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

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AKWEL ‫ترحيب‬
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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 1
DAY 1 : MANAGEMENT
Process Owner Operational Champion

Manufacturing Performance Director PGM under EVPO responsibility
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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
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CLI03-01 - Production
T R A IN IN G D O C U MEN T
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Purpose
 Describe the AKWEL Production System from the expression of internal and external customers needs up to the
delivery of the goods (Supply Chain),
 Follow the customer satisfaction after delivery,
 Pilot the plants industrial performance,
 Manage production equipments including those property of the customers,
 Meet Customer requirements,
 Meet legal and statutory requirements from Environment, Energy and Safety origins.
Scope
 This procedure applies to all AKWEL plants for the production and delivery of parts in development, in mass production
and spare parts intended for an external internal or customer.
 It also applies to customers applicable services within the framework of the production and formalized with a contract.
Aim of the process
 Define and continuously improve the Production System (manufacturing - delivery - maintenance) taking into account
the associated risks, the needs in terms of resources and skills including preparation phases of new productions or
modifications. In this perimeter :
 Guarantee the conformity with the legal and statutory requirements of products, processes, services supplied to the
customers by AKWEL,
 Provide products and processes having the lowest environmental and energy impacts as possible,
 Guarantee the preservation of the properties and the people.
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Global view of MPD process
Industrial strategy
definition
QSE² Risk Analysis
Spread policies and

the frame letter
Monthly
summary of the
performance
communicated to
the Management
Board
Manufac-
turing
System definition
Steering MPD
action plans
Evaluate the
maturity of the
Pilot industrial plants
performance
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The information contained in this document is covered by an obligation of confidentiality, national copyright laws and international conventions applicable to such matters 6
Main missions of Manufacturing Performance Department
1. Group industrial strategy definition,

2. MPD Standards writing, improving and
evaluation of the Manufacturing System
maturity,
3. Group QSE² Risk Analysis,
4. Industrial Performance Improvement.
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The information contained in this document is covered by an obligation of confidentiality, national copyright laws and international conventions applicable to such matters 7
Global view of the MANUFACTURING SYSTEM
 Guarantee that the release of
Industrial
Performance products and services to the
measurement
customer shall not proceed until
Permanent
Focus on safety Action
plans
the planned arrangements have
management been satisfactorily completed.
Output data
Input data
 Implement the planned

QSE² Manufacturing arrangements at the appropriate
Operational
control Delivery stages, to verify that the
Maintenance Supply requirements for the products
Quality Chain
management and services have been met.
 Plan, implement and master the
Maintenance
management
Manufacturing System.
Manufacturing
Operational
 Consider, between others,
Manufacturing
resources
control
CLI02 process output data
management
regarding industrialization.
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8
Procedure CLI03-01 : Production
The Plant General Manager is the global responsible for this activity.
The Departments Managers are the operational pilots.
Manufacturing System: MPD defines and improves Procedures, Operating Instructions and
Methodologies of the AKWEL Manufacturing System (AMS).
Manufacturing Performance Measurement: CLI03 process performance is controlled using
indicators (see OI CLI03-01-001 Manufacturing Performance Measurement) + some financial
ratios (ex: added value per person, …).
Manufacturing System requirements application verification: LPA and MPD visits.
Design and development of products and services: Linked with Product Line Directors,
the Plant Technical Manager is the Operational Pilot.
Investments projects management: MAN01 Methodology Capex budget Construction and
Follow-up.
Management of the Technical Data: in SAP.
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Procedure CLI03-02 : Supply chain Management
The Logistic Managers are the Operational Pilots
Management of:
 Flow of information with Marketing and Sales, Product Lines, Customers and Suppliers,
 Long, Medium and Short term Sales Plan,
 Long, Medium and Short term Production Plan,
 Manufacturing capacity planning between requirements and resources,
 Procurement of components, raw materials, packaging, semi-finished and consumables,
 Production Scheduling,
 Reception of the procured products,
 Stock management (warehousing),
 Shipping : preparation of orders, picking and transport,
 Inventory management and inventories (components, raw materials, semi-finished, finished
products, sustainable and expendable packaging),
 Flow of customer returns (claims, warranty returns).
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Procedure CLI03-03 : Manufacturing Operational Control
APU Managers are the Operational Pilots for their APU.
This Procedure defines how to plan, implement and master the production process to satisfy
the requirements relative to the supply of products and services and to realize the actions to
be implemented in front of identified risks and opportunities.
This Procedure describes the Quality Cost and Timing expectations at following management
levels :
 Plant,
 APU,
 Production Line.
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Procedure CLI03-04 : Production Resources Management (skills)
APU Managers are the Operational Pilots for their APU.
This Procedure describes AKWEL requirements for all the manufacturing staff (operators,
technicians, engineers and Management) regarding :
 Employees awareness to their impact on the quality of the delivered product,
 Skills levels through ILUO matrix (or equivalent) of the complete production staff,
 Management of the critical / unique production skills,
 Induction plan adapted to the workstations or functions. The PGM has to identify the
production staff training needs (safety, customers requirements evolutions, new
process, Group training objectives, ILUO matrix inputs),
 Internal training tools through the implementation of a training school/cell for the
production operators : authorization, qualification and requalification of the operators.
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Procedure CLI03-05 : Maintenance Management
The Maintenance Manager is the Operational Pilot. In plants where Maintenance people
report to APU Managers, APU Managers are the Operational Pilots.
This Procedure describes the AKWEL requirements in terms of organization and
maintenance management for manufacturing equipments, tools and buildings :
 Input data,
 Maintenance strategy and objectives,
 Preventive maintenance management (Systematic, Conditional, Predictive),
 Predictive maintenance management,
 Corrective maintenance management (Curative, Palliative),
 Spare parts management,
 Maintenance of buildings.
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Procedure CLI03-06 : QSE² Operational Control
The QSE² Manager and ALL the managers are the operational pilots.
This Procedure defines the necessary measures for the implementation and the control of the
activities which can have a significant impact on environment, significant uses of the energy
or a safety risks. The global approach of the industrial risks management goes through :
 The realization of a QSE² Risk Analysis so as to rank the risks which can affect a production
plant (see MAN01-01-001 QSE² Risk Analysis),
 The action Plan for the Risk Management Improvement coming from the site QSE² Risk
Analysis must be integrated into the plant CIP. It must be established before the presentation of
the budget and validated by the PGM,
 The writing of the emergency plan for the sites so as to prevent the occurrence of these risks,
master and reduce their effects as well as the consequences further to the disaster if it arose,
plan the restart of the site as soon as possible and in the best conditions (see Operating
Instruction CLI03-06-002 « Emergency plan »).
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CLI03-02 - Supply Chain
Management
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CLI03-02 - Supply Chain Management
Customer
 The customer of the Logistics department are internal and external customers to
AKWEL
Purpose
 Describe the process from the expression of customer needs (internal and external) to
the delivery of the products.
Scope
 Applies to all products (raw materials, components, semi-finished or finished) supplied,
received, manufactured and delivered to other Group Plants, subcontractors and
external customers for serial or after-sales service.
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Aim of the process
 Ensure 100% on time delivery to our internal and external customers
 Optimised use of AKWEL resources (inventory, machines, labour).
 Sales, production and procurement planning to ensure lean, level and loaded plans creating
stability within AKWEL manufacturing – SERENITY IN PRODUCTION
 Efficient and safe operations from the entry of goods from its suppliers to the shipment of
finished products to its customers
Input data
 Customer demand
 Technical master data (BOM’s Routings etc)
 Available resources (machine, labour)
 Stocks
Outputs
 Sales plans
 Production plans
 Supplier schedules
 Production scheduling
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Indicators: all industrial performance indicators and their calculation method are described
in CLI03-01-001 Manufacturing Performance Measurement. Their display mode is described
in CLI03-03-001 Visual Management.
Level QSE² Cost Timing
EXTERNAL Customers Delivery Performance on portals
Inventory in Days of Stock (DIV)
(CDSP)
Average value of gross production AKWEL inter-sites Delivery Performance with SAP (on
margin each production (PPQR) going)
Customer Logistic Incidents (CLI)
PLANT
Customer Shutdowns (CSH)
Suppliers Delivery Performance (measured by Purchasing)
Rental cost of durable packaging (RCDP)
Compliance with the Production Plan (PPCR)
Average value of gross production
APU Compliance with the Production Plan (PPCR)
margin each production (PPQR)
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AKWEL Supply Chain processes
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Pause
D O C U M EN T D E F O R M AT IO N
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CLI03-03 - Manufacturing
Operational Control
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CLI03-03 - Manufacturing Operational Control
Customer
 The customer of the Production department is the Logistics department.
Purpose
 Define dispositions necessary to plan, implement and master the production process in
order to satisfy the requirements regarding the supply of products, the service delivery
and to realize the actions to be implemented in front of identified risks and
opportunities.
Scope
 All Production Plants of AKWEL Group at PLANT, APU and production LINE levels.
Aim of the process

 Standardize production activities within the AKWEL Group, continuously improve our
consistency and efficiency and comply with legal and regulatory requirements in order
to satisfy our internal and external customers.
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Input data
 Output data of the product / process design,
 Requirements concerning the product under development,
 Requirements concerning the Supply Chain,
 Requirements concerning the organization of workshops implementing the control of
processes,
 Availability of production equipments,
 Qualified Human,
 Requirements relative to Safety, Environment and Energy.
Outputs: dispositions necessary to plan, implement and master the production processes
in order to satisfy the requirements regarding the supply of products, the service delivery and
to realize the actions to be implemented in front of identified risks and opportunities in terms
of Quality, Costs and Timing.
The APU Manager is responsible for the QCD performance of his APU. In case of plant
organization without APU, expected items are under the responsibility of the PGM who
can decide to delegate some actions.
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Cost of Non Quality (CNQ)
Direct Labour Productivity (DLP)
Production Plan Conformance Rate (PPCR)
PLANT
TOP5 of Worst CNQ causes (WSC)
Average value of gross production margin for Compliance with the
each production run (PPQR) Production Plan (PPCR)
Number of Safety accident in APU Production Plan
Direct Labour Productivity (DLP)
the APU Conformance Rate (PPCR)
APU Number of External and Inter-
Scrap (in CNQ)
sites incidents in the APU
Absenteeism
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PLANT level Design and development of products and services
Visual Management
Control Plans
Standard Plant Organization Implementation
External and Internal Customers Quality
Manufacturing Resources Management management
Measurement processes control
COST
Industrial Performance piloting mode

Control of error-proofing devices
Industrial Performance Indicators
Layout inspection and functional testing
Plant scrap Management Aspect criteria
Customer communication
Technical data Management Plant QRQC
Tooling and equipments Management Changes of requirements for products and services
TIMING
Industrial Performance Indicators Archiving of the data of production

Temporary change of process control
Delivery Performance and Logistic Performance Incoming inspection
Industrial Performance Indicators
UALITY
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Layered Process Audits
25
APU level
Standard work instructions and visual criteria
Firewall Management
APU Resources Management Process control
APU Industrial Performance Indicators 5S
COST
APU QRQC
APU scrap management Internal 8D Management
QUALITY
Archiving of production documentation
Equipments and tools APU Industrial Performance Indicators
APU Industrial Performance Indicators APU Layered Process Audits
TIMING
Shift change communication log

Fulfilment of production program
Error-proofing
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Production Line level
Provision of raw materials, components and semi-finished

Layout Implementation
Verification of job set-ups
Process Control
COST Control during production according to Control Plan
Schedule Table and Performance Follow-up
Line QRQC
Identification and traceability
QUALITY
Fulfilment of production program Not conforming product Management
TIMING
Preventive Maintenance level 1 Scrap Management
Authorization for concession
Control of the reworked or repaired product
Control of modifications
Preservation
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CLI03-05 - Maintenance
Management
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CLI03-05 - Maintenance Management
Customer : The customer of the Maintenance department is the Production department.
Purpose
 Define the maintenance management of tooling, means of production and associated
peripherals, unique or specific ITME and anti-error systems and buildings.
Scope
 All the industrial material means of the AKWEL Group solely or by delegation of the
customers or suppliers as from their industrial reception.
Aim of the process
 Ensure the availability and the preservation of equipments and tooling to satisfy the
contractual commitments of deliveries taken with our customers.
 Take into account requirements of safety relative to the properties for the maintenance
staff and the operating staff and when it is necessary or convenient, to take into account
repercussions on the environment and the energy.
 Maintain in operational condition the properties contributing to the quality of the product
or the supplied service, to the optimized cost.
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Equipments maintained by Maintenance department
 Production machines, tools, anti-error systems, unique or specific ITME,
 Buildings and equipments of industrial buildings, water treatment equipments,
 Forklifts and other mobile equipments, equipments of handling and storage,
equipments of power production and distribution,
 On certain sites, on-board control equipments (ex : Zumbach, …).
The indirect means (information and communication technologies with constraints partners)
are handled by the process SUP02 Data processing.
The general equipments of control, measure and test (except on board means) are handled
by the process CLI02 Control of the measurements.
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Input data
 List of the equipments submitted to preventive maintenance,
 Spare parts list,
 Maintenance Manual,
 List of the applicable obligations of conformity,
 Operational and technical documentation of equipments,
 The "source” documentation as described in the GENERAL REQUIREMENTS of
DEDICATED EQUIPMENTS : https://www.akwel.net/silverpeas/Publication/853950.
 …
Document
Microsoft Office Word
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Outputs
 Short term: respect the applicable safety, environmental and energy regulations and
make the activities of maintenance and measure bound to the obligations of
conformity.
 Middle term: Optimize the availability and the preservation of equipments (reduction
of the breakdowns) in an operating cost in compliance with the budgetary objectives,
(compromise between maintenance costs and human and material investment and the
losses consecutive to the stops of production).
 Long term: Formalize the experience feedback on the preventive and corrective
interventions so that the dependability of the strategic and critical equipments (key
equipments) is mastered at the highest level.
 In all cases: assure the safety and the health of the workers in the use of the
installations, means and equipments.
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 The maintenance cost (A1 only) versus production gross margin,
 The monthly % of completion of the preventive maintenance schedule,
 The maintenance failure rate.
Other indicators can be followed as MTBF, MTR, …
The Maintenance performance must be an input for the plant Management Review.
The global Maintenance plan must be based on:
 The knowledge of machines and tools,
 The consideration of the forerunners,
 The economic realism versus the targeted down time.
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Coût le Maintenance :
The OI describes in detail the cost centers that will be charged to this indicator. It is essential
to ensure that all departments comply with them in order to control the MPD cost of
Maintenance indicator. Ex:
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Maintenance types
Corrective Maintenance: It allows the repair or the temporary troubleshooting of the mean
which will be followed by the planning of a definitive repair. It can be:
 Curative: restoration of the equipment in a sustainable way. It is characterized by the
search for the initial root causes of the failure to repair the equipment.
 Palliative: temporary restoration of the equipment. It will require another more
sustainable intervention.
Preventive maintenance can be according to the most adapted way:
 Systematic: periodic overhaul to prevent a major unplanned breakdown based
on fault or interruption history without preliminary control of the equipment.
 Conditional: based on a survey of the equipment or its parameters making
preventive visits (planned, on demand or continue) of follow-up of the significant
parameters of degradation of the equipment (wear measurements, number of
cycles,…). When the alert threshold is overtaken, it is necessary to plan an
intervention.
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Maintenance types
 Predictive: an approach and set of techniques to evaluate the condition of in-
service equipment by performing periodic or continuous monitoring of
equipment conditions, in order to predict when maintenance should be
performed extrapolating analysis.
Predictive Maintenance is mandatory by IATF 16949. It must be introduced into the
Preventive maintenance plan when applicable.
The most used techniques for the mechanical systems predictive maintenance are :
 The vibratory analysis,
 The thermographic analysis : measure of the intensity of the infrared radiation of an
equipment,
 Lubricants analysis: the roles are multiple (reduction of the energy consumption,
limitation of the wear, cooling, waterproofness, anti corrosion) in order to detect
potentially problems of pollution, contamination, metallic particles resulting from
the wear of the equipment, the state of the lubricant, …
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Maintenance levels
Level Nature of the intervention Pilot function Necessary means Authorization mode
Settings, controls and simple inspections without
any dismantling, any securities in position and active,
Small equipment,
Elementary operations of preventive Operator, Product / Process
1 Instructions,
maintenance (cleaning), PUT training
Consumables
Replacement of consumables and accessories in
complete safety.
Systematic Preventive Maintenance following Shift Supervisor, Simple support
Job descriptions,
2 authorizations and instructions, PUT, equipments, Instructions,
Skill matrix
Repairs by simple standard exchanges. Line Conductor Portable Spare Parts
Tooling, IMTE, Complex
Corrective maintenance : diagnosis, Job descriptions,
Maintenance or Tooling support equipment,
3 troubleshooting, repair, Skill matrix
qualified Technician Instructions, Spare parts,
Complex Preventive Maintenance. Authorizations
Documentation
Big tooling, Instructions,
Job descriptions,
Important works of corrective or preventive Maintenance or Tooling Specialized IMTE,
Skill matrix
4 maintenance, qualified Technician, Machine or Tool doc.,
Authorizations
Important improvements. Specialized company Spare parts and sub
Supplier panel
assemblies
Maintenance
Renovation, reconstruction, big works of Specific documentation
subcontracted to the
5 improvement or important repairs by the builder of (manufacturer) Supplier panel
equipment manufacturer
the means. Logistic means
or a Appendix
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Maintenance Manual (can be dematerialized)
The following documents should be stored in a dedicated Maintenance EDM on the site
server.
 The list of all the documents of the Maintenance Manual and their up to date index. Every
modification of a MM document implies the update of this list and the corresponding
supports.
 The list of site resources (machines, tools, specific or unique ITME and anti-error systems)
subject to preventive maintenance levels 1, 2, 3, 4 and 5.
 The Preventive maintenance plan of the current year
 The list of the strategic spare parts (critical parts and parts subject to regulatory control
(valves & pressure tank ...).
 The Maintenance staff competence and polyvalence matrix by specialty (electricity,
mechanics, automatons, welding, plumbing, administrative activities, …).
 The Maintenance staff authorizations matrix.
 The site Maintenance Operating Instructions (site opening, closing, meter readings, …).
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Maintenance Manual (can be dematerialized)
The following documents can be grouped in separate folders and/or dematerialised :
 The follow-up of the maintenance contracts.
 The Store Exit Cards.
 The Supplier Return Cards.
 The Suppliers Return List.
 The containment area follow-up cards.
 …
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List of factory equipment (machines and tools): information required
IDENTIFICATION
 Family: defines the type of equipment (standard list),
 Machine / Tool: M for machines and Z for tools,
 SAP Code: SAP code if the plant uses SAP for maintenance,
 Designation: name of the equipment in SAP,
 Identification: old name of the equipment before using SAP or name of the
equipment for plants not using SAP for maintenance,
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INFORMATIONS
 Owner (predefined list): owner of the equipment,
 Location: where the equipment is physically located,
 Date of commissioning,
 Start of warranty: only for machines,
 End of warranty: only for machines,
 Status: DISP: in reception, INTG: in service, INACT: means unusable, TSUP:
discarded, EXT: Outside the factory, (to be confirmed) MAD: available for
another factory. (to confirm),
 Unit of the renewal criteria: for machines and tools, (hours, number of cycles,
etc.),
 Value of the renewal criterion.
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SECURISATION
 Equipment Criticality Index (ECI): calculated on the basis of the identified
risks. The higher it is, the more critical the equipment or tooling.
 Criticality of the equipment: MINOR, MEDIUM, MAJOR, CRITICAL,
The criticality and the criticality index of equipment and tools can be achieved
by "families" of equipment and tools. In this case, the notion of “family” must
then be clearly explained and formalized.
 Existence of a security plan B for Major or Critical equipment,
 Risk reference in the plant risk analysis,
 Reference of the equipment or tool criticality characterization sheet,
 Date of the last Plan B test.
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MAINTENANCE PLANNING INFORMATION
 Reference of the PMC associated with the equipment,
 The maintenance level of the PMC (1, 2, 3, 4 or 5),
 The name of the service provider if the operation is subcontracted,
 The duration of the PMC intervention,
 Date of the last intervention in year n-1,
 Conditional maintenance unit: Hours / Parts / Cycles / Years,
 Conditional maintenance value: trigger criterion.
 The frequency to do the PMC: in Days, Weeks, Months, Quarters,
Semesters, Years.
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Criticality
MINOR : Only corrective maintenance management is possible and\or realization of
maintenance actions levels 1 and 2.
MEDIUM : failures prevention actions must be identified and integrated into the
preventive maintenance plan.
MAJOR : a MEAN FMEA or a functional and organic decomposition or a risk analysis
must be made in-house or maker-supplied: output data is preventive maintenance
recommendations and a list of strategic spare parts),
 A preventive maintenance level 3 minimum must be planned,
 The the plant must have a plan of reassurance (B plan),
 A risk reduction action plan must be engaged.
CRITICAL : = MAJOR + the risk must be listed in the plant risk analysis,
+ the reassurance plan must be regularly tested (included
in the plant emergency situations test planning).
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Maintenance file per equipment (can be dematerialized)
The following documents should be stored in a dedicated Maintenance EDM on the site
server.
 Codification sheet for an industrial facility and acceptance report: if managed as a
project, in the project EDM (points 36 and 48). If not from a project, to be put on site
server. All plans are on PDM.
 All the available technical elements (drawings, software, …),
 The reception reports of the project phase,
 The up to date documentation on the technical (design) modifications indexes of the
product,
 For the MAJOR and CRITICAL risk equipments, the MEAN FMEA, the recommendations
of preventive maintenance,
 For the tools, mounting / dismounting on machine and setting instructions,
 The instructions for disassembly and reassembly of the different parts of the mean,
 The Bill of material with supplier part numbers and spares part list (inserts, weak
parts,…) with life time of each part for wearing parts, SUP04-01-004 Appendix 3 of 30/05/2019
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Maintenance file per equipment (can be dematerialized)
 The technical documentation, instructions for use and for configuration of all onboard
equipments if they arte managed by Maintenance Department,
 Setting values of the elements that can be set (mechanical stops, shock absorbers limit
switch, optical fibre amplifier ...),
 Diagnostic Support - Documentation about the remote maintenance equipment,
 Schema and lubrication schedule (greasing points),
The following documents should be stored on the Group portal in the Maintenance area of
the site (Documentation MPD Maintenance) :
 Criticality sheets (see CLI03-05-002 Criticality of Equipments, Tools and Maintenance
Spare Parts),
 The Preventive Maintenance Cards (PMC),
 For the MAJOR and CRITICAL risk equipments, the functional decomposition of the
equipment or the tool.
SUP04-01-004 Appendix 3 of 30/05/2019 46

Customers specific requirements
The Maintenance Manager is responsible for being held informed about the evolutions of the
Customers Specific Requirements relative to the maintenance and to develop the
Maintenance management system in accordance with these requirements.
Environment, Safety and Energy conformity verifications
The Maintenance department is responsible for the realization of controls on active material
means in order to check the conformity to legal requirements transmitted by the HSE²
Engineer. Controls can be visual or measured or be submitted to analysis.
SE² controls to be realized by Maintenance department must respect the SE² control Plan
established by the HSE² Engineer (see CLI03-06-001 Information - Conformity Obligations
and Verifications).
Weekly meeting with Production: It is strongly recommended to organize at least
a weekly meeting between Production and Maintenance to plan the Preventive
maintenance interventions and straighten the planning, if need be, to take into
account means unavailability.
SUP04-01-004 Appendix 3 of 30/05/2019 47
Spare Parts Management: see methodology “Maintenance Spare Parts Management”
and “Maintenance Spare Parts codification in SAP”.
Buildings Maintenance: see CLI03-05-004 Maintenance of Buildings.
Other Maintenance activities: usually, the Maintenance department also has to
make other tasks than Maintenance such as starting up and shut down of the plant,
collect data on meters, … For these activities, Maintenance Operating Instructions
must be formalized specifying all the rules to be respected and in particular those
relative to the safety (see Appendix 4 of CLI03-05-001).
LPA (Layered Process Audits): by IATF 16949, Layered Process Audits must be
performed by Operational Managers on Maintenance activities (see CLI03-01-002
Layered Process Audits).
Treatment of non conformities: The treatment of the dysfunctions is realized by
respecting the procedure CLI05-01 Problem Solving and the Work Instruction CLI05-
01-003 Problem solving tools (8D,…). Recurring breakdowns must have an 8D.
SUP04-01-004 Appendix 3 of 30/05/2019 48
Property of Customers and of external providers: when such property is lost,
damaged or found to be unsuitable for use, one must report this to customer or provider and
retain the corresponding 8D (a customer or external provider property can include material,
components, tools and equipments, premises, intellectual property and personal data). To do
so, the Maintenance Manager transmits all the elements to the PGM who will manage the
communication.
Analyses and lessons learned: all the performed interventions must be entered in the
system or joined to the technical file of the means in order to constitute a history.
The improvement of the Preventive maintenance plan by analysis the past corrective
interventions is mandatory (IATF).
Resources, skills and authorizations of the Maintenance staff
The Maintenance Manager has to identify and manage all the necessary and compulsory
skills and authorizations for the Maintenance staff.
When skills are unique on the site, a development plan of the versatility must be developed
by the Maintenance Manager.
SUP04-01-004 Appendix 3 of 30/05/2019 49
Safety, Ergonomic, Industrial hygiene, health at work and environmental
Responsibility and conformity verification:
 The PGM has to make sure that all the compulsory controls of industrial means
required by the local regulations are integrated into the program of
maintenance.
It includes the obligations of checks for the COMMITTEE FOR HEALTH AND
SAFETY AT WORK, the checks required by the insurances or their
recommendations, the safety, the environment, the industrial hygiene, the health
at work, the ergonomic and the energy requirements of conformity tests if
necessary according to local regulations and laws.
 It is of the responsibility of the Maintenance Manager, APU Managers and
Logistics Manager to make sure that the on-site sub contractors respect the
prevention plans and the safety protocols.
SUP04-01-004 Appendix 3 of 30/05/2019 50

Certifications and Authorizations of external suppliers:
 External suppliers must be chosen in the Suppliers Panel managed by Purchasing.
 The evaluation of the preventive needs and the necessary authorizations to make the
work must be realized according to the current local laws (ex: Spain RD171 / 2004).
 In all cases, technical, statutory, environmental, safety and energy certifications and
authorizations required for any intervention in the factory must be verified before
intervention by the operational pilots of Maintenance.
Documented information
The operational documentation, such as maintenance operating instructions, requests of
intervention, records regarding the made works, … must be managed and archived by the
Maintenance and Tooling Technicians according to the rules defined by the Maintenance
Manager as described in the operating instruction MAN02-01-003 Control of documented
information.
SUP04-01-004 Appendix 3 of 30/05/2019 51

If maintenance work requires shutdown of fire detection or protection
installations, the PGM (and only him) must notify our insurer 48 hours in
advance to be covered during the work.
When the installations are reactivated, the PGM must also notify the insurer:
use the interruption notification forms attached in the appendices of the
Operating Mode CLI03-05-005 Maintenance Intervention Management.
Change history
Version Date Change record Who ?
The Maintenance Management OI index _02 becomes a Procedure _OR with preventive
maintenance part and maintenance intervention management part removed and becoming
OR 01/10/2020 STR
separate OIs.
The maintenance cost versus assets value is no more a maintenance objective.
01 01/11/2020 Add AKWEL insurer impairment notification forms (v8) reference (p9). STR
Adjustments regarding SAP usage and indicators change. Move criticality details to CLI03-05-
002.
Add unique or specific ITME and anti-error systems.
v_02 01/12/2021 Clarification about Maintenance costs. STR
Creation of Maintenance areas on the AKWEL portal for documents to be shared between
plants.
Implementation of new Appendices versioning tracking system within QSE²MS.
SUP04-01-004 Appendix 3 of 30/05/2019 52

CLI03-06 - QSE² Operational
Control
SUP04-01-004 Appendix 3 of 30/05/2019 53

CLI03-06 - QSE² Operational Control
Customer
All AKWEL employees are contributors and customers of the QSE² Operational Control.
Purpose
Define the necessary disposals to set and the means of prevention to be implemented to
plan, implement and control the activities which can have an impact on the safety, the
environment or the energy and so to generate gaps with regard to corresponding policies, to
objectives or to regulations.
Scope
All the Group production plants certified ISO14001 and/or ISO50001 and / or OHSAS18001.
Aim of the process

The management and implementation of AKWEL internal and external requirements to
ensure the safety of property and people as well as legal and regulatory compliance in terms
of Safety, Environment and Energy management.
SUP04-01-004 Appendix 3 of 30/05/2019 54
Input data
 AKWEL workforce worldwide,
 Industrial equipments,
 Customers,
 Suppliers,
 Other interested parties,
 Regulations and laws.
Outputs
 Protect our people and visitors,
 Protect the AKWEL properties,
 Comply with regulations,
 Protect the environment,
 Save energy and natural resources.
SUP04-01-004 Appendix 3 of 30/05/2019 55
External PPM (measured by DQSE²)
External IPB (measured by DQSE²)
AKWEL inter-sites PPM (measured by DQSE²)
AKWEL inter-sites IPB (measured by DQSE²)
Layered Process Audits (LPA)
PLANT
Regulatory non conformities (RNC)
Energy performance (ENE)
Occupational accidents gravity and frequency rate) (SAW)
Water consumption - Waste - Recycling and valorisation of waste (ENV)
Direct and indirect emissions of carbon
SUP04-01-004 Appendix 3 of 30/05/2019 56

Department Managers must ensure that every effort

is made to ensure safety within the site and must,
through the tasks assigned to them, be proactive in
prevention problems and actions in the plant.
They are a link of the PGM and the QSE² Department

and have the responsibility to guarantee the good
conditions of safety and work of the employees
under their responsibility.
SUP04-01-004 Appendix 3 of 30/05/2019 57

QSE² Policy
The Group establishes a general QSE² policy for the Group.
Each plant has to establish a site QSE² policy to meet the different requirements and standards
applicable on the site (see OI MAN01-01-004 “QSE² Communication”) :
 Safety / Health at work given that it is the priority of the Group,
 IATF 16949 for Quality,
 ISO 14001 for Environment,
 ISO 50001 for Energy.
These plant policies have to be consistent with the Group QSE² policy and validated during plants
Management Reviews.
Each site must ask its QSE² Coordinator for the editable version of the site QSE² Policy. It must be
signed by the site's PGM, verified by the site's QSE² Coordinator and approved by the MPD VP.
QSE² risk analysis

Each plant must prioritize the risks that may affect it in accordance with the OI MAN01-01-001 “(QSE²)
Risk Analysis”.
SUP04-01-004 Appendix 3 of 30/05/2019 58
Safety, Environment and Energy objectives
Safety objectives: Severity Rate and Frequency Rate are set by DQSE² for the
Group.
Plants should propose Safety, Environment and Energy objectives showing an
improvement versus the previous year and consistent with the Group objectives and
make it validated by the MPD VP. The objectives must be based on improvement
actions integrated into the “HSE² issues” axis of the site's continuous improvement
plan. They must be:
 Measurable (if applicable),
 Piloted,
 Monitored,
 Communicated,
 Regularly updated at least annually or when significant changes occur,
 Validated in Plant Management Review,
 Considered in the plant Industrial Plan.
SUP04-01-004 Appendix 3 of 30/05/2019 59
Regulatory conformity obligations: CLI03-06-001 Conformity Obligations and
Verifications.
Emergency situations and contingency plan and Test of emergency situations:
CLI03-06-002 Emergency plan.
Fire and explosion: CLI03-06-003 ATEX.
Prevention plans: CLI03-06-004 Prevention Plans.
Fire Permit: CLI03-06-005 Fire Permit.
Chemicals Management: CLI03-06-006 Chemicals Management.
Waste processing: CLI03-06-007 Waste processing.
Plant evacuation: CLI03-06-008 Plant evacuation.
Natural Resources Management: CLI03-06-009 Natural Resources Management.
SUP04-01-004 Appendix 3 of 30/05/2019 60
Noise limitation to the outside: Not so much requirements here but be sure it will
come in a short future.
The loading of electric lifting gear: CLI03 Methodology loading of electric lifting
gear.
Control of the energy uses: Group recommendations. See CLI03-05-004
Maintenance of buildings.
SE² competency, authorizations and awareness: CLI03-04 Production Resources
Management (skills).
ADR: CLI03-02-003 ADR (Europe).
Carriers Safety Protocol: CLI03-02-004 Carriers Safety Protocol.
SUP04-01-004 Appendix 3 of 30/05/2019 61

Prevention of accidents risks
 Operational control and upstream risk prevention
 By analyzing and assessing risks during organizational changes, changes or
transfers of activities. They must then update the QSE² Risk Analysis
accordingly,
 By elaborating the necessary instructions to guarantee the operational control
and the prevention of the risks of our activities,
 By a regular monitoring of compliance with established rules and the wearing of
PPE.
 Taking into account and treatment of malfunctions
 By formalizing and analyzing the observed dysfunctions, in order to determine
the remedial, corrective and preventive actions to be implemented through the
QRQC.
SUP04-01-004 Appendix 3 of 30/05/2019 62
Prevention of accidents risks
 Transversalisation of 8D Health & Safety 8D
 Every 3 months at least, each plant MUST analyze the DQSE² 8D Database
and study the possibility of transversalizing curative, corrective and preventive
actions.
 The proven risks must be integrated into the QSE² Risk Analysis of the plant.
 The action plans resulting from this analysis must be formalized in the HSE²
issues tab of the plant Continuous Improvement Plan.
SUP04-01-004 Appendix 3 of 30/05/2019 63

CLI03-01-001 - Manufacturing
Performance Measurement
SUP04-01-004 Appendix 3 of 30/05/2019 64

CLI03-01-001 - Manufacturing Performance Measurement
Purpose
 Define calculation methods for measuring indicators of industrial performance
and to clarify the origin of data.
Scope
 All AKWEL Group production plants.
Aim of the process

 Track and improve the industrial performance of AKWEL manufacturing plants.
SUP04-01-004 Appendix 3 of 30/05/2019 65

15 monthly + 3 biannual indicators, including 9 followed at Group level
Excel
Indicator Frequency Who calculates ?
Sheet
Layered Process Audits (CLI03-01-002) 01. LPA Monthly Plant General Manager
Cost of Non Quality n 02. CNQ Monthly Plant General Manager
TOP5 of Worst CNQ causes (scrap, premium freight, sorting, ...) 03. WSC Monthly Finance Controlling
Detail Inventory Value (CLI03-01-001) 04. DIV Monthly Logistic Manager
Customer Delivery Schedule Performance n 05. CDSP Monthly Logistic Manager
Customer Logistic Incidents 06. CLI Monthly Logistic Manager
Customers Shutdowns n 07. CSH Monthly Logistic Manager
Rental Cost Durable Packaging 08. RCDP Monthly Logistic Manager
Production Plan Conformance Rate 09. PPCR Monthly APU Manager
Direct Labour Productivity (CLI03-01-007) 10. DLP Monthly Plant General Manager
Emergency Situations Tests (CLI03-06-002 11. EST Monthly Plant General Manager
Regulatory Non Conformities (CLI03-06) 12. RNC Monthly Plant General Manager
Energy Performance Index n + Carbon footprint 13. ENE Biannual Maintenance Manager / HSE²
Environmental Index : Water Consumption n Waste n Recycled / Valorised Waste n 14. ENV Biannual Maintenance Manager / HSE²
Safety At Work : Occupational Accidents : Frequency Rate n Severity Rate n 15. SAW Monthly PGM
Maintenance Cost (CLI03-05) 16. MCT Biannual Finance Controlling
Maintenance Failure Rate (CLI03-05 17. MFR Monthly Maintenance Manager
Maintenance Preventive Rate (CLI03-05) 18. MPR Monthly Maintenance Manager
Indicators now reported by the DQSE²
n Group mandatory indicator SUP04-01-004 Appendix 3 of 30/05/2019 66
Monthly plant reporting files
SUP04-01-004 Appendix 3 of 30/05/2019 67

1. Layered Process Audit - LPA
SUP04-01-004 Appendix 3 of 30/05/2019 68

2. Cost Of Non Quality - CNQ
SUP04-01-004 Appendix 3 of 30/05/2019 69

Production Gross Margin
 The Production Gross Margin is provided by financial controller (line 24 of Tab 2.3 of the
Financial Flash).
Customer rejects & warranty returns (SAP code: 621510)
 Customer rejects must include all costs related to returns from customers’ assembly lines, i.e.
Invoices and freight costs of products returned to AKWEL.
 Warranty returns : all the invoices and related costs generated by non-conforming goods
returned by customer dealerships.
Cost of operations carried out at customers’ plants (SAP code: 621515)
 All costs related to quality or logistics issues at customer premises (For example: costs of
employee for sorting, related travel costs, etc.).
Premium freight (no SAP code)
 All costs related to transport, paid by AKWEL, beyond that classed as “normal”, “contractual”, to
ensure deliveries to customers and from suppliers. Logistics Managers must have in place an
authorisation process and track premium freight costs to identify root causes.
SUP04-01-004 Appendix 3 of 30/05/2019 70
Internal Waste (SAP movement code 261)
 Scrap is products that cannot be delivered to customers (Internal or External). Or
consumed in the next production process. Calculated directly from the ERP system
based on quantity scrapped multiplied by PRC.
Obsolete (SAP movement code 951 and 551)
 Product scrapped in warehouses using barcode scanners.
Scraps from projects (SAP movement code 261) only for reason "project“
 Scrap generated by projects between RP3 and RP6 using production RM and
components.
Cuts and sprues
 All cuts (end cuts of hoses) and sprues (carrots) must be counted here even if they
are sold to the customers in the bill of material, do not include if directly recycled.
Sale of wastes, cuts and sprues
 Enter any value for sale of scrap, cuts and sprues, enter as a negative value.
SUP04-01-004 Appendix 3 of 30/05/2019 71
Inventory deviation categories
 All inventory variations on production materials are to be reported based on the different
movement codes: (includes all stock takes),
 SAP movement code 711: Inventory loss,
 SAP movement code 712: Inventory gain,
 SAP movement code 701: Subcontractor inventory gain,
 SAP movement code 702: Subcontractor inventory loss.
Sorting
 All sorting or containment measures carried out and paid for by AKWEL, excepted sorting
operations carried out at customers’ premises (already included in section 2).
 All sorting operations are to be integrated to the CNQ calculation, except controls included in
the routing and sold to the customer or sorting due to new operator training.
Rework
 All operations regarding rework / touch-up (make products compliant) are to be integrated within
the calculation of CNQ.
SUP04-01-004 Appendix 3 of 30/05/2019 72
3. TOP 5 of Worst CNQ per causes - WSC
An analysis of the CNQ should be done each month to extract the TOP 5 worst causes of CNQ by
reference. Report each month the cost of each reference on the same line and add lines for new
references.
 Part Number,
 CNQ category,
 Root cause,
 APU,
SUP04-01-004 Appendix 3 of 30/05/2019 73

4. Detail Inventory Value - DIV
 Standard excel template to extract production stock from SAP.
 SAP transactions MCBO and MCBZ used to extract stock and future consumption.
 Stock measured in days on hand (DOH) and compared to SMARTER targets defined using
methodology “Inventory target”.
 Excess value measured against SMARTER targets.
 Colour coded green (+/- 10%) Orange (+/- 20%) or Red (in excess of +/- 20%).
 Slow moving and obsolete stocks should be reported using standard SAP transaction MC46.
SUP04-01-004 Appendix 3 of 30/05/2019 74

5. Customer Delivery Schedule Performance- CDSP
 Result declared by the customer.
 The result of the Shipping Service Rate and / or the result of a global logistics performance.
 The result is declared either directly via the Customer Portal or also by email.
 External and intercompany delivery performance reported.
 For intercompany delivery performance use SAP Module - Vendor Evaluation.
SUP04-01-004 Appendix 3 of 30/05/2019 75

6. Customer Logistics Incidents - CLI
 Report all logistics incidents formalised by customers.
SUP04-01-004 Appendix 3 of 30/05/2019 76

7. Customer Shutdown- CSH
 Report all Customer production stoppage caused by AKWEL plant.
SUP04-01-004 Appendix 3 of 30/05/2019 77

8. Rental Cost Durable Packaging - RCDP
 Record rental packaging costs by service provider, data should be taken from invoices.
 Costs to be compared against annual budget.
SUP04-01-004 Appendix 3 of 30/05/2019 78

9. Production Plan Conformance Rate - PPCR
 Tracked by APU.
 Compares number of references planned against number of references achieved (+/-10%).
 MPD report consolidates weekly PPCR results.
 Standard PPCR template to be used.
 Data extracted directly from ERP (no modifications).
 PPQR measures the average value of the Production Gross Margin each time a reference is
produced, with an objective to increase PPQR values, through increasing the quality of
production planning (for example economical production batches).
SUP04-01-004 Appendix 3 of 30/05/2019 79

10. Direct Labour Productivity - DLP
 Indicator to track productivity of direct labour.
 Following rules defined in CLI03-01-007 Direct labour Productivity.
 To be tracked at APU level and reported at plant level.
 Average hourly rate used to value loss or gain.
SUP04-01-004 Appendix 3 of 30/05/2019 80

11. Emergency Situation Tests – EST
 Emergency situations test plan.
 Rate of achievement of the schedule.
 Rate of compliant tests.
 Describe the subject of the test performed realize and result must be explain if isn't on the
target.
 Focus on evacuation drills
SUP04-01-004 Appendix 3 of 30/05/2019 81

12. Regulatory Non Conformities – RNC
See CLI03-06-001: QSE² Information - Obligations and Compliance Check. As an indication, the
following texts must be taken into account:
 Texts related to the geographical region of the plant,
 National texts: laws, rules, orders, decrees, ...,
 Local texts: city regulations, ...,
 Normative documents (measurement standards, etc.) called by a regulatory text,
 Recommendations and instructions governing the sector of activity (from customers or
recognized organizations),
 The AKWEL Procedures ,Operating Instructions or Methodologies,
 Other institutional sources.
SUP04-01-004 Appendix 3 of 30/05/2019 82

13. Energy Performance Index – ENE
 Half-yearly indicator, Each plant must propose
its objectives to the MPD
 Energy consumption in KWh and cost, VP for validation.
 Indicator = KWh / gross production margin,
 Target percentage reduction compared to the same period in the previous year.
New : carbon footprint
SUP04-01-004 Appendix 3 of 30/05/2019 83

14. Environmental Performance Index – ENV
 Biannual indicator. Each plant must propose
 Measures its objectives to the MPD
VP for validation.
 Water consumption,
 Waste,
 Recycled / Valorised Waste.
 Indicator measures units of consumption / production gross margin value (PGM) and units of
recycled / Valorised waste / units of waste.
 Objectives
 Reduce targeted % based on same period
the previous year for Water and Waste,
 Increase targeted % based on same period
the previous year for Recycled/Valorised
Waste.
SUP04-01-004 Appendix 3 of 30/05/2019 84

15. Safety At Work – SAW
 Frequency rate: The frequency rate is the number of occupational accidents (work stopped
more than one day) arisen during a period of 12 months by one million hours worked.
 The gravity rate: The gravity rate represents the number of days compensated per 1,000 hours
worked, i.e. the number of days lost per accident per 1,000 hours worked.
 It is calculated monthly in 12 rolling months.
 All the days of stoppage of an accident must be carried over to all the months during which the
employee was absent.
 The number of days of absence to be taken into account is the number of days indicated on the
work stoppage document.
 The day of the accident should not be counted and the lost days count starts on the official date
of the sick leave until the employee resume his/her work.
This indicator is now reported at Group level by the DQSE².

Group objectives are given by the DQSE² Department.
Each plant must propose its objectives to the MPD VP for validation.
SUP04-01-004 Appendix 3 of 30/05/2019 85
16. Maintenance Cost – MCT
 Half-yearly indicator related to the gross production margin. The objectives are given in the MPD
Guide Lines letter.
 Maintenance costs A1 : Cost Centre « Production and Tooling Maintenance » : Salaries,
Overhead expenses, FA Depreciation : consider the complete Cost Centre 391ZPXXX and
393ZPXXX (Buildings).
 Production Gross Margin (sales revenue): tab 2.4 bis of P&L line 24 : 6-month cumulating of
the period concerned.
SUP04-01-004 Appendix 3 of 30/05/2019 86

17. Maintenance Failure Rate – MFR
 Downtime of production machines compared to total planned production hours of the machines
during the same period.
 Down time is measured by Production and not by Maintenance.
SUP04-01-004 Appendix 3 of 30/05/2019 87

17. Maintenance Failure Rate – MFR
SUP04-01-004 Appendix 3 of 30/05/2019 88

18. Maintenance Preventive Rate – MPR
 The monthly % of completion of the preventive maintenance schedule (NEW),
 The monthly % of preventive maintenance carried out on the planned date (NEW),
 When the percentage is less than 100%, equipment and tools with MAJOR or CRITICAL
criticality that are delayed in maintenance must be reported with a recovery plan.
SUP04-01-004 Appendix 3 of 30/05/2019 89

Synthesis
 Summary dashboard showing key elements of each indicator against objectives.
SUP04-01-004 Appendix 3 of 30/05/2019 90

Eco Performance tracking – ECO PERF
 Tracks the gain or loss in monitory value versus the objective.
SUP04-01-004 Appendix 3 of 30/05/2019 91

Associated Appendices
CLI03-01-001 - Appendix 1 - 01012021 - YYYY-MM - PLANT - MPD Monthly Report
CLI03-01-001 - Appendix 2 - 23022021 - AKWEL PPCR
SUP04-01-004 Appendix 3 of 30/05/2019 92

Lunch
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 93

Thank you for your attention
For all practical questions, please
contact your manager and for
Trainer’s name:
MPD Coordinators
www.akwel-automotive.com
94

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Bonjour

Process Owner Operational Champion

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Spread policies and

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1. Group industrial strategy definition,

 Implement the planned

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Aim of the process

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Industrial Performance piloting mode

Industrial Performance Indicators Archiving of the data of production

Shift change communication log

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Provision of raw materials, components and semi-finished

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Aim of the process

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Department Managers must ensure that every effort

They are a link of the PGM and the QSE² Department

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QSE² risk analysis

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Aim of the process

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