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PDR Form PDR information summary form and checklist.
Annex 2 Process capacity information worksheet
Annex 3 Constraint operation analysis worksheet
Annex 4 Capability analysis summary sheet
Annex 5 Capability analysis data worksheet
Instructions or descriptions for certain cells are indicated by a red
triangle in the upper right hand corner of the cell. Simply move the
mouse cursor over the cell, and the instructions or explanation box
will come up.
Cells that are shaded yellow indicate that the information
in the cell will be calculated by a formula or carried over
from another cell. You can write over them, but keep in
mind that this removes the original formula.
Cells that are not shaded yellow require manual input.
Some manual input cells are free text, while others require
a selection from a drop-down list.
Production Demonstration Run
Annual: Daily:
Annual: Daily:
No
. o
f p
rod
uc
tio
n li
ne
Ne
xt
pro
du
cti
on
lin
e(s
)
List each separate production lineShifts Per
Week
Working Days
Per Week
Shifts Per
Day
[=Shifts per
Week/Workin
g Days]
Minutes Per
Shift
Gross Min
Available Per
Day
Scheduled
Break/Lunch
[minutes per
day]
Changeover /
Tool Changes
[minutes per
day]
Planned
Maintenance
[minutes per
day]
Unscheduled
Downtime
[minutes per
day]
Net Min
Available Per
Day
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0
0
0
SYSTEM AVAILABILITY (TIME)
Increased Contracted Capacity /
Capacity Planning Volume
Supplier Name
Part(s) Description
Part(s) Number
Contracted Capacity
PRODUCTION SYSTEM
Pagina 1 di 10
Getting Started
1
Complete the non-shaded
sections of the headers for the
PDR Summary form.
2
Fill in the non-shaded cells under the
System Availability section of Annex 2.
3
Complete the System Capacity& Post
Process Buffers sections during the PDR
(non-shaded cells).
Immediately following the PDR, fill in the
non-shaded cells of the PDR Study Results
section.
Time allocated
for other PN's
(FIAT, Chrysler,
or others)
[minutes per
day]
Net minutes
available / day
for Study
parts
Cycle Time
[seconds]% Scrap
% True Scrap
(Total Loss)
Estimated
Throughput
For Study
Parts Per Day
Contracted Parts
Per Day (Includes
Spare Parts),
Daily Tooling
Capacity, or CPG
% Utilization
RESULT:
Possible
Constraint
Operation
(>90%) Are
Marked [X]
360 705 30 2.00% 7.50% 1304 1000 76.67%
SYSTEM CAPACITY (UNITS)
PDR
Start
Time
PDR
End
Time
PDR Actual
Downtime
[minutes]
Length
of
PDR
(minutes)
PDR
Total Parts
Produced
[pcs.]
PDR
OK Parts
Produced
[pcs.]
Required
PDR Line
Speed
(Parts/hour)
Witnessed
PDR
OK Parts
per hour
[pcs.]
CHRYSLERR
un Rate:
PDR >=
Contracted
Capacity
(pcs / hour)
?
FIAT
Run Rate:
PDR >=
Contracted
Capacity
(pcs / hour)
?
PDR
FTC
(%)
PDR Actual
Scrap [pcs.]
12:00 14:00 0 120.0 400 392 85.1 196.0 YES YES 98.0% 8
PDR STUDY RESULTS
NOTES
Pagina 2 di 10
4
For any production line identified as a possible constraint in Annex 2,
complete a Constraint Analysis by filling in the necessary information
in Annex 3.
Annex 3 Constraint Capacity breaks down each possible constraint
production line operation-by-operation, in order to determine which
operation is the bottleneck (constraint).
5
Complete the capability information in Annex 5. The information and calculated results will be imported directly into Annex 4 Capability Analysis
Summary. Unused cells will automatically be shaded gray.
For CP/CPK calculations, the subgroup size and average range across each subgroup must be entered manually (Excel will not calculate this).
Cycle Time % Scrap
% True Scrap
(Total Loss)
Estimated
Throughput
For Study
Parts Per Day
Contracted Parts
Per Day (Includes
Spare Parts),
Daily Tooling
Capacity, or CPG
% Utilization
RESULT:
Possible
Constraint
Operation
(>90%) Are
Marked [X]
2.00% 7.50% 1304 1000 76.67%
5.10% 5.61% 1121 1000 89.18%
0.54% 0.54% 955 1000 104.73% X
SYSTEM CAPACITY (UNITS)
No
. of
op
era
tion
Ne
xt
op
era
tio
n(s
)
List each separate SEQUENTIAL
OPERATION in the Constraint Line
Shifts Per
Week
Gross Min
Available Per
Day
Scheduled
Break/Lunch
[minutes per
day]
Changeover /
Tool Changes
[minutes per
day]
Planned
Maintenance
[minutes per
day]
Unscheduled
Downtime
[minutes per
day]
MCBF
[cycles]
MTTR
[minutes]
Net Min
Available Per
Day
Time
allocated for
other PN's
(FIAT,
Chrysler, or
others)
[minutes per
day]
Net minutes
available / day
for Study
parts
Cycle Time
[seconds]
Buffer Before
Operation
Buffer After
Operation% Scrap
% True Scrap
(Total Loss)
Estimated
Throughput
For Study
Parts Per Day
Contracted
Parts Per Day
(Includes Spare
Parts), Daily
Tooling
Capacity, or
CPG
% Utilization
RESULT:
Possible
Constraint
Operation
(>90%) Are
Marked [X]
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0 0 0 0 0 0 0 0 0 0 #VALUE! 0 0.00%
0.54%
No.
of
op
era
tion
Ne
xt
op
era
tio
n(s
)
List each separate SEQUENTIAL
OPERATION in the Production Line
PDR
Start
Time
PDR
End
Time
PDR Actual
Downtime
[minutes]
Length
of
PDR
(minutes)
PDR
Total Parts
Produced
[pcs.]
PDR
OK Parts
Produced
[pcs.]
Required
PDR Line
Speed
(Parts/hour)
Witnessed
PDR
OK Parts
per hour
[pcs.]
CHRYSLERR
un Rate:
PDR >=
Contracted
Capacity
(pcs / hour)
?
FIAT
Run Rate:
PDR >=
Contracted
Capacity
(pcs / hour)
?
PDR
FTC
(%)
PDR Actual
Scrap [pcs.]
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
0 0 0 #VALUE!
#NUM!
PDR STUDY RESULTS
Process overall FTC
NOTES
True Scrap of Production Lines
DOWNSTREAM to Constraint Production
Line:
OPERATIONS
PRODUCTION SYSTEM
OPERATION AVAILABILITY (TIME) OPERATION CAPACITY (UNITS)
Pagina 3 di 10
6
Complete the bottom section of the PDR summary
form. Enter the score for each of the 11 specific
questions (1-5 or na/nv). Any scores of less than
4 require a description of the issue as well as a
containment and risk mitigation plan.
Enter in the remaining information regarding part
usages on other vehicles, list of equipment and
tools, and potential impact on the tooling and
equipment if capacity increases of the listed %
are requested by Chrysler / FIAT.
The final score of the PDR is shown in the upper
right hand box on the sheet. It will be the lowest
score of the 11, not an average.
Modifying the Forms
1. Unprotect the worksheet in the "Review" tab (the sheets do not have a password; simply leave this blank).
2. Make modifications as needed. Avoid inserting rows; if more are needed, create a new worksheet and copy the entire annex to the new worksheet.
PDR Storage
The Supplier should keep the original, signed version of the PDR forms. The SQE may keep copies, as necessary.
Scoring the PDR
Sco
re
1
2
3
4
5
NA
NV
• Has resulted in moderate quality spills (NCTs, Bills, etc.) or may
result in critical quality spills in the future
• Corrective Action Plan exists but not acceptable; needs
containment action
• Can result in process producing defective material with inadequate
controls in place
• Chronic quality system or systemic control failures
• Has resulted in critical quality spills (yardholds, PRIs, field
campaigns, etc.)
• Corrective Action Plan does not exist.
• Results in process producing defective material with no adequate
controls in place
• Total lack of quality system or systemic control
Current Production DefinitionClassification
JOB STOPPER
JOB STOPPER
RISK
• May result in moderate quality spills in the future not impacting
critical / safety characteristics
• Corrective Action Plan exists and is acceptable
• Can result in process becoming unstable (may need additional
controls added)
• Non-chronic quality system or systemic control failures
• No risk for quality spills
• Corrective Action Plan / corrective actions initially implemented;
verification on-going
• Continuous improvement activities ongoing
• Isolated documentation issue
• Complete and approved
• Best practice
Item does not apply for this audit
Item was not evaluated at this audit or not available; will be evaluated at a later date
Advance Quality Definition
• Very late to required milestone and will cause other required
deliverables to be late to their required milestone/vehicle launch
• Risk Mitigation Plan does not exist
• Certain to cause delay in milestone/vehicle launch
• Has resulted in critical build/launch issues and certain to cause
critical quality spills in production (yardholds, PRIs, field campaigns,
etc.)
• Total lack of quality system or systemic control
• Late to required milestone and may cause other deliverables to be
late to their required milestone/vehicle launch
• Risk Mitigation Plan exists but is not acceptable or requires
unrealistic timing to meet milestone
• May cause delay in milestone/vehicle launch
• Has resulted in moderate build/launch issues or may cause critical
quality spills in production (yardholds, PRIs, field campaigns, etc.)
• Chronic quality system or systemic control failures
• Potentially late to required milestone
• Risk Mitigation Plan exists and is acceptable
• Low Risk to milestone/vehicle launch
• May result in moderate quality spills in production not impacting
critical / safety characteristics
• Non-chronic quality system or systemic control failures
NOT APPLICABLE
NOT EVALUATED
MODERATE
ISSUE
NO RISK
IMPLEMENTED
ACTIVITYComplete and approved
• Progressing according to required milestone timing
• No Risk to milestone/vehicle launch
• Isolated documentation issue
Pagina 4 di 10
na nv 1 2 3 4 5
Supplier
Responsible: SQE:
8. Production of FINAL
operation
9. FINAL production est.
(restricted observation)
10. All performance /
capability targets met?
11. FTC and Line
Utilization Acceptable?
1. Score of last / current
Process Audit?
2. Have the Spare Parts
been considered?
3. System under normal
operative conditions?
4. Clear responsibility
about load / unload?5. Tier 2 capacity risk?
6. Is contracted capacity
enough to meet customer
requirements?
7. Production of
CONSTRAINT operation
Common Proc. Group
< 90%
0 > 90% < 90%
> 90% < 90%
0 > 90%
0
Required Line
Utilization %
Actual Line
Utilization %
All Requirements
Met?
0 > 90% < 90%
Supplier Code:
Customer monitored
Medium or High risk
Supplier monitored
Low risk
Part NumberRequired Line
Speed
Demonstrated
Line SpeedRequired FTC %
Demonstrated
FTC %
10%
Shifts/Working week avail.:
Weekly capacity 0
OdM / Revision:
Supplier Name:
(Name) (Signature) (Name) (Signature)
% Spare parts:
Safety Coefficient:
Project / Vehicle & MY:
Part Number(s):
Part(s) Description:
Family of Products:
Working Days / Week:
Working hours / Shift:
Supplier Plant Location:
Impact on Equipments / Tools / Human Resources of a capacity increase of:
10%:
25%:
50%:
Description of common equipments / tools:
Use of the part under investigation on other models:
Requested and Contracted Capacity for each model:
Total request:
Description of specific equipments / tools:
NA - Not Applicable
NV - Not Evaluated1 - JOB STOPPER
2 - JOB STOPPER
Risk3 - Moderate Issue 4 - No Risk
5 - Implemented
Activity
Qualified /
Interim or IAA
% Grid
AbsorptionPart Number
Intermediate target
reached? [Y/N]
Requested
Capacity / CPV
Contracted Parts
Per Day
Produced parts
constraint operation
Produced parts final
operation
Completion DateResponsibleScore Problem / Root CauseContainment / Corrective Actions / Risk
Mitigation Plan
SCORE
PRODUCTION DEMONSTRATION RUN (PDR)
Shifts/Working week used:
SQE:PDR Date:
SUPPLIER QUALITY
Pagina 5 di 10
CAPABILITY DATA CHART
PDR (Production Demonstration Run)
Annex 5
Char # Classification Characteristic Description Specification USL LSL Attribute/Variable Process or Machine? 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 N 96 97 98 99 100 Gage R&R1 Gage R&R2 Gage R&R3 Gage R&R4 Mean RangeSubgroup Size
Avg. Range Std. Dev. d2
Std. Dev. Est.
(Ravg/d2)
Dimensionally
Correct? PP PPK CP CPK CM CMK
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
#DIV/0! #NUM! #DIV/0! #N/D #N/D #NUM! #DIV/0! #DIV/0! #DIV/0!
2 1,128
Attribute Process 3 1,693
Variable Machine 4 2,059
5 2,326
6 2,534
7 2,704
8 2,847
9 2,97
10 3,078
REGULATORY - Safety <S> / Report 11 3,173
REGULATORY - Emissions <E> 12 3,258
REGULATORY - Homologation <H> 13 3,336
CRITICAL - Diamond <D> / 1D 14 3,407
CRITICAL - Stoplight 15 3,472
CAPABILITY - Qh 16 3,532
General / Non-critical 17 3,588
18 3,64
19 3,689
20 3,735
21 3,778
22 3,819
23 3,858
24 3,895
25 3,931
Annex 5
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