the worker to avoid any doubt about the result.
Highlight good points, weak points and tell him the provisional final ranking of the audit
(passed or failed).
This section must be used to formalize the non conformities. SUP04-01-004 Appendix 3 of 30/05/2019
28
Ranking of the audit
 On the basis of the observations, the auditor will score the audit using
appendices 2, 3 or 4.
 With a minimum rate of 90%, the audit is accepted (green) otherwise it is
refused (red).
 A manufacturing operator with a refused audit is automatically no longer
authorized for the work place he was audited (update the skill matrix). He will
have to regain his authorization through the standard authorization process of
the plant. In this case, if production must continue, containment measures must
be put in place.
 The auditor must inform the Shift Supervisor of the final result before leaving the
area, then he will inform the Manager of the area.
SUP04-01-004 Appendix 3 of 30/05/2019 29

Action plan
 When deviations are found during the audits, the area responsible has to apply
the defined reaction plan and must record the non conformity with the curative
and corrective actions in a plant global LPA action plan (CLI05-01-003 appendix
8).
 Each Department Manager has the responsibility to define and to follow the
global LPA action plan for his Department (curative and corrective actions).
 Gaps and actions should be analysed to eventually identify generic actions. If
preventive actions are decided, they must be tracked in the plant CIP or in the
APU/Plant QRQC.
 If the audit is refused, a follow-up audit must be planned within 3 months after
the initial audit. The scope of this audit is a full LPA audit with the same auditee
at the same work place.
SUP04-01-004 Appendix 3 of 30/05/2019 30

Results exploitation
Monthly: each Manager collects the results of his area and:
 analyzes the information and makes a synthesis looking for repetitive problems,
 Makes 5 WHY analysis and defines an action plan to address the recurrent
problems,
 calculates the metrics
 the % of audits carried out versus the schedule,
 the compliance rate (% of successful audits),
 the Production coverage : number of performed LPA audits per operator in
the manufacturing areas.
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Results exploitation
Quarterly: the PGM has to conduct a review with his Managers reviewing:
 LPA metrics,
 main or repetitive issues with associated 5 WHY and associated action plans,
 the progress of developed actions plans,
 a possible escalation of problems at the PGM level,
 some training process improvement proposals,
 the review of lessons learned,
 some decision of new actions (Progress Plan, QRQC, action plans, …),
 some decisions to modify the frequencies of audits and the content of audits.
A record of these meetings must be formalized and kept.

It is not required to archive the signed paper questionnaires.
SUP04-01-004 Appendix 3 of 30/05/2019 32
Good practices
SJU used appendices to create questionnaires dedicated to each workstation with the
Technical Group in order to focus on really critical points of the workstations in the
Key Points.
VIL created a risk approach analysis tool to identify critical workstations to audit.
Plan LPA in sectors other than his own on activities that could impact the
performance of his process (example: for Maintenance, check the successful
completion of level 1 and 2 maintenance in production).
WUH displays a visual board in the shop floor for LPA.
Plan level 2 and 3 LPA on areas with blocking points.
Use appendix 5 “Individual performance” to keep the
History of all LPA.
SUP04-01-004 Appendix 3 of 30/05/2019 33

Associated Appendices
CLI03-01-002 - Appendix 1 - Planning and follow-up

CLI03-01-002 - Appendix 2 - Process Control LPA questionnaire
"Copy" the AZ column of the audit questionnaires and "Paste Special Values“ it in the DATA tab of Appendix 5 of
the audited operator.
CLI03-01-002 - Appendix 4 - SE² LPA questionnaire
"Copy" the AZ column of the audit questionnaires and "Paste Special Values“ it in the DATA tab of Appendix 5 of
the audited operator.
CLI03-01-002 - Appendix 5 - Individual Performance
"Special Paste Values" AZ columns of audit questionnaires (appendices 2,3 and 4) in the DATA tab of Appendix 5
of the audited operator.
CLI03-01-002 - Appendix 6 - Mapping template
CLI03-01-002 - Appendix 7 - Causes codes
CLI03-01-002 - Appendix 8 - Industrial Plastic Granules LPA questionnaire
SUP04-01-004 Appendix 3 of 30/05/2019 34

CLI03-01-004 - Quality Firewall and
Additional Inspection
SUP04-01-004 Appendix 3 of 30/05/2019 35

CLI03-01-004 - Quality Firewall and Additional Inspection
Purpose
The purpose of this operating instruction is to define the rules to set up, operate and remove
a Quality securing device in order to :
 guarantee that the Quality of the delivered products to the customers is compliant with
the specifications during risky periods like ramp-up, modifications and risky transfers,
 validate the efficiency of the serial and/or pre serial control plan,
 give visibility to the Management on the performance of the manufacturing process and
the perspectives of convergence.
Scope
 All the manufacturing plants of the AKWEL Group.
 Bought components, subcontracted production process steps, production parts,
preproduction parts and spare parts can be concerned as soon as definitive tools are
used.
WARNING : check customer specific procedures (ex : GP12).
SUP04-01-004 Appendix 3 of 30/05/2019 36
Important
QUALITY FIREWALL: Temporary additional inspection of 100% of the products
 OFF LINE: in a dedicated area apart from the production line,
 Defined characteristics including the matching of the packaging content and the
labelling.
When an Securing Device has to be implemented, the Quality Firewall should be
favoured but sometimes, an Additional Inspection can be more adapted to the need
or sufficient. The decision for implementing a Quality Firewall or a Additional
Inspection is taken by the PGM and QSE² Manager. If a customer is involved, he
should agree.
ADDITIONAL INSPECTION: Temporary additional inspection of 100% of the
products
 ON LINE: generally at the end of the production process before packaging,
 Defined characteristics.
SUP04-01-004 Appendix 3 of 30/05/2019 37
Important
The Quality Firewall or the Additional Inspection does not replace, under no
circumstances, the final inspection or the self-inspection generally integrated
into the normal production flow chart.
ADVANTAGES / DISAVANTAGES Quality Firewall Additional Inspection
Verification of final packaging (quality, labelling,
++ --
content versus order, …)
Inspection performance ++ +
Reactivity towards production line + ++
Cost -- -
Empowerment of production line operators -- +
Amount of Packaging and flows management - +
Layout (m²) -- -
SUP04-01-004 Appendix 3 of 30/05/2019 38

Firewall Stop NOK parts
and take measures
SCRAP zone in process & final
REWORK control
NOK parts CUSTOMER

Manufacturing process FINAL CONTROL PACKAGING
OK parts PLANT
NOK Good parts
OK parts
parts FIREWALL
dedicated area
Additional control Stop NOK parts and take

immediate measures in
process & final control
SCRAP zone
REWORK
NOK parts CUSTOMER

Manufacturing process FINAL CONTROL ADDITIONAL CONTROL PACKAGING
OK parts PLANT
Good parts
SUP04-01-004 Appendix 3 of 30/05/2019 39

When is it necessary?
A Securing Device can be requested by a Customer, a QSE² Manager, an APU
Manager, a QE, a Technical Group Manager or a Project Manager in the following
cases:
 When the customer asks for drastic improvements (complaint, CSL, …),
 When Quality risks are identified:
 Transfer of production,
 Temporary process modification,
 AKWEL or suppliers Process not robust enough,
 Operator under training,
 After a rework operation (agreed with the customer),
 External supply at risk or new purchased component,
 Internal problems,
…
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When is it necessary?
 During ramp-up phase
 characteristics with high RPN (P-FMEA) after corrective action,
 special product characteristics (KPC, PQC, CTFE),
 according to the risk level:
 dimensions,
 functional characteristics,
 aspect (recurrent defects, specific defects),
 assembly,
 special characteristics,
 components presence.
 all critical points identified during the product / process development,
 the product characteristics which capabilities are not at the customer requirement level,
 the packaging (customer specifications),
 the conformity of the labelling of the packaging and its contents with regard to the expected,
 the traceability of parts in the production flow
 …
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Securing devices need a pilot
According to the cause requiring a Securing Device, the person who appoints the pilot can be:
 The PGM in case of serial life risks (internal or known at the customer),
 The Product Line Manager in case of start of production of a new product or quality problems
in serial life caused by the product or process design,
 The QSE² Manager in case of risks on externally provided supplies.
Note : If the Securing Device is subcontracted to an external supplier, the expectations of the operating instruction remain unchanged.
The pilot is a representative of the subcontractor but he must be overseen by an internal pilot named according to the above rules.
The Pilot is in charge of

 The implementation of the Securing Device,
 Make sure that the controllers are 100% dedicated to this activity and make them sensitive to
the economic impact of an Securing Device,
 If accepted by the customer, define and formalize clearly the rework process (immediate,
deferred, rework flow, …) and instructions,
 Define clearly who is authorized to scrap and/or rework parts (inspectors, QE, …),
 Make sure with the HSE² Engineer that the workstation is conform (safety and ergonomic),
 Watch and guarantee the smooth running of the Securing Device.
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Workstations Layout and flows
 Must allow FIFO.
 Must prevent inadvertently bypassed.
 The flow of control must cross the checkpoint.
 Must avoid damaging the parts.
 Ensure that it is not possible to mix parts (to be checked, checked and scraps).
 Intermediate buffer stocks must not exist.
 The workstation results must be entered into the system.
 Must ensure the traceability.
 Check Customer Specific requirements:
 RSA does not allow temporary workers for firewalls,
 PSA maximum number of criteria to be checked by 1 operator is limited to 5,
 …
 The APUM has to determine how many resources are needed to ensure that the daily
amount of verified parts complies with the customer needs.
SUP04-01-004 Appendix 3 of 30/05/2019 43
Firewall
 Must be localized in a zone physically separated from its manufacturing process.
 A Visual Management Board (schedule table) must be implemented.
Additional Control
 Sizing (number of control stations and operators) has to ensure the compatibility
between the standard inspection time and the line production rate (risk of parts
on the floor).
 Must be removable in a not disturbing way for the normal production flow.
 If the lay-out of the workstation requires to divert the normal flow of production,
locations of beginning and return of the parts must be identified and error
proofed to avoid the mixing of parts.
SUP04-01-004 Appendix 3 of 30/05/2019 44

Single inspection: products with potential non conformities NOT ON Safety or
Critical Characteristics (ex: CC for Ford (inverted delta), S or R for PSA) :
Non Conforming parts bin
NOK part
Parts to be OK
verified Suspect parts OK parts parts
Workstation
SUP04-01-004 Appendix 3 of 30/05/2019 45

Double inspection: product with potential non conformities ON Safety or Critical
Characteristics (ex: CC for Ford (inverted delta), S or R for PSA):
Non Conforming parts bin Non Conforming parts bin
NOK parts
NOK parts
Supposed good
Parts Suspect parts parts for second OK parts OK
to be inspection
verified Parts
Work Station One Workstation
piece flow
SUP04-01-004 Appendix 3 of 30/05/2019 46

Standardized inspection conditions and means
 "Airy" lay-out: handling of parts has not to be disturbed by the environment (machines,
operators…),
 Area of NOK or doubtful parts must be identified in red (box, racks, storage area, …).
 Red boxes must be emptied at the end of every shift.
 If required, the isostatism of the part must be studied.
 Lightning has to be adapted to the defects researched on the parts (see if customers
requirements), magnifying systems can be used (enlightening magnifying glasses, …).
 Control equipments must be verified and/or calibrated.
 The inspection workstations must be validated by the HSE² Engineer (safety and
ergonomics).
 Instructions are written by a PE and must be validated by the QSE² Manager or a QE.
 Never inspect more than 1 part at the same time.
 Quality Firewall : the inspection instructions have to contain a verification of the content
and the labelling of the packaging.
SUP04-01-004 Appendix 3 of 30/05/2019 47
Standardized inspection conditions and means
 Counting of bulked parts should be done with a manual impulse meter.
 The reaction modes must be formalized (for new or recurrent defects).
 Use of an updated list of defects to control: first list index A has to contain all the known
researched defects. Based on results, set-up list index B and so on. See appendix 3.
 The Shift Supervisors have to define the hourly target and set-up the Schedule table.
 Traceability:
 Date/shift + Operator identification + batch numbers + OK/NOK quantities + type of
defects and quantities,
 A double control = a double marking,
 Quality Firewall: every verified packaging has to contain the identification of the
inspector on its delivery label (optional for a Additional Inspection),
 Individual RED marking of the NC parts with the localization of the defect,
 Individual GREEN marking of the OK parts if the customer agrees.
 All the records at the workstation as well as the main communication documents must
be archived during the product life (lists of defects, synthesis, Pareto, action plans, …).
SUP04-01-004 Appendix 3 of 30/05/2019 48
Visual aids
 For instructions, use CLI02-01-018 appendix 1.
 Boundary samples should be available for the controllers.
 An Inspection Route has to be formalized: work instruction for product inspection
with control points and acceptance criteria. The inspection route describes the
path to go through on the product to check all the inspection items.
Example of
inspection
route
SUP04-01-004 Appendix 3 of 30/05/2019 49

Visual aids Example of inspection route
4 Air passage marking 6 Seal integrity
Hose length with 5-piece per Make a conformity

carton: 820 ± 10 white dot on each hose
1 2 3 4 5 6 7
1 Sprinkler Compliance 2 Seal presence and sprinkler integrity 3 Incorrect fit
SUP04-01-004 Appendix 3 of 30/05/2019 50

Firewall
workstation
1 part at a time Checking route
Authorized worker only
(1) (2)
Unidentified part is scraped
No rework at Firewall
(3)
(6)
Work
Defect library
instructions
+
(5) (4)
1 part at a time
1 Tally sheet
Scratches IIII
Start-up
validation
-
-
-
Missassembly II No part left
Valid until xx/yy Missing comp I Cleanliness
Does not work Worker trained
Wrong diameter Ssu approval
Upstream process Date xx/yy
Firewall
approval XX folder
ID
23
Gauges
ONE PIECE FLOW
be
To ked NOK K pa
rts
c O
che parts
To be checked Customer
SUP04-01-004 Appendix 3 of 30/05/2019 51
Training of inspectors
Only the trained, validated and identified on a polyvalence matrix inspectors are
authorized to work at Securing Device workstation (check Customers Specific
Requirements).
At least, the training has to cover the following points :
 “Quality Firewall and Additional Inspection” operating instruction and associated
appendixes,
 Inspection Route,
 Calibration of the inspectors on the expected quality level by the customer:
defects library and criteria of acceptance (perform tests with OK and NOK parts),
 Reaction modes when a defect, a new defect or a recurrent defect is detected,
 Traceability of controlled parts,
 Data recording.
SUP04-01-004 Appendix 3 of 30/05/2019 52
Training of inspectors: Calibration of the inspectors (poison cake test)
Preparation Test the operator + the tack time
1) Check the inspection instructions and the tack time,
2) Show and explain failure points with limit samples,
3) Test the understanding of the inspector,
4) Mix OK and NOK parts.
Check if the trainee can

- performs the inspection according to instructions,
- accurately detect unacceptable products,
- complete the operation within the takt time,
Another method can be used with Attribute R&R. - carefully inspects parts up to the takt time.
SUP04-01-004 Appendix 3 of 30/05/2019 53
Securing devices are submitted to start-up validation
The authorized inspectors must be identified in the APU skill matrix.
The start-up validation has to be done at the beginning of each shift by the PUT (can
be delegated to a Ssu, a Line Conductor, a Leader Operator or to an Operator if
he/she has been trained and that the proofs of training are available).
Quality Firewall: use appendix 2.
Additional Inspection: The start up validation is included in the manufacturing line
job set-up validation. As the case may be, some additional questions can be added to
the usual questionnaire.
Don’t forget to verify if there is an incomplete packaging to be ended first.

SUP04-01-004 Appendix 3 of 30/05/2019 54
Securing devices must be audited
• Set-up audit (see in appendix 1) must be performed by a qualified LPA auditor or
process auditor as long as a ROBUST rating is not achieved. Use action plan in
appendix 7 of CLI05-01-003.
SUP04-01-004 Appendix 3 of 30/05/2019 55

Securing devices must be audited
LPA audits: Securing Devices must be audited daily covering all production shifts.
The Pilot makes sure of the good realization of the audit program and of the adapted
processing for non-compliances.
Check points:
 Instructions, inspection route, samples of defects, … are available,
 Inspectors are trained and authorized on the workstation polyvalence matrix,
 The PPE defined for the workstation are respected,
 The ergonomic allows inspectors to work in effective conditions (layout, light, 5S, …),
 A record sheet is available with researched defects (defects list with index),
 Inspection results are displayed,
 NOK or suspect parts are identified,
 Flow and layout are respected,
 Every defect or type of defect is analyzed and has an action plan,
 The Schedule Table is in place and correctly fulfilled.
SUP04-01-004 Appendix 3 of 30/05/2019 56
Inspectors must be replaced every 2 hours
 A rotation must be organized (especially when there are some Special
Characteristics to control (SC, CC, CTF, …)).
 After 2 hours looking for specific defects, the inspectors attention decreases as
well as the control efficiency.
 If it is not possible to have fresh inspectors (at least 2 hours without inspecting),
the very minimum consists in making inspectors change of inspected reference.
 If it is impossible, organize breaks or rotations with production operators.
A Line QRQC must be placed in the Firewalls area
Incomplete packaging: If standard pack is incomplete at the end of the control run,
put a red label on it with all required information and store it in the dedicated area.
SUP04-01-004 Appendix 3 of 30/05/2019 57

Complete packaging: They must be labelled per work instruction and released to finish
product warehouse. The label of the packaging must contain traceability of the operator who
verified the parts (worker id) and the date.
Scrap: Every end of shift, the Shift Supervisor has to compare the quantity of non
conforming parts on the log and physically present in the red bins. In case of gap, he
has to make sure that no non conforming part has been put with the good parts.
Defective part must be placed in a RED box container.
It is recommended that scrap boxes can prevent to get back a scrap from the box
without a key in possession of the Shift Supervisor (or similar device).
Scraps other than those at control workstation must be stored in a designated red
cage (prison).
If it is possible and realistic, NC parts must be made unusable (not mountable)
before elimination.
SUP04-01-004 Appendix 3 of 30/05/2019 58
Exit criteria for a defect from the list of defects to be controlled
The securing device pilot is in charge of this activity.
A defect can be removed from the list of defects to be controlled after a minimum of 2
weeks without reappearance, provided that :
 the actions plan related to this defect is considered robust in time,
 the P-FMEA has been updated,
 the Control Plan includes all necessary related controls,
 If the Securing Device is shared with the customer, this one must be informed.
SUP04-01-004 Appendix 3 of 30/05/2019 59

Exit criteria
QSE² Manager is responsible for defining the securing device exit criteria.
Securing Device shared with Customer
 Customer requirements met or formalized customer authorization.
 Without customer requirements:
 the rules on the next page must be applied.
 Only the QSE² Manager (or PGM) in production and the PQE (or Project
Manager) in development are allowed to define different internal objectives
based on the risk analysis.
 In this case, they must be formalised in the 8D.
 The output criteria should take into account the complexity of the part, the
project risk, if applicable the supplier's performance and variations in its
manufacturing process and any specific customer requirements.
SUP04-01-004 Appendix 3 of 30/05/2019 60
Exit criteria
Internal security device
 New or modified product:
 Demonstration of the effectiveness of the 8D actions: step D7 validated,
 Duration of the ramp-up without defect or at least 2 weeks after the start of
production, whichever is longer,
 Process qualified by a process audit.
 Serial life (RP6 closed):
 Demonstration of the effectiveness of the 8D actions: step D7 validated,
 At least 2 weeks of AKWEL production after the last defect has been
eradicated,
 If it is an incoming inspection following a supplier problem, the duration of the
probationary period must cover at least 2 manufacturing batches from the
supplier and last until the validation of step D7 of the supplier 8D.
SUP04-01-004 Appendix 3 of 30/05/2019 61
Daily Management
Pilot
 Schedule Tables analysis,
 Make sure that all detected defects are treated in QRQC,
 Make sure that root causes are identified and that everything is done to
eradicate the detected defects in a durable manner through action plans,
 Update the inspection criteria (management of defects list with index),
 Make sure that the start up validations are carried out at each shift,
 Collect the suggestions coming from operators,
 Record the results of the previous day in the system (appendix 4),
 Analyze the results to identify trends and new defects.
Shift Supervisor
 Give the information details to his production team during the 5 minutes meeting
using appendix 4 Tab “Workstation Display”.
SUP04-01-004 Appendix 3 of 30/05/2019 62
Weekly Management
Pilot
 If required by the customer, prepare data for communication to the customer
(results, action plans, …) by the QSE² Manager,
 Consolidate, synthesize and communicate internally (PGM, APU Managers,
LOGISTIC Manager and QSE² Manager) the Securing Device results (appendix
4 Tab Data).
 Update inspection workstations displays minimum once a week (appendix 4
sheet Data). If many references are sorted, display only TOP 5 references, other
graphs must be available on request,
 Participate to APU QRQC and Plant QRQC to inform the Management.
 List and Status of Quality Firewall: this document (appendix 5) must be up to
date for the plant at any moment to be sent to EVPO on demand.
SUP04-01-004 Appendix 3 of 30/05/2019 63
CLI03-01-004 - Appendix 1 - 30032019 - Setup audit
CLI03-01-004 - Appendix 2 - 30032019 - Job setup validation
CLI03-01-004 - Appendix 3 - 30032019 - Defects List
CLI03-01-004 - Appendix 4 - 30032019 - Performance
CLI03-01-004 - Appendix 5 - 01062021- List and Status of Quality walls
SUP04-01-004 Appendix 3 of 30/05/2019 64

Pause
D O C U M EN T D E F O R M AT IO N
SUP04-01-004 Appendix 3 of 30/05/2019 65

CLI03-01-006 - Plant closure and
restart after significant shutdown
period
SUP04-01-004 Appendix 3 of 30/05/2019 66

CLI03-01-006 - Plant closure and restart after significant
shutdown period
Purpose
This document defines the AKWEL requirements before to re-start of production after
a significant shutdown due to holiday period or significant crisis (as COVID 19 crisis).
Scope
All AKWEL manufacturing plants and AKWEL suppliers.
3 periods must be considered
 Shutdown period: Stop of production at least one week due to holidays period
(planned shutdown) or significant crisis (unplanned shutdown) without
production or specific low production.
 Before planned shutdown period with production in standard conditions
with no specific identified risk.
 Before unplanned shutdown in degraded mode: due to a crisis situation,
production could be at risk before shutdown.
SUP04-01-004 Appendix 3 of 30/05/2019 67
shutdown period
Prepare the planned shutdown period (PGM)
 Perform the self-assessment of AKWEL requirements before, during and after
significant shutdown (appendix 1).
 In case of identified risks, implement containment actions as well as if the
control plan, associated work instructions or the drawing can’t be respected. Any
gap must be the object of an action plan followed on the questionnaire.
 For AKWEL suppliers, the commodity lead buyers have to perform meetings
with AKWEL impacted plants to decide if some actions must be duplicated at
supplier’s. To do so, use their local Quality Management System procedures.
Self assessment link: https://www.akwel.net/silverpeas/Publication/1141169
SUP04-01-004 Appendix 3 of 30/05/2019 68

shutdown period
Development for unplanned shutdown period
• Take into consideration the AKWEL Customer needs for AKWEL
manufacturing plants.
Plan • Take into consideration the AKWEL needs for AKWEL suppliers.
• Prepare the Production planning with the associated resources,
equipments, components, ...
• Deliver the parts produced before the shutdown.

Do • Re-start production according to the control plan, work
instructions, drawing and respecting the Safety rules.
• Increase LPA when restarting productions.

Check • Conduct the self assessment of AKWEL requirements in
appendix 1.
• If product conformity is at risk, an official deviation must be

obtained from the customer and containment actions must be
Act implemented.
• If some gaps are detected through LPA or the self-assessment,
they must
SUP04-01-004 Appendix be managed through action plans.
3 of 30/05/2019 69
shutdown period
PLAN
 Analyse the Customer needs and adjust the sales plan.
 Check supplier deliveries to answer AKWEL needs.
 If we need to produce during the shutdown, define production planning and
organize the production.
 In case of any potential Health and Safety risk for employees, implement a
containment action plan.
 In case of doubts on the produced parts before the shutdown regarding the
respect of the control plan, relevant work instructions or the drawing, implement
a containment action plan (firewall).
 Consider specific requirements to be taken as specified by customers or local
laws (if any).
SUP04-01-004 Appendix 3 of 30/05/2019 70
shutdown period
DO
 In case of doubt about conformity to the control plan and relevant work
instructions (handling, packaging, transportation, …) or any potential Health and
Safety risk for employees, implement a containment action plan.
 Deliver good parts in stock to the Customers.
 Produce according to the production plan
 In case of any potential Health and Safety risk for employees or doubts on the
produced parts regarding the respect of the control plan, relevant work
instructions or the drawing, implement a containment action plan.
 Consider specific requirements to be taken as specified by customers or local
laws (if any).
 Deliver good parts to the Customers.
SUP04-01-004 Appendix 3 of 30/05/2019 71
shutdown period
CHECK: plan and conduct LPA audits for the processes re-started after shutdown
and conduct the assessment in appendix 1 to ensure that Health and Safety of
employees is not compromised and that parts delivered to customer meet the
requirements as per control plan and relevant work instructions.
 In case of doubt, implement a containment action plan.
 Some Customers may ask for a self assessment due to the situation. PGM are
requested to fulfill customer documents. In any case, AKWEL self assessment
must not be communicated to Customers.
 Appendix 1 can be used to get information from suppliers by the Commodity
Lead Buyer. If case of problem, the CLB has to organize a meeting with
impacted AKWEL plant(s) to review the supplier action plan.
SUP04-01-004 Appendix 3 of 30/05/2019 72

shutdown period
ACT
Implement containment actions through action plans if
 The control plan and relevant work instructions or the drawing can’t be respected.
 If changes with an impact on the part conformity or respect of the customer
drawing/specifications are needed, then open an 8D with customer concession.
 If no impact then adjust the documents through a containment measure.
 If the concession is refused by the customer, organize a meeting with him to find an
agreement on additional dispositions to obtain de customer concession.
 In case of road block, escalade the concern (risk of customer delivery concerns).
 Once the deviation is obtained from the customer, adjust the documents through the
8D with customer concession (derogation).
SUP04-01-004 Appendix 3 of 30/05/2019 73

shutdown period
 Health and/or Safety of employees is compromised (use standard action plan).
 Non conformities are raised through LPA audits (use LPA action plan),
 Non conformities are raised through the self assessment (use appendix 1 to
follow the action plan).
All the action plan must be monitored through APU or Plant QRQC.
Appendix 1 of CLI03-01-006 dated 24/04/2020: Plant closure and re-start – Check list.
SUP04-01-004 Appendix 3 of 30/05/2019 74

CLI03-01-007 - Direct Labour
Productivity (DLP)
SUP04-01-004 Appendix 3 of 30/05/2019 75

CLI03-01-007 - Direct Labour Productivity
Purpose
This document defines the AKWEL rules to calculate de Direct Labour Productivity
and clarifies which job descriptions must be counted as DIRECT or not.
Scope
All AKWEL manufacturing plants.
Comments
DLP target is linked to the Direct Labour and not to the manufacturing processes, it is not
differentiated from one manufacturing process to another. This target is achievable if
 The plant production organization is aligned with the group standard.
 The production routings in SAP correspond to the reality on the ground and are
validated by the Technical Group with reference to the time allocated. A realistic cycle
time will help refine load plans and production planning and manpower requirements.
An overestimated cycle time can result in a DLP > 100%. An underestimated cycle time
will result in a low DLP.
SUP04-01-004 Appendix 3 of 30/05/2019 76
Indicators
These indicators concern the DIRECT workforce and must take into account
permanent, fixed-term and temporary workers.
They must be calculated for each APU (can be a consolidation of zones) and
consolidated for each Plant.
Objectives:
Direct Labour Productivity = USEFUL time (SAP) 90% min
PRODUCTION HOURS
Unexplained losses (A%) = OPERATING TIME - USEFULTIME SAP 10% max

PRODUCTION HOURS
SUP04-01-004 Appendix 3 of 30/05/2019 77

Decomposition of hours
G* POTENTIAL labour time (*) Losses / Pertes
G * - F* EFFECTIVE labour time (*) F Direct Labour Absences (*)
G-F-E PRODUCTION HOURS E Direct Labour activities not included in routing
G-F-E-D NET PRODUCTION HOURS D Waiting time
G-F-E-D-C MFG time of GOOD PARTS C Non Quality
G-F-E-D-C-B OPERATION time B Technical deviations
G - F - E - D - C - B - A SAP USEFUL TIME A Non explained Efficiency losses
*: To be completed in the appendix 1 only if you do not already have a tool for determining the
EFFECTIVE LABOUR TIME.
SUP04-01-004 Appendix 3 of 30/05/2019 78
Decomposition of hours
POTENTIAL labour hours (week and weekend) = To be completed in appendix 1 only if you do
not already have a tool for determining the
+ labour time of the registered workforce, EFFECTIVE LABOUR TIME. in this case,
complete directly line 46 in appendix 1.
+ labour time of temporary staff.
EFFECTIVE working time =
POTENTIAL labour hours
- legal and/or authorized Breaks (automatically calculated)
- absences (see next page)
+ overtime*
+ hours received from other APUs or departments* (*): to be completed
- hours transferred to other APUs or departments* if it is the case.
+/- potential Corrections* (recovered hours, …).
SUP04-01-004 Appendix 3 of 30/05/2019 79

Absences: For all the people under his responsibility, the Shift Supervisor records the
time of absence (do not remove the breaks):
 Paid leave, seniority leave, unpaid leave, exceptional leave (family event, sick
child, …),
 Public holidays,
 Non-Working Days (RTT),
 Recoveries,
 Stops due to work accident or illness,
 Delegations (union meetings), employees representative organizations
meetings, ...
 Partial, full, technical unemployment, To be completed in appendix 1 only if you do not
 Training other than on the job training, already have a tool for determining the
 Maternity, EFFECTIVE LABOUR TIME. in this case,
complete directly line 46 in appendix 1.
 Medical visit, ...
 …
SUP04-01-004 Appendix 3 of 30/05/2019 80
PRODUCTION hours = EFFECTIVE working time - Non routed activities.
Non routed activities: To be completed if it
 5 ’meetings, is the case.
 Level 1 maintenance,
 Individual interviews,
 5S workshops,
 Information meetings,
 Workstation training without manufacturing sold parts,
 Progress activities (Kaizen, TPM, Lean Manufacturing, Maintenance workshops, etc.),
 Quality activities (8D, ...),
 Technical activities (working group, etc.),
 Logistics activities (8D, working group, ...),
 Trial Runs, product / process adjustments (parts not sold), material trials, …
 Inventories,
 Indirect employee replacement, workshop management, …
 …
SUP04-01-004 Appendix 3 of 30/05/2019 81
NET hours of PRODUCTON = PRODUCTION hours - WAITING time.
Waiting times: To be completed if it
 Lack of supply, is the case.
 Machine failure with non-replaced operator,
 Production changeover time made by the Indirect labour with non-replaced
operator,
 Technical times carried out by the Indirect labour with machine shutdown and
operator not replaced: change of metal or plastic spools, etc., cleaning of moulds
during production,
 Lack of staff,
 ...
SUP04-01-004 Appendix 3 of 30/05/2019 82

GOOD PARTS MANUFACTURING time = NET hours of PRODUCTON - time of non
quality. To be completed if it
Non Quality time: is the case.
 Day to day waste production time (optional until MPD provides a SAP request
giving these times). The query will take into account the scraps put in prison
(ZIZ) in the previous months and declared in the current month (ZSCRAP).
 Controls carried out by the Direct Labour with the machine stopped outside the
control plan (not in the routing),
 Sorting time, repair, rework, validation of an operator in training,
 Waste processing time (dismantling, regrinding, etc.),
 Time spent on Run at rate, APP ... if the parts are not sellable, declare them in
the project scraps
 ...
SUP04-01-004 Appendix 3 of 30/05/2019 83

OPERATION time = GOOD PARTS MANUFACTURING time - Technical deviations.
Technical deviations validated by the PGM (while updating the routings):
 Manufacturing operations in + or - (must be validated by the PGM),
 Standard cycle time not respected in + or -,
 Job setup validations too long,
 Technical times carried out by the Direct Labour with machine stopped: change
of metal, plastic… coils, cleaning of moulds during production,
 Changeover time made by the Direct Labour,
 Start and end of production runs validation made by the Direct Labour with
machine stopped,
 Manual counting time of parts in the bins (if not automatic),
 Hours of additional direct staff due to staff in training,
 ... To be completed if it
is the case.
SUP04-01-004 Appendix 3 of 30/05/2019 84

USEFUL time = OPERATION time - Unexplained loss of efficiency (A)
Direct Labour Efficiency = Useful time

Production hours
Unexplained loss of efficiency A (%) = Useful time - Operating time
Production hours
The Useful Time comes from the production declaration in SAP. This is the multiplication of
the number of good parts declared in SAP reference by reference and the updated SAP
routing time = Routed hour produced.
Routed hour produced: For SAP plants, use SAP queries for hours produced:
 Discrete Manufacturing (with Production Order):
SQ00 \ DIR_PROD \ ZPP_DIS_HOURS
 Repetitive manufacturing (without production order):
SQ00 \ FAB_REPET \ ZPP_REP_HOURS
SUP04-01-004 Appendix 3 of 30/05/2019 85
Use of appendices
 Data should be collected daily by the Shift Supervisor. If the APU achieves the
target, a weekly data collection is acceptable.
 Each APU Manager is free to collect data by zones of his APU using appendix 1.
He can then easily consolidate his APU using appendix 2.
 Appendix 1 should be used for each APU as a minimum. If the APU is not
tracked by zone, use appendix 1 to collect data from the complete APU and
consolidate the only file using appendix 2 (mandatory).
 Appendix 3 should be used to do the plant consolidation. Whether there is only
one APU or more, appendix 3 should be used.
 For the causes of loss A, B C, D and E, identify the most important and/or
repetitive causes. If minor causes are not recorded, they will automatically add to
unexplained efficiency losses. This is acceptable as long as the objectives are
met. Open appendices
SUP04-01-004 Appendix 3 of 30/05/2019 86
CLI03-01-007 - Appendix 1 - 01112020 - YYYY-MM - DLP - (PLANT) ZZZ - APU name - ZONE name.xlsm
CLI03-01-007 - Appendix 2 - 01112020 - YYYY-MM - DLP - (PLANT) ZZZ - APU name.xlsm
CLI03-01-007 - Appendix 3 - 01112020 - YYYY-MM - DLP - (PLANT) ZZZ.xlsm
SUP04-01-004 Appendix 3 of 30/05/2019 87

CLI03-01-003 - 5S
SUP04-01-004 Appendix 3 of 30/05/2019 88

CLI03-01-003 - 5S
Purpose
Define the 5S approach in the Group production plants.
Scope
All Group production plants : Production areas, Shop floors, Offices, Meeting rooms,
perimeter outside the factory buildings, technical rooms, ...
SUP04-01-004 Appendix 3 of 30/05/2019 89

CLI03-01-003 - 5S
Would you like to work here ?
SUP04-01-004 Appendix 3 of 30/05/2019 90

CLI03-01-003 - 5S
Or here ?
SUP04-01-004 Appendix 3 of 30/05/2019 91

CLI03-01-003 - 5S
What do you think about this work place ?
Can we expect and obtain the ZERO ACCIDENT and ZERO QUALITY DEFECT in
such a dirty and messy work place ?
SUP04-01-004 Appendix 3 of 30/05/2019 92

CLI03-01-003 - 5S
Why do we need 5S?
SUP04-01-004 Appendix 3 of 30/05/2019 93

CLI03-01-003 - 5S
5S Approach: methodology for implementing “World Class” workplace organisation
in factory shop floors, offices, yards / external areas, ...
 No need for precise knowledge,
 Simple method, based on common sense, focused on the visual.
Principles: 1) Detect small problems to prevent big trouble.
2) Make wastes visible and eliminate them.
 Behavioural change preparation,
 Breaking,
 Accompaniment,
 Require small efforts for achieving important results or having a big impact,
 The results are collective, immediate, visible and sustainable.
 It is not only the state of things that changes, the behaviours too.
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CLI03-01-003 - 5S
Why the "5S » ?
Working conditions Preventive maintenance
 Cleaner, more orderly,  Faster detection of hazards and drifts,
 More attractive,  To clean is to inspect, control,
 More oriented to the user.  To clean, it is to maintain and to avoid premature wear.
Safety Versatility / Autonomy
 Less crowded, less dirty,  More visual organization, simpler, less time wasted by optimizing
 More ergonomic, space and organization,
 Better vision of the  Factory more obvious (easier to read),
problems.  Standards (Training and Operating Instructions).
Quality But above all, Implication
 Better organized, fewer  Everyone participates,
distractions,  Everybody is concerned,
 Better tidy, better  Everyone contributes to respect and progress,
maintained,
 Everyone feels better, motivated and satisfied.
 More obvious instructions.
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CLI03-01-003 - 5S
5S : The words aren’t important, the principles are:
 1st S: Sort Out & Clear => SEIRI
remove the clutter.
 2nd S: Set in order (Stow) => SEITON
a place for everything and everything in it’s place.
 3rd S: Shine => SEISO
return the machine to it’s original condition.
 4th S: Standardize => SEIKETSU
create the standards and ensure they are known. WHAREHOUSE
PARTS HERE!
 5th S: Stick to rules & Improve => SHITSUKE

respect the standards (Sustain) and improve them. WHAREHOUSE
PARTS HERE!
WHAREHOUSE
PARTS HERE!
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CLI03-01-003 - 5S
5S route
1. MANAGEMENT DECISION 6. LAUNCH THE 1st « S »
The PGM must state that the 5S Chasing the anomalies : "Christmas tree".
is a priority on the entire site. Validate the 1st "S" and start the 2nd "S".
Define the 5S Steering Committee. 7. PROGRESS « S » BY « S »
Name a 5S Site Animator. Start the 2nd "S" then validate it and so on.
2. MAP THE SITE Display zone progress “S” by “S”.
Map the site in zones. 8. FOLLOW THE IMPLEMENTATION
For each zone, identify a « Coach ». Every month, update the site map and
3. PLAN THE 5S APPROACH display the validated 5S levels.
Define with the Managers of the Site : Display the results in communication areas.
WHERE ? WHO ? WHEN? 9. CLOSE THE 5S WORKSHOP
Define the 5S deployment plan. Update the audit sheet and the 5S indicator.
4. PREPARE A 5S WORKSHOP Note the gains.
Identify a motivated 5S team. Take a picture of the finished work with the
Train the 5S team. whole team (not mandatory) and share.
Prepare the 5S follow-up panel. 10. MAINTAIN THE DYNAMIC
5. LAUNCH THE WORKSHOP After the workshop closure, pass regularly
Validate the launch of the 5S workshop. and validate the maintenance of the 5th "S"
Fill-up the 5S follow-up panel. in the zone.
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CLI03-01-003 - 5S
5S is a Management (PGM) decision
 PGM decision to start a 5S process in the site is needed.
 Validate with the APU Managers that the deployment of a 5S approach on the
site is a priority.
 Creation of a STEERCO: 5S STEERing COmmittee (usually, it is the Plant
Management Committee (CODIR)).
 Nominate a 5S Site Animator: its role is to animate the whole 5S approach at
the site level, to train the 5S site pilots and to organize weekly the 5S Steering
Committee meetings. The letter mission available on HR portal should be use.
Every month, he updates the site map and displays validated 5S levels in the
communication areas.
 A Lean Manufacturing, Kaizen or 5S training could be a + for the pilot but is not
mandatory.
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CLI03-01-003 - 5S
Deployment plan (appendix 3): PGM + STEERCO + Site 5S Animator
 WHERE: map the site : cut the site into zones (cartography) and identify the priority zones.
Consider the manufacturing lines, the warehouses, the offices, the meeting rooms, the outer
perimeter of the buildings, the technical rooms or annexes, …
 WHO: for each zone, identify :
 1 “Coach” (usually the hierarchical Manager of the zone: APU Mgr, Logistic Mgr, …).
He provides support to the team in case of need of a Manager.
 1 5S Zone Responsible: he is the “pilot” of 5S workshops in the zone. Usually, for
manufacturing zones, it is the SSu or an experienced and qualified operator of the zone.
For non manufacturing zones, it is the Responsible of the zone if exists or he must be
nominated by the 5S Steering Committee.
 WHEN: plan the 5S approach: define and plan with the site Managers the deployment of 5S
workshops: first, a pilot workshop per zone and then cascading of the workshops.
 5S workshops in offices or exteriors: 1 or 2 pilot workshops of 1,5 days and then cascading.
 5S workshops in the manufacturing areas: 1 pilot workshop of 3 days and then cascading.
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CLI03-01-003 - 5S
5S workshop flow
Preparation of the workshop: 5S Pilot
 Constitute a working group with at least 3 motivated, dynamic and recognized
people,
 Plan and perform the training of the team (appendices 4 and 5),
 With the Coach, define the schedule of the 5S steps, the date of closure of the
workshop and of the 5S preservation audit,
 Prepare the 5S follow-up panel (appendix 1)
Launch the 5S workshop: Site 5S Animator + Pilot + workgroup
The presence of the PGM at the start of the project is strongly desired.
Validate the launch: site 5S Animator (use appendix 2)
 Auditor : Site 5S Animator,
 Audited : 5S workshop Pilot + “Coach” .
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CLI03-01-003 - 5S
1st S : SORT OUT and CLEAR: Workshop team
Target : Clear away the clutter. Sort in the area what is absolutely necessary and what must
be kept and get rid of the rest. Do not hesitate to turn the area into a real "Christmas tree" with
garlands of labels because unreported defects have no chance of being treated.
1. Mark the sorting area
2. Sort out: check each object (including the ones inside the cabinets) with the team and
distinguish between useful and useless objects.
 Green: USEFUL: keep it and determine the time limit of use.
 Orange: DON’T KNOW: identify them on the Line QRQC and store in a “ Decision
pending” area.
 Red: USELESS: spot each nonconformity with a red tag. Fill in this label with the
nature of the defect, the name of the person reporting it and the date.
Attach this label to the location of the fault (directly on the machine for visual
appearance). List defects on a summary with actions, responsibility and timing.
 Blue : REQUIRES REPAIR.
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CLI03-01-003 - 5S
3. Clear: make decisions after sorting: if the object is useless, bring it back to where
it is needed, give it away or, as a last resort, throw it away.
 Treat non conformities (“Decision pending" area),
 Define what we keep,
 Get rid of everything else,
4. Proceed with the initial cleaning then the problems become visible and the
interventions are facilitated, it is the beginning of the preventive maintenance:
 Complete cleaning of the area,
 Detection of deteriorations,
 Initial restoration,
 «Makeover» (painting),
 Improved working conditions.
5. Communicate to everyone in all shifts during 5 minutes Meeting.
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CLI03-01-003 - 5S
2ndS : SET IN ORDER: Stow with a concern for efficiency, quality and safety.
Target : Arrange by reducing unnecessary gestures, efforts and wasted time so as to
have a place for everything and everything in its place.
 Make a visual storage,
 Prioritize positions (see next page),
 Find the right place for everything : analyze how to take the object and put it
away,
 Identify storage locations and use labels to identify each storage location.
Replace objects with a green and orange label,
 Easy access to objects,
 Eliminate items with a red or blue label from the area,
 Share the work done so that everyone finds the objects and verify their respect
every day.
SUP04-01-004 Appendix 3 of 30/05/2019 103
CLI03-01-003 - 5S
Examples of rules to prioritize Examples of storage criteria
 Items not used since 1 year : discard or SAFETY : do not fall,
return to warehouse : do not roll,
: do not hit,
 Items used once in the last 6 to 12 months : : do not clutter,
store away (at the warehouse ?) : do not interfere, ...
 Objects used once in the last 2 to 6 months : QUALITY : no blow, no cut,
store away from the work area : no mixture,
: no pollution,
 Objects used once a week or month : store : no mistake, …
near the workstation (in the work area)
EFFECTIVENESS : minimize efforts,
 Objects used once a day : store at : minimize time,
workstation : minimize
movements,
 Objects used every hour or more : wear on : minimize the
oneself need to
think, to search for, …
ERGONOMY SUP04-01-004 Appendix 3 of 30/05/2019
!
104
CLI03-01-003 - 5S
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CLI03-01-003 - 5S
3rdS : SHINE : clean and keep clean: A clean machine is a machine that does
not get dirty.
Target : The purpose of this step is more to clean up to detect the sources of soiling and treat them
than to clean to make clean. Ensure cleanliness by fighting dirt and so allow to inspect machines to
detect anomalies (leakage, wear, ...). It is necessary to treat the causes of soiling and not only the
consequences (by cleaning).
Clean = source of progress = Wash + Inspect, Maintain, Control, Detect.
How to clean :
 Obtain the PPE and the means of cleaning,
 Find a solutions to keep the machine in its original state to detect drifts,
 Eliminate sources of dirt,
 Aim for "Zero dirt",
 Optimize cleaning, reduce the need for cleaning, correct what makes it long,
 Study the method (posture) and cleaning tools so that tools and places that are difficult to clean
can be cleaned quickly, if necessary, modify the equipment to facilitate cleaning,
 Identify sources of dirt, dust and grime and eliminate them by defining "cleanliness" criteria.
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CLI03-01-003 - 5S
3rdS
How to inspect :
 Clean systematically and inspect thoroughly,
 Check regularly the objects condition to prevent them from deterioration.
 For anomalies that can not be corrected immediately, identify them on the Line
QRQC.
 Adopt cleaning as a form of inspection.
Non-compliance with the cleanliness can have considerable consequences by

causing anomalies or the immobilization of machines.
The purpose of this operation has two aspects: CLEANING
=
 the preventive one : do not dirty.
WASHING
 the corrective one : clean and Inspect. +
INSPECTION
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CLI03-01-003 - 5S
4thS: STANDARDIZE: This operation consolidates the previous ones.
Target : Define the rules that will keep the workstation with no unnecessary objects, cleaned and
inspected (area standard) and make sure that standards are known.
 Establish visual rules (establish visual management).
 Write the necessary standards of storage and cleaning with their points to check.
Formalize simple and visual standards ("2S2D") : colour codes, numbering, photos,
drawings, diagrams, ... All the standards and instructions that will be drafted during the
5S workshop must be formalized on CLI02-01-018 Work instructions, appendix 1, tab
"Production file“ (in the header of the document, a mention "5S" can be added).
 Visualize order and cleanliness.
 Highlight anomalies.
 Specify ways to eliminate the causes of soiling and clutter and make the work
environment "EVIDENT" in order to develop autonomy, versatility, simplify and
optimize tasks, help with the integration and training of newcomers.
 Train all operators working in the area.
 The order marks the respect of each for its immediate environment.
SUP04-01-004 Appendix 3 of 30/05/2019 108
CLI03-01-003 - 5S
Level Pressure Tolerance Valve
4 S
th
GOOD or NOT GOOD ? CORRECT or NOT CORRECT ? GOOD or NOT GOOD ? OPEN or CLOSED ?
BEFORE
5S
30 0
40
90 10
20
BON
80 20
10 50
AFTER
70 30
MAUVAIS
0 60 60 40
OK
50
5S
NOK
CLOSED OPEN
SUP04-01-004 Appendix 3 of 30/05/2019 109
CLI03-01-003 - 5S
4thS
BEFORE
5S
AFTER
5S
SUP04-01-004 Appendix 3 of 30/05/2019 110
CLI03-01-003 - 5S
4thS
BEFORE
5S
AFTER
5S
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CLI03-01-003 - 5S
4thS
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CLI03-01-003 - 5S
5thS: STICK TO RULES and IMPROVE (Sustain): Perfection is never achieved,
but we can always get closer to it.
Target: Maintain the good practices, encourage employees to respect and adhere to the
rules, be sure of the proficient implementation of the work standards and maintain the results.
 Establish follow-up rules (5S Instructions) and train new operators.
 Show results (BEFORE / AFTER) and promote our 5S system.
 Respect the established rules and standards.
 Keep the workplace / machine as clean as possible.
 Measure performance regularly : prepare the audit sheet and the 5S indicator for the
area and audit the workplace regularly.
 Improve results (keep improving).
 Display the PDCA owned by the zone driver.
Rigor is the most important rule in 5S. It is the responsibility of the hierarchy to perpetuate
the efforts made to develop the workstation. It requires to acquire habits and also a state of
mind, it encourages staff to adhere to the rules. The result is measured in both productivity
and employees satisfaction with the efforts made to improve working conditions.
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CLI03-01-003 - 5S
Close the 5S workshop: 5S site Animator + PGM if available
 The project ends after having put in place the audit sheet and the 5S indicator.
 Take and post a photo of the work done (the presence of the team on the photo
is not mandatory).
 The audit team congratulates the working group.
Preservation audit of the 5th S: 5S site Animator

A maintenance audit of the 5th "S" is carried out (appendix 2) 4 weeks after the
validation of the step 5S of the initial workshop or the last preservation audit.
SUP04-01-004 Appendix 3 of 30/05/2019 114

CLI03-01-003 - 5S
Launch, 1S, 2S, 3S, 4S, 5S Validation audits (use appendix 2)
Launch audit:
 Auditor : Site 5S Animator.
 Audited : 5S workshop Pilot + “Coach”.
1st to the 5th S:
 Auditor : Site 5S Animator + STEERCO members if available.
 Audited : 5S workshop Pilot + “Coach” + workgroup.
 If the audit is ACCEPTED, update the workshop panel accordingly and start the
next S.
 If the audit is REFUSED, corrective actions must be taken then re-audit.
 Update the 5S workshop panel accordingly.
1st to the 4th S: the validation audit dates of the S will be defined during the weekly
5S Steering Committee following the deadlines defined in the 5S workshops
schedules.
SUP04-01-004 Appendix 3 of 30/05/2019 115
CLI03-01-003 - 5S
5th S: the validation audit dates will be defined by the Pilot with his “Coach”.
Preservation audits: use the site deployment plan (Appendix 3) to record the dates
of the preservation audits.
 Auditor : Site 5S Animator.
 Audited : Zone Responsible + “Coach”.
 If the 1st sustainability audit or the following ones are “ACCEPTED", the status
is FOLLOW-UP.
CLI03-01-003 - Appendix 1 - Workshop Panel
CLI03-01-003 - Appendix 2 - Audits questionnaires
CLI03-01-003 - Appendix 3 - Deployment Plan
CLI03-01-003 - Appendix 4 - Collaborators training
CLI03-01-003 - Appendix 5 - 5S game
Now, let’s
have fun … SUP04-01-004 Appendix 3 of 30/05/2019 116
Day wrap-up
SUP04-01-004 Appendix 3 of 30/05/2019 117

Management day summary
The Plant General Manager is the global responsible for all activities of a plant under the
responsibility of the EVPO. He is supported by the Operational Pilots (Departments Managers).
The AMS is organized around 6 main topics:
 CLI03-01 Production
 CLI03-02 Supply Chain Management
 CLI03-03 Manufacturing Operational Control
Safety of
 CLI03-04 Production Resources Management
 CLI03-05 Maintenance Management
our people
 CLI03-06 QSE² Operational Control
is the Top 1
priority in
Management tools must be used:
 Manufacturing Performance Measurement indicators
 SAP and associated tools
 Layered Process Audits the Group
 Firewall
 Plant closure and restart after significant shutdown period
 Direct Labour Productivity
 5S Now, let’s MCQ to check if it is clear for everybody …
SUP04-01-004 Appendix 3 of 30/05/2019 118
Thank you for your attention
If you have any practical questions, please

contact your Manager or a MPD Coordinator
www.akwel-automotive.com
119119

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Bonjour

Process Owner Operational Champion

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Process Control Audits 1 / Shift / UAP 1 / Day 1 / Week 1 / Month

SE² 1 / Week 1 /Month

Industrial Plastic Granules: : mandatory for

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OBSERVATION - Points to highlight

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A LPA audit assesses a worker checking if he applies correctly the standards.

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A record of these meetings must be formalized and kept.

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CLI03-01-002 - Appendix 1 - Planning and follow-up

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NOK parts CUSTOMER

Additional control Stop NOK parts and take

NOK parts CUSTOMER

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The Pilot is in charge of

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Non Conforming parts bin

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Non Conforming parts bin Non Conforming parts bin

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Hose length with 5-piece per Make a conformity

1 Sprinkler Compliance 2 Seal presence and sprinkler integrity 3 Incorrect fit

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Check if the trainee can

Don’t forget to verify if there is an incomplete packaging to be ended first.

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Self assessment link: https://www.akwel.net/silverpeas/Publication/1141169

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• Deliver the parts produced before the shutdown.

• Increase LPA when restarting productions.

• If product conformity is at risk, an official deviation must be

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Unexplained losses (A%) = OPERATING TIME - USEFULTIME SAP 10% max

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G * - F* EFFECTIVE labour time () F Direct Labour Absences ()