JLR PSF-010

Capacity Analysis Report (C.A.R.)JLR Version 1

IMPORTANT

Programme mandate

This Jaguar Land Rover process is derived from the original Ford process used by Jaguar Land Rover prior to June 2008 but is unique to Jaguar Land Rover. Certain aspects of this process will appear similar to the process currently used by Ford and which was historically used by Jaguar Land Rover, however the two processes are now distinct from each other and contain important differences.

It is important to ensure that the Jaguar Land Rover version is always used for Jaguar Land Rover business; the Jaguar Land Rover and Ford versions are NOT interchageable.

For any queries regarding the Jaguar Land Rover process described in this document, please contact your Jaguar Land Rover STA Engineer.

This JLR Version 1 SHALL be used on L538 and on all other JLR programmes. This version supercedes all previous Ford versions, up to and including Revision #33 (dated 24 June 2008)

Capacity Analysis Report Jaguar Land Rover Version 1

File Champion: P CouchJLR PSF-010

Page 2 of 7 Version # 1Issue Date : 31 March 2010

Supplier X Customer Demand / Week Capacity Date Description

Site Location Y # of days customer works per weekVendor Code Z Daily Production Volume (DPV) -Date of Study JLR Version 1Part # / Name

Operating pattern for the specific part Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7

Process description

2 1 1 1 2 2 2

A Shifts/day

B Total hours/shift

C1 Personal breaks: lunch, breaks (minutes/shift)

C2 Planned Maintenance (minutes/shift)

D Days/week

E - - - - - - -

Projected DowntimeF Tool / Variant Changeover (minutes)G Changeovers / shiftH Inspections of facilities / shift (minutes)I Breakdowns / shift (unscheduled downtime) (minutes)J

- - - - - - -

K - - - - - - -

Projected Quality Rate (%)

L Projected Quality Rate (%) - - - - - - -

Planned Cycle time / Capacity

- - - - - - -

M

Planned production capacity / week [(E-J)*3600/M*L] - - - - - - - Planned production capacity / day [(E-J)*3600/M*L/D] - - - - - - -

(Select One)Duration data of production run

N Total duration of production run (min)

O1 Planned downtime (lunch, breaks, maint.) (min)

O2

P

Reasons for Breakdown

Part quantity data of production run

Q Total parts run

R Total scrapped parts

S Total parts reworked, retested or repaired off line

T - - - - - - -

Reasons for scrapped or reworked parts

U - - - - - - -

V Weekly Parts Available for Shipment - - - - - - -W Daily Parts Available for Shipment [V/Y] - - - - - - -Z Daily Production Volume (DPV) - - - - - - -

AA Percent above/below DPV [(W/Z)-1] - - - - - - -

AB Supplier Oper. Pattern above/below Customer [D/Y] - - - - - - -

AC Equipment Availability [(N-O1-O2-P)/(N-O1)] - - - - - - -AD Performance Efficiency [(M*Q)/(N-O1-O2-P)*60] - - - - - - -AE Quality Rate [T/Q] - - - - - - -AF OEE - - - - - - -

DEDICATEDSHARED

% above/below DPV:

FOR JLR STA USE

Authorized Representative Title

Email Phone Number FAX Number JLR Site Engineer

Signature Date Signature Date

I. Key Information A) Product B) Customer Production C) Capacity Revision Record (e.g. Run at Rate)

II. Capacity Planning

Dedicated or Shared process (for shared process, show only the operating pattern for the specific part)

Net available time (production hours/week) [A*(B-((C1+C2)/60))*D]

Total projected downtime/week (hours) [(FxG+H+I)/60xAxD]

Equipment Availability [(E-J)/E]

Projected percent of parts scrapped and/or reworkedFor linked processes, see notes.

Required Cycle time needed to cover exact customer demand (sec/part) [E*3600*K/ X*L]

Net Planned Ideal Cycle Time (sec/part)For multiple cavities in one tool, see notes.

III. Production Run

(changeovers, inspections) (min)

Total Unplanned downtime (breakdowns, unscheduled adjustments/setups, etc.) (min)

Total good parts (first time through only - does not include parts that were scrapped or reworked)

Process total actual cycle time (sec/part) [(N-O1-O2-P) x 60 / Q]

IV. Capacity Calculation

V. Overall Equipment Effectiveness (OEE)

VI. Manufacturing Bottleneck

VII. SUPPLIER OPERATION MANAGEMENT APPROVAL

Sub Tier Components: In addition to the data contained in this report, the Supplier Authorised Representative approval confirms that all sub-tier components used in the assembly of these components are also approved to the relevant Production Run i.e. Run at Rate (Phase 0) or Capacity Verification (Phase 3)

Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7

0

2

4

6

8

10

12

DPV comparisonPercent above/below DPV Actual daily parts available customer DPV

Approved

Rejected

JLR STA Review

Run-at-Rate (Phase 0)Capacity Verification (Phase 3)

Capacity Analysis Sheet Jaguar Land Rover

File Champion: P CouchJLR PSF-010

Page 3 of 7 Version # 1Issue Date : 31 March 2010

General Information - Capacity Analysis Report

B) Customer Production

Supplier X Cust Demand / Week (excl service parts) 5000 Capacity Date Description

Site Location Y # of days customer works per week 5 Original submission

Vendor Code Z Daily Production Volume (DPV) 1000

Date of Study Part # / Name

DEDICATED

CAPACITY PLANNING

SHARED

Operating pattern for the specific part Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7Process description Turning drill bore washing assembly assembly II assembly III

1 1 7 7 1 1 1

A. Shifts/day 3.00 3.00 3.00 1.00 3.00 3.00 3.00

B. Total hours/shift 8.00 8.00 8.00 3.00 8.00 8.00 8.00

C1 Personal breaks: lunch, breaks (minutes/shift) 30.00 30.00 30.00 0.00 30.00 30.00 25.00

C2 Planned Maintenance (minutes/shift) 15.00 30.00 30.00 30.00 30.00 30.00 0.00

D Days/week 2.00 5.00 4.00 5.00 5.00 5.00 5.00

E 43.50 105.00 84.00 12.50 105.00 105.00 113.75

Objective: The Capacity Analysis Report is used to demonstrate compliance to Phase 0 and Phase 3 of Jaguar Land Rover's Phased PPAP requirements (verify the supplier's production system can support customer declared Daily Production Volume while meeting Phase 2 requirements)..Capacity is to be demonstrated on all production streams, including internal sub-assembly and sub-tier components.

Capacity VerificationThe Capacity Analysis Report consists of two elements, Capacity Planning (verification of production readiness) and Performance of Capacity Verification. The Capacity Analysis Report is divided into 7 areas for ease of use. Each area has a heading at the top of the box. The headings are:

· Key Information - Product / Customer Production / Capacity Revision Record· Capacity Planning· Production Run· Capacity Calculation· Overall Equipment Effectiveness (OEE)· Manufacturing Bottleneck· Supplier Operation Management Approval

Fax/Scan Formatting InstructionsTo improve the readability of any sheet that will be faxed or scanned, you can remove the dark shading by:-Selecting the entire sheet (upper left corner of sheet).-Right-click and select "Format Cells".-Select the "Patterns" tab.-Select the "No Color" button for Cell shading, click Ok.

Data inputThe Capacity Analysis Report worksheet has been divided into a number of easy to identify information boxes. Each box has a main heading to allow easy recognition. Within each box the user is required to input a variety of data. This manual will explain how to complete each section in turn. Input & Calculation Cells: Data can only be input into the workbook in the cells on each sheet that require data. This ensures that the headings or other information cannot be accidentally erased or modified. These cells (input cells) are clearly identified as white in colour and with a solid outline around the box. Cells that are grey in colour are calculation cells. The user cannot enter data into these cells. They calculate values according to specific formulae using data entered into the input cells.

KEY INFORMATION - Product & Production Information / Capacity Revision Record

I. Key Information A) Product C) Capacity Revision Record (e.g. Run at Rate)

A. Product The first Step in completing the Capacity Analysis Report is to enter details of the part being analysed. These Cells hold the basic information on the supplier and the part analysed within the worksheet.

B. Customer ProductionBefore the Capacity verification can take place, the Program Volume must be verified. This information will be available through the buyer and may also be available through the Request for Quote and the Purchase Order or other official information from the Launch teams. Service part volumes should be accounted for in the Capacity Analysis (see note below regarding Customer Demand per Week).

Input Cell: Customer Demand per Week. Contact the buyer for the Average Production Weekly volume number. Confirm that service volumes are accounted for in the Average Production Weekly numbers.Input Cell: Number of days customer works per week, this is per default 5. Please note that the supplier should plan their operations to work at 5 days (or fewer) to be within the same Tact as the Powertrain / Vehicle Assembly plant.

C. Capacity Revision Record.Any revisions to the capacity of the process must be tracked using this section.

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

II. Capacity Planning

Dedicated or Shared process (for shared process, show only the operating pattern for the specific part)

Net available time (production hours / week) [A*(B-((C1+C2)/60))*D]

A cut of the Operating pattern is shown above with an example of data input for a process with seven operations. The Operating pattern gives the opportunity to give each operation a different operating pattern. The operating pattern input should mirror the true dedicated manufacturing time for each operation, e.g. by shared machines.

Input Cells: Process Description: Enter a brief Description of a process (e.g. final assembly, or inspection)Input Cells: Dedicated or Shared Process: Identify from a drop-down box, the process type – dedicated / shared.

Dedicated ProcessesA “dedicated” process is one, which is solely used for the part being analysed in this worksheet. For example, a test station may be a dedicated process. A process which is used by this part, and one or two others, with a short changeover time can also be categorized as a "dedicated" process. An example is a manually operated projection nut welder.

A “shared” process is one which has many different parts manufactured on the process, and a more significant tool changeover time. It would be usual for such a process to manufacture parts in a batch production mode.

Examples of a shared process are:· stamping press· injection moulding machine· heat treatment facility

Capacity Analysis Sheet Jaguar Land Rover

File Champion: P CouchJLR PSF-010

Page 4 of 7 Version # 1Issue Date : 31 March 2010

Projected DowntimeF Tool / Variant Changeover (minutes) 0.00 0.00 0.00 20.00 15.00 0.00 20.00

G Changeovers / Shift 0.00 0.00 0.00 0.33 0.33 0.00 1.00

H Inspections of facilities / shift (minutes) 0.00 0.00 0.00 0.00 0.00 0.00 0.00

I Breakdowns / shift (unscheduled downtime) (minutes) 10.00 20.00 10.00 0.00 10.00 10.00 50.00

J1.00 5.00 2.00 0.55 3.74 2.50 17.50

K 98% 95% 98% 96% 96% 98% 85%

Projected Quality Rate (%) Projected percent of parts scrapped and/or reworked

0.00% 1.00% 1.00% 0.00% 2.00% 0.00% 1.00%

L Projected Quality Rate (%) 100.00% 99.00% 99.00% 100.00% 98.00% 100.00% 99.00%

Planned Cycle time / Capacity

30.60 71.28 58.45 8.60 71.45 73.80 68.61

M31.00 70.00 70.00 8.50 70.00 73.00 90.00

4935 5091 4175 5061 5104 5055 3812

2468 1018 1044 1012 1021 1011 762

PRODUCTION RUN

(Select One)

Sample production run data / actual cycle time

N Total duration of production run (min)480.00 480.00 480.00 480.00 480.00 240.00 480.00

O1 Planned downtime (lunch, breaks, maint.) (min) 45.00 20.00 20.00 20.00 20.00 20.00 15.00

O2 (changeovers, inspection) (min) 10.00 10.00 10.00 10.00 10.00 0.00 10.00

P10.00 0.00 10.00 30.00 30.00 0.00 70.00

Reason for breakdown

Q Total parts run859 362 360 2550 335 170 350

R Total scrapped parts25 7 5 0 10 0 12

S Total parts reworked, retested or repaired off line5 0

T834 ### 350 355 2550 ### 325 170 338

Reason for scrapped or reworked parts

U 28.99 74.59 73.33 9.88 75.22 77.65 66.00

The operating pattern should only show the real production time to the part in question.In addition to identifying the process as "shared" in the Capacity Analysis Report, a Shared Capacity Analysis of the "shared" facility should be calculated, identifying all Jaguar Land Rover parts, Non-Jaguar Land Rover parts volume and other production hours produced on the manufacturing line, determining if the capacity or time available is oversold. (See Excel sheet for Shared Production Line)

· Input Cells: Shifts per day: - indicate the number of shifts in which each process operates per day. · Input Cells: Total hours per shift – total number of hours for each shift.· Input Cells: Personal Breaks – If the machine stops during personal breaks enter the length of time over one shift that the machine will not be operating. If the machine operates during personal breaks and is guaranteed to never run out of parts, then enter "0". · Input Cells: Planned Maintenance – this is the length of time that is planned for the machine to be down during a shift for a maintenance. · Input Cells: Days per Week – indicate the number of days in which each process operates per week. Example: Supplier works 4 days 3 shifts each and on Friday only 1 shift should just enter: 4 working days plus 1/3 working day = 4.333 days / week

Total projected downtime/week (hours) [(FxG+H+I)/60xAxD]

Equipment Availability [(E-J)/E]

· Input Cells: Tool / Variant Changeover – Enter the changeover time for tool changes or module changes for the part in question. Changeover time is defined as the total time from last off previous part to checked first off new part. · Input Cells: Changeovers / shift – Enter the frequency of tool / module change per shift. · Input Cells: Inspections of facilities / shift - Enter the downtime required for equipment inspections or adjustments during a shift· Input Cells: Breakdowns / shift – Enter all other projected downtime during a shift.

· Calculation Cell: The Equipment Availability is calculated automatically by using previous data. Equipment Availability = (Total Planned Production Time – Breakdowns) / Total Planned Production Time

· Input Cells: Projected percent of parts scrapped and/or reworked – Enter the combined percentage of parts that are scrapped and/or reworked on-line. If zero losses are expected, enter a zero. Note: This sheet does not address the scrap rate loss of linked processes. To evaluate output of linked processes, the scrap rate must be multiplied with the scrap rate of the previous process.

Required Cycle time needed to cover exact customer demand (sec/part) [E*3600 * K / X *L]

Net Planned Ideal Cycle Time (sec/part)

Planned production capacity / week [(E-J)*3600/M*L]

Planned production capacity / day [(E-J)*3600/M*L/D]

· Input Cell: Net Planned Ideal Cycle Time – Please provide the best estimate of the cycle time of the part on each process. The worksheet will use this data to calculate the Planned Production Capacity. This could be also a time taken with a stopwatch at the bottleneck operation. The measurement taken should always include the time for loading / unloading and inspection (Part-to-Part). Part-to-Part cycle time measurement requires that the operation being measured is not blocked or starved for at least two consecutive part cycles. Pick a point in the operation's cycle to begin timing and when the next part reaches that same point in the cycle, stop timing and record the elapsed time as the operation's cycle time. It is best to repeat this measurement at least 10 times (making sure that the blocked and starved condition is absent in each measurement) and take the average. Note: For multiple cavities in one tool the actual cycle time of the tool must be divided by the number of cavities in the tool (to provide a net cycle time per part).

· Calculation Cell: Required Cycle time needed to cover exact customer demand - "For Information Only" - the worksheet displays the Cycle time needed to cover exact customer demand, calculated from planned operating pattern, projected downtime and quality rate. This is to be compared to the Planned cycle time· Calculation Cells: Planned production capacity per week and Planned production capacity per day. This is to be compared with the Customer Demand per Week or Day.

Prior to performing Run-at-Rate (Phase 0) or Capacity Verification (Phase 3), the supplier and customer should be in agreement on the following key parameters: quantity of parts to produce, selection of characteristics to measure, process set-ups, review of personnel involved, data analysis and reporting. - The intent of the Phase 0 Run-at-Rate is to determine if the supplier can meet the demand with the Process Actual Cycle Time (tact). Run-at-Rate (Phase 0) formula = [(E-J)*3600/U] E - Net Available Time, J - Projected Downtime, U - Process Actual Cycle Time (tact)- The intent of the Phase 3 Capacity Verification is to determine if the supplier can meet the demand with the Process Actual Cycle Time (tact) and considering Equipment Availability. Capacity Verification (Phase 3) formula = [E*3600/U * (N-O1-O2-P)/N] E - Net Available Time, U - Process Actual Cycle Time (tact) N - Total Duration of Production Run, O1 - Planned Downtime, O2 - Planned Changeovers, P - Total Unplanned Downtime

III. Production Run

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

Total good parts (first time through only - do not include parts that were scrapped, re-processed or reworked)

Process total actual cycle time (sec/part)[(N-O1-O2-P) x 60 / Q]

Run-at-Rate (Phase 0)Capacity Verification (Phase 3)

Capacity Analysis Sheet Jaguar Land Rover

File Champion: P CouchJLR PSF-010

Page 5 of 7 Version # 1Issue Date : 31 March 2010

CAPACITY CALCULATION

V Weekly Parts Available for Shipment 5122 4900 3976 4250 4550 4868 5070

W Daily Parts Available for Shipment [V/Y] 1024 980 795 850 910 974 1014

Z DPV 1000 1000 1000 1000 1000 1000 1000

AA 2.43% -2.00% -20.48% -15.00% -9.00% -2.64% 1.40%

AB 40% 100% 80% 100% ### 100% 100% 100%

OVERALL EQUIPMENT EFFECTIVENESS

95% 98% 96% 91% 91% 100% 83%

107% 94% 95% 86% 93% 94% 136%

97% 97% 99% 100% 97% 100% 97%

OEE 99.06% 88.77% 90.04% 78.53% 82.43% 94.02% 109.03%

Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7

SHARED

Process 3

bore

% above DPV:

-20.48%

SUPPLIER OPERATION MANAGEMENT APPROVAL

VII. Supplier Operation Management Approval

· Input Cells: Total duration of production run – Please enter the amount of time that is used for the production run. If the production run covers one shift of 8 hours, the total minutes run would therefore be 480 minutes (8*60min). · Input Cells: Planned downtime (lunch, breaks, maint.) – Please list all real downtimes during production run which have previously been planned according to the capacity planning - operating pattern, i.e. lunch, breaks, maintenance. · Input Cells: Planned downtime – (changeovers, inspections) - Please list all real downtimes during production run which have previously been planned according to the capacity planning - projected downtime, i.e. changeovers, inspections and adjustments.· Input Cells: Total unplanned downtime - List all unplanned downtime, i.e. breakdowns or other unscheduled adjustments or setups. These downtimes will be subtracted from the Duration of production run in the Process Total Actual Cycle Time calculation. · Input Cells: Total parts run, the Total scrapped parts and Total parts reworked from production run need to be listed.· Calculation Cell: Total good parts - Only the total good parts will be used for the Process Total Actual Cycle Time calculation. Please list in detail the Reasons for breakdown and Reasons for scrapped or reworked parts.

· Calculation Cell: Process Total Actual Cycle Time – The Worksheet will automatically calculate the cycle time based on minutes of production run and total parts produced. This will give the Production Run actual cycle time. For validation, compare the Process actual cycle time with the Required cycle time from the Capacity Planning section.This cycle time used for the Capacity Analysis includes only the good parts produced during available production time.

This part of the Production Run is the analysis of the results. The Cycle time of each process from the Capacity Verification Run is compared with the Customer Demand for the part. If a process does not cover the customer demand on the daily production volume, the process is highlighted RED. The worst-performing process will be marked as the bottleneck process. If the Supplier Operating Pattern to produce the Jaguar Land Rover part(s) takes more days than the Customer weekly production days, the process is highlighted in RED.

IV. Capacity Calculation

Percent above/below DPV [(W/Z)-1]

Supplier Oper. Pattern above/below Customer [D/Y]

The Overall Equipment Effectiveness (OEE) is calculated from the Net Planned Ideal Cycle Time and Production Run data. If a calculation cell shows 100% or more, the cell is highlighted RED and data input should be validated.

V. Overall Equipment Effectiveness (OEE)Equipment Availability [(N-O1-O2-P)/(N-O1)]

Performance Efficiency [(M*Q)/(N-O1-O2-P)*60]

Quality Rate [T/Q]

VI. Manufacturing Bottleneck

The supplier approval is expected to reflect Operation Management review and signoff of the actual manufacturing processes running in the intended 5-day operating pattern to support ongoing customer volume requirements and producing parts which satisfy all PPAP requirements consistent with the production control plan.After approval of the capacity analysis at Phase 3 of Phased PPAP, the supplier should continue to use this Capacity Analysis Report to identify potential capacity issues. The supplier should communicate with STA any identified issues that could prevent meeting capacity requirements.

Process 1 Process 2 Process 3 Process 4 Process 5 Process 6 Process 7

-200

0

200

400

600

800

1000

1200

1024 980

795 850 910 974 1014

2.43%

-2.00% -20.48% -15.00% -9.00% -2.64%

1.40%

DPV comparison Percent above/below DPVActual daily parts availablecustomer DPV

Capacity Analysis Sheet - Shared Process Jaguar Land Rover

File Champion: P CouchJLR PSF-010

Page 6 of 7 Version # 1Issue Date : 31 March 2010

Shared Production Line Information Sheet

Supplier / Process Information Weekly Operating Pattern Capacity Revison Record

Mon. Tue. Wed. Thur. Fri. Sat. Sun. Total Weekly Prod Hrs Date Desciption Machine Usage

Supplier Name Shifts / Day Original Capacity submission

Site Location Gross Hours / Shift

Vendor Code Breaks / Shift (min)

Process Description Production Hours

Part Information Part Requirements Changeover/Downtime Operating Pattern of Specific Part Scrap/Rework Shared Equipment Measures

A B C D E F G H J K L M

Total "Other" Customers Production Hours:

Totals

Part Description Part Number

An

nua

l Pro

duc

tion

Vo

lum

e (

K)

Pro

du

ctio

n W

eeks

/ Y

ear

Ne

t Id

ea

l Cyc

le T

ime

(s

ec)

Tool / Module

Change- over (min)

Change- overs /

Shift

Planned Maint. / Shift (min)

Other Downtime / Shift (min)

Shifts / Day

Total Hours /

Shift

Personal Breaks /

Shift (minutes)

Days / Week

Scrap / Rework (%) Required

Parts / Week

Total Projected Downtime / Week

(Hours)

Net Available Time (Production

Hours/Week)

Required Prod. Hours / Week (based

upon Net Ideal Cycle

Time)Required Machine Usage by

PartCummulative

Machine Usage

N(A*1000/B)/(1-M)

P{(D*E*H*L)+[(F+G)*H*L]}/60

Q(H*(J*60-K)/60*L)

R(N*C/3600)+P

TR/(Total Weekly Production Hours)

Machine Usage for Jaguar Land Rover products and

others:NOTE: This form can be used to analyse machine usage for all products made (Jaguar Land Rover products as well as other company's products).

Capacity Analysis Sheet Jaguar Land Rover

File Champion: P CouchJLR PSF-010

Page 7 of 7 Version # 1Issue Date : 31 March 2010

OperationProcess

Process Description

Capacity Verification Data Collection

Hour Downtime (Min.) Breaks (Min.)

Plan Actual Cumulative Plan Actual Plan Actual Plan Actual Plan Actual

123456789

101112131415161718192021222324

Total

Capacity Verification (Check One)

Data Collection (Actual Production Run)

Total Good Parts Produced (Parts/Hr)

Scrap/ Off-Line Rework Parts

(Parts/Hr)

Changeover Time (Min.)

Shift Average

2