Production and PC&L

Title of the
document
Reference
Purpose

Scope

Related documents

Issue n°
Description of
changes
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Author
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Internal Document

Classification - FAURECIA - INTERNAL

Classification Date - 10/05/2019 15:24:33 5acXjzUk
FAU-S-PSG-2009 - Issue 02 - 05/19
on and PC&L

FES X.0 Production Audit Report

FAU-F-PSG-XXX
The purpose of this form is to ensure a correct calculation method and
analysis of the FES X.0 audit result.

GROUP
All Faurecia Plants

FAU-S-PSG-2009 FES X.0 Production Audit Questionnaire

FAU-S-PSG-2010 FES X.0 Handbook
FAU-S-LSG-0225 Faurecia Excellence System (FES) X.0 Audit Code of
Conduct

FAU-F-PSG-0288 Faurecia Excellence System Production Audit Calculation

Form

Group FES Auditors

Helena CAMOES, Senior Group Faurecia Excellence System Auditor
Frederic Zielinsky, Group Faurecia Excellence System Director

Internal Documentation

Classification - FAURECIA - INTERNAL

Classification Date - 10/05/2019 15:24:33 5acXjzUk
FAU-S-PSG-2009 - Issue 02 - 05/19
 472319453.xlsx

FES X.0 Production Audit Questionnaire

1. People Engagement

1.01
.
Fundamental : Compliance to HSE Rules
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Company HSE rules are known and Request last HSE 13MR and 13 HRLG For 13MR and 13HRLG, audit was done over the For 13MR NOK, points actions not fully There were no audits done over the last 12
respected without any deviation. yearly BG/Division Audit Reports. Check last 12 months. implemented on time or updated but 13 MR months.
on shop floor for 3 random actions for
implementation
ü contained.

For 13MR and 13 HRLG (for C and D rank) NOK For 13 HRLG (for C and D rank) action plan is not Containment not implemented for 13MR.
points, action plan is in place - updated and defined or not updated. No action plan defined.
containment is in place ü
Observe the respect of MR and HRLG All Mandatory Rules and 13HRLG are respected Managment team able to identify the deviation Managment team not able to identify the
while performing the site audit. while performing the audit. with immediate reaction. deviation. No immediate reaction from
© management.
HSE

Observe and Interview 2 operators People know and respect HSE workstation rules People are not aware about the HSE rules and People are not respecting HSE workstation rules
(production and PC&L) to ask about HSE (SW, HSE instruction sheet, PPE). risk of the workstation. (i.e. no PPE, wrong PPE).
rules of the workstation. ü 1

Request last 3 Group Transversal Memos There is a tracking system for HSE TMs. TMs are HSE TM tracking system in place but some HSE TM tracking system in place but most of the
or BG alerts and check the correct assessed to determine if similar risks exist in the actions are not deployed on time. actions are not deployed on time.
assessment and application in the shop plant and containment action plan is deployed.
floor.
Interview managment team about TM
process.
Management Team is able to explain their
involvement in the TM process.
ü

OTHER:

1.02
Fundamental : Risk: Preventive Mitigation
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Daily Hazard hunting process in place Ask UAP/PCL/Maintenance Managers Daily Hazard hunting activity done at plant, UAP, Daily Hazard hunting activity done by some Daily Hazard hunting activity not done at Plant
and applied (daily routines, indicator, …) about hazard hunting process. PC&L and maintenance level. departments. level.
ü
Choose two audits and ask the SCT team SCT members are able to explain the process, Plant HSE is leading SCT action plan. SCT members are not able to explain the
members to explain the tool, the result the last findings in the audits and the action plan. process, the last findings in the audits, or the
and the action plan. Managers lead SCT action plan for their area. action plan.
Interview Management Team members
about their involvement in SCT action ü Action plan is not followed.

plan.
Risk assessment (including ergonomic) &
HSE core team processes are in place. Ask HSE responsible for risk assessment Risk assessment covers all plant activities and it Risk assessment covers all plant activities but Risk assessment does not cover all plant
HSE

documents, ask for the major changes is reviewed in case of major changes or yearly. some changes in the plant have not been activities, including new machines, new
and check that all HSE topics are taken included. processes, new flows.
in account.
Risk assessment includes all HSE
aspects : ü 2
- health (ergonomic, noise, chemical Risk assessment not reviewed in the last 12 Risk assessment not reviewed in the last 12
exposure…) months, but there has not been a major change months and there has been a major change in
- safety (machine, …) in the plant. the plant.
- fire risk
Check that action plan is in place and
- environment There is an action plan defined according to Action plan is aligned to the risk assessment Action plan is not defined according to the
managed by plant management team priority rules and managed at plant management findings but some actions are not done on time. priorities identified.
(select 3 actions randomly and check in team level. Action plan is not followed.
the shop floor).
ü

3
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OTHER:

4
 472319453.xlsx

1.03
.
Fundamental : Recruitment process (MOD and MOI)
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
For each (MOI & MOD) open position, For 1 M&P data from system ( metis, MOI : The ideal candidate profile, based on job Ideal candidate profile is missing one or more There isn't a job description / job profile defined.
there is a job description and validation PASS) plus 1 TFA recruitment (during description (competencies, minimum elements:
to fill the position last 12 months): qualifications) exisits for each MOI vacancy. Job description, competencies, minimum

There is an agreed target deadline to

- Ask for the Job description and
interview forms.
ü qualifications, experience.

close each recruitment process - Check that the MOI vacancies (internal
and external) from last 12 months were
EMPLOYEE EMPOWERMENT

MOI open positions are communicated displayed internally (TALEO for M&P, MOI: Position is communicated internally (unless For MOI non M&P some internal communications For MOI M&P some internal communications
internally (communication board, Communication Board for TFA,…) confidential / planned career move) based on the missing (Faurecia intranet and/or plant). missing (Faurecia intranet and/or plant).
ideal candidate profile.
Intranet,…) unless they are confidential
or a predefined career move ü
All MOD (including temporary)
candidates are assessed according the
Review validation process for MOI and MOI: Candidates are evaluated according to the Evaluation of the candidates are perfomed but MOI recruitment done without any evaluation
Plant defined Procedure
MOD requests. ideal candidate profile. not compared to the ideal candidate profile. (usually on an evaluation form).
ü
2
Plant Management Team are trained in One member of the Plant Management Team,
Interviewing Talent training or other equivalent involved in a recruitment has not been trained.
program if they are involved in a recruitment. ü
For MOD check the test and criteria for MOD : Assessment of recruited MOD respects Missing some recruitment assessments. MOD recruitment process not respected:
evaluation the minimum criteria set by the Plant. Some MOD were assessed below the minimum -No recruitment assessment done.
criteria and were recruited. -No minimum criteria defined or respected.

If no recruitment over the last 12

months, question is NA.
ü

OTHER:

1.04
.
Fundamental : On boarding process
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
All newly hired MOI employees have an Ask 2 MOI, recruited in the previous 12 For all newly hired MOI there is an onboarding Onboarding process exists for each MOI but not MOI recruited without onboarding process.
onboarding plan defined between HR months, about their onboarding: plan including internal mobilities closed after 6 months, more than 3 items are
Manager and Hiring Manager and it - Check their understanding of the either not done or don't have planned dates (if
covers Faurecia induction, site induction process on-boarding in progress or completed).
and position induction. - Enter into their Learning Lab and check
mandatory MOOC's vs plan ü No trainings related with new position (only There is no final review with HR & N+1.
For internal mobilities, there is only an - Check main actions are in line with FCP Faurecia and Site presentation) when needed.
induction plan including position-related - Check any position / function specific
EMPLOYEE EMPOWERMENT

trainings. tasks

Ask MOI what was not fully covered in For internal mobilities within a site a handover Shopfloor experience not performed. No handover performed for planned internal
the Induction and what actions were period is performed. mobilities within a site.
taken to cover their concerns.

ü Mandatory MOOC's not completed. Mandatory MOOC's not identified on the Planning.

All MODs (including temps) have a Ask for the documented induction and All MODs (including temps) have induction, One of the activities listed is not covered during One of the activities listed for the first day or
dedicated induction plan from the first training process for new MODs, during first day or before they cover: the first week. before is not covered. 2
day. - safety requirements
Ask directly one newcomer how the - S/R (if applicable)
induction was done
And within the first week:
- HR administration issues ü
- operations of the site
- main products & customers
- FES basic overview
- Being Faurecia.

There is an offline area to train MODs (eg HSE Offline training area only covers a HSE Dojo There is no offline training area / HSE Dojo.
Dojo, Quality Dojo, FES Dojo, etc).
ü

5
 472319453.xlsx

OTHER:

6
 472319453.xlsx

1.05
.
Fundamental : Performance Review M&P
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Review of performance between N and Review STAR and Interview any 2 M&P STAR closed on time in accordance with Group 100% STAR closed but some of them with delay Not all 100% STAR closed (STAR Performance
N-1 at least once per semester. and their N+1 Manager. deadlines (STAR Performance end of January and < 1 month. (STAR Performance end of January and STAR Objectives).
Including development actions. STAR Objectives end of February). and STAR Objectives end of February).
EMPLOYEE EMPOWERMENT

Objectives and development actions

Check plant adherence in TMS* system:
- Between min 3 or max 5 SMART ü 100% STAR closed but more than one month
delay (STAR Performance end of January and
defined and followed. objectives, check 3 profiles in TMS STAR Objectives end of February).
- STAR status of the plant for completion
N and N-1 are engaged on clear data
objectives in order to achieve budget or Performance with N-1 is reviewed at least 2 times Some performance review of M&P other than N-1 Performance review for an N-1 M&P only done
plant priorities. (*TMS or PASS) / year based on STAR objectives. of Plant Manager only done once year (i.e. no 6 once a year (i.e. no 6 month review of

Check Talent profile to see follow up of

ü month review of objectives). objectives).

action defined in the STAR of previous

year. Development actions are defined in STAR. There are no comments based on facts and data
There are development actions defined but not or development actions identified 1
Ask to see the report in Oracle Business followed (Check a previous years example).
©
system for STAR status and Objective
details.
Objectives are specific and simple. Minimum 3, Some of M&P don't respect SMART Objectives or Most M&P don't respect SMART: Minimum 3
maximum 5 Objectives measurable & don't respect Minimum 3 maximum 5 Objectives. maximum 5 Objectives or no objective defined
manageable, achievable & ambitious, relevant
and result-oriented, time bound and traceable
(SMART).
ü

OTHER:

1.06
Fundamental : Performance Review Employees
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
EMPLOYEE EMPOWERMENT

Review of performance between N and Review of MOD annual assessment and Defined process to assess MOD/TFA performance The assessment process is not fully respected No TFA/MOD assessment process available.
N-1 at least once per year. Interview with any 2 random MOD and exists and is executed accordingly. (e.g. timing, incomplete; development actions,
their Managers (Ask 2 different comments)
Supervisors). Cross check the quantity of
MODs reviewed with the numbers in
©
Global View system.

Review of TFA annual assessment and More than 80% of TFA/MOD Assessments done Between 80% and 60% of both the TFA and MOD Less than 60% of TFA/MOD Assessments done
Interview with any 2 TFA and their (incl. temps with more than 6 months seniority at Assessments done (incl. temps with more than 6 (incl. temps with more than 6 months seniority at
Managers (2 Different Managers). Cross the plant defined appraisal date unless country months seniority at the plant defined appraisal the plant defined appraisal date unless country
check the quantity of TFAs reviewed HR rules apply). date unless country HR rules apply). HR rules apply). 1
with the numbers in Metis.
ü

OTHER:

7
 472319453.xlsx
Employee Motivation & Engagement /
1.07
.
Fundamental : Communication

Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
The Managers understand, analyze, plan Review the plant motivation& Plant has launched different Employee Motivation Plan exists to support engagement but up to 30% No plan exists or >30% of the plan actions are
& take actions and assess effectiveness engagement/ communcation plan and Engagement activities during the last year of the actions are not done. not done.
of these actions, to maintain motivation (planned and done), linked to their needs, including local initiatives.
and engagement (involvement and Review the result defined by the Plant. (e.g. recognition systems, employee surveys,
empowerment) of their Employees. This skip meetings, Being Faurecia...).
includes: Ask a supervisor what they are doing Employee motivation and engagement activities There is no semesterly meeting performed by
EMPLOYEE EMPOWERMENT

- Ensure Employees understand their

role, ranging from Company / Customer
physically to support the plan.
Ask a UAP/PC&L Manager what they are ü don't involve all organizational levels of the
plant(e.g. Not Supervisors or GAP Leaders).
Plant Manager (Town Hall).

requirements to their role in the doing physically to support this plan and
continuous improvement process select an indicator which tracks
- Manage onsite communication process engagement. The indicator(s) selected by the management to No Indicator(s) selected to measure the
(From all employee meeting to the TOP5 track engagement is not on target (+/-10%). engagement.
process)
- A plan to engage Employees (This can
include such things as: Communication Ask the Plant Manager what they are Daily communication process is in place: Top 5, Some departments are not doing TOP 60 every
structure; Fuels; newsletters; doing physically to support the plan. Top 60 (Department), Semesterly Communication month.
improvement idea recognition;
Faurecian of the month... Each plant
Plant wide (Town Halls). ü 2
must build their own according to their
Check % turn over and resignation vs The Management team has visiibility of team There are actions designed to ensure stability if There is no action or reaction if the stability
needs)
target on HR KPI Dashboard. stability and react if trend or actual is exceeding the target is at risk or exceeded. target is exceeded.
- A primary goal is to ensure stability of
the workforce and the planning needs to
their target. ü
reflect the real team stability (turnover
& absence) situation of the Plant. Observe on the shopfloor if the MOI and MOD (under Faurecia contract) follow Some discrepancies regarding Faurecia workwear
workwear standards are followed. Faurecia workwear standard on the shopfloor. standard but with immediate reaction. Many discrepancies regarding Faurecia workwear
(Except maintenance, setters, PC&L if relevant). standard and no reaction.
ü

OTHER:

8
 472319453.xlsx

1.08
.
Fundamental : Improvement Ideas (I.I)
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
EMPLOYEE EMPOWERMENT

s
Building on the mindset of autonomy, Ask two random employees for the Plant Plant defined and applied improvement idea There is an improvement idea process but not For I.I. system: No recognition, no generalization
accountability & entrepreneurship to I.I. process including recognition and process including recognition system. fully respected (answers not on time, only
create a continuous improvement generalization system ü managers select ideas, no I.I. challenge /
environment the Management team competition, generalization not well followed,
must create conditions to generate Check I.I target and result on HR KPI The Management team has set a target in line etc...).
The plant is within 30% of it's semester target for The plant is more than 30% from it's semester
Improvement Ideas from their teams and Dashboard. with Group orientation. I.I's unless it is more than twice the group target for I.I.'s, unless it is more than twice the
lead by example. All employees are I.I target should be in line with the Group
actively invited to propose ideas related orientation, unless target is 2 times
ü average. group average
to specific improvements, incidents or more than group target.
problems and wherever possible GAP’s The improvement ideas are used to support No link between ideas generated and issues No Improvement ideas generated and managed
2
are encouraged to implement their own continuous improvement and result then in faced in the GAP (SW review; HSE review; QRCI by the Gap Leader
ideas. formalized standards updates (HSE, Quality, etc…).
Productivity, Houskeeping, etc) there are
examples in the GAP Board area.
ü

OTHER:

1.09
.
Fundamental : Training Plan
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Training plan exists for defined Ask two managers to explain the Each Manager, including Supervisors, builds their Training plan is only built by Department No training plan available at plant level.
population with an Internal training process to build the training plan and training Plan for MOI & MOD, according to the Manager and not by supervisor.
MEMO validated by Plant Manager and present their own training plan status. training priorities set within the plant (This could
HR. It includes training hours and Ask supervisors the involvement in be from a combination of : MEMO, IDP, STAR, PIP,
budgeted costs as well as main focus training plan Budget etc).
orientations for the training efforts. Training plan built by HR only. No involvement of
Department Manager.
Inputs from:
- STAR (M&P & TFA) and Annual ü
Individual review for Operators
- Specific Training needs from Managers, No defined priorities for training at plant level. Training plan only includes MOI, it's missing MOD.
New Projects, New Technologies, IDP,
Potentials next career steps etc..

Training plan is finished at the end of

february & is reviewed monthly Review training guidelines / priorities Training plan is reviewed regularly for MOI and Training plan is not reviewed quarterly No Training plan review by the management
EMPLOYEE EMPOWERMENT

(accomplishement and its effectiveness defined for the site. MOD by the management team (Manager team.
is tracked by the management team Review of training plan tool / database responsible, HR ,Support function) and includes
(responsibility of Manager, HR Support ( planned and done). comments if any delay.
function) according the FCP -FAU-S-EEG-
0005 - including actions to recover if in <60 % of the training plan events are achieved Less than 40% of training events achieved to
delay. (year to date). plan or replan.

Learning Lab / MOOCs need to be

completed (Mandatory, Operations, FES
Basics etc...).
ü Department managers are not able to explain the
current status of their training plan.
Training assessment efficiency system is 1
in place for relavent actions to improve
plant KPI's.
No comment delayed for training actions.

For Supervisors, check training in OSS All supervisors have attended OSS training. Some supervisors have attended OSS trainning. Some supervisors have not attended OSS training
and random ask SV. and it's not planned to be done in the next 6
months.
©
Review FES training planning FES training Plan is defined at minmimum for FES training Plan is defined at minimum for No general view of FES system considered in the
Managers, including Supervisors (Example: OSS, Managers,but does not including Supervisors. Training Plan (i.e. 11 FES principles, EE, HSE
FES MOOC's, EE Fundamentals, workshops etc). Lean, Pull system, QSE etc…).

For managers this plan considers the knowledge

level of the team (based on Nelly).
ü

OTHER:

9
 472319453.xlsx

1.10
.
Fundamental : Gap Leader Role
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
The Gap leaders are dealing with the Check if there are identified GAP GAP Leaders have daily actions defined (routines) GAP leader routine is not clearly linked to their No GAP Leader routine available.
variations coming or arising in the line Leader's on the line and their daily which are dedicated / adjusted to each Individual Development Guide or GAP's
(such as non conformity, missing or routines with their individual individual's development (Their Development performance needs. ©
defective materials, rework, equipment development guides. Guide) and their GAP's needs.
or process failures, trainees, ... etc), to
avoid impact on the production output. Randomly check GAP indicators and Routine (content) is a standard for all GAP
The production operators are focused targets in different GAPs. Leaders.
and following SW, and not dealing
directly with the variability Check if GAP Leader routines are living
GAP performance indicators and targets are All GAP indicators under a Supervisor are the The GAP Leader does not understand the
documents with content updated based
different between different processes/GAPs same and do not reflect the reality of the indicators or how to influence them.
on current operational issues or
improvement priorities. Including weekly
(linked to their specific improvement
opportunities or needs).
performance level of the area. ©
time spent off line.
EMPLOYEE EMPOWERMENT

Observe during assessment who and The GAP Leader routine and GAP Performance is GAP Leader routine and GAP performance is There is no regular review between Supervisor
how variations (reworks, lack of reviewed weekly with the Supervisor and reviewed on a regular basis but not every week. and GAP Leader.
materials, equipment failures…) are actions/focus points defined to improve GL and/or Some reviews have no actions/focus points No actions/focus points defined.
managed in the line and how operators GAP performance. defined between SV and GL.
are dealing with variations not included
in the SW.
Less than 50% of the actions / focus points (at No development plan (based on the development
the time of the assessment) are done. guide) exists for the Gap Leader or it's last
There are examples available of past
actions or focus points implemented
© update is more than 12 months old.
based on the development guide.
1
Gap leaders are inside of production acting as Gap leaders are inside of production acting as Gap leaders are inside of production acting as
Operators for less than 30% (on average over a Operators for the majority of their time (More Operators for the majority of their time (More
week). than 50% on average over a week).
© than 70% on average over a week).

The Top 5 meeting is led by the GAP Leader using The team is not attentive during the TOP 5. No use of the GAP Board.
the GAP Board and is done at beginning of the
shift with the full GAP team. The team discusses
the GAP performance indicators, shares general
information and/or problems from previous shifts, GAP Performance indicators and actions for the No Top 5 at beginning of the shift.
and reacts if necessary (deciding or day are not reviewed during Top 5.
communicating actions for the day).
ü
Interview operators and attend a Gap No general information shared (if appropriate). Some GAP members not attending Top 5.
TOP 5.

OTHER:

10
 472319453.xlsx

1.11
.
Fundamental : Supervisor Role
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Supervisor has a daily routine to check Check if there are identified Supervisor's Supervisor has a routine which is adjusted to Supervisor routine is not clearly linked to their Supervisor routine not available or not used / up
respect of shopfloor standards, for assigned to lines and their routines with his/her individual development guide and area Individual Development Guide and/or areas to date.
example:
- GAP Leader routines execution.
thier development guides.. needs.
ü needs.

- 5S Check that Supervisor routines and

- HSE (EPI, HSE Ok 1st part...) dashboards are living documents with
- Quality (Ok 1st part...) content updated based on current Each supervisor has a dahsboard linked with Supervisor Dashboard not clearly linked with Supervisor dashboard not available or not used /
EMPLOYEE EMPOWERMENT

- SW adherence. operational issues or improvement their annual objective(s), main area KPI's and Annual Objectives and/or Individual Development up to date.
- Productivity. priorities. their development guide priorities. Guide.
…. Check that the main KPIs on their
dashboard are linked with annual
objectives. ü
SV Routine or Dashboard is a standard one for all
SV.

The Supervisor routine and dashboard are Supervisor routine and dashboard is reviewed There is no review between Supervisor and N+1.
reviewed minimum monthly with N+1 and with N+1 Manager regularly but not every month
2
actions are defined to improve. .

ü Some reviews have no actions/focus points No action/focus point defined at all.

defined between SV and N+1.

Actions are expected when main area KPI show Not all main area KPI deviations identified over There is no reaction to main area KPI deviations.
deviation from monthly target. the previous month have a reaction applied.
ü

OTHER:

11
 472319453.xlsx

1.12
.
Fundamental : Succesion Plan
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
There is a clear view of the succession in Powerpoint presentation done for the All key positions identified and have a Less than 80% (N-1) Key positions have a back Less than 50% (N-1) Key positions have a back
the short and mid term for key positions. People Review analysis for all key short/middle term back up (inside or outside the up (Short or mid term) or an action plan to cover up (Short and Mid term) and no action plan to
ü
EMPLOYEE EMPOWERMENT

positions (M&P,TFA, MOD) on annual plant e.g. Division, other plant...). the position. cover the roles.
This considers turnover basis.

Ask Management members the process

The Plant has defined its key positions (Can Succession Plan is not reviewed annually. No Succession Plan Review.
of people review.
include selected M&P, TFA, MOD, but must
include the N-1) and has a plan for succession.
ü Only N-1 included in key positions

Some Supervisors are included in the Succession Supervisors are not included in the Succession
Plan (for promotion and promotion to the role). Plan (for promotion and promotion to the role). 2
ü
The Management team conducts a plant No evidence of the calibration meeting.
calibration exercise to identify and agree on
potential talent in their plant.
ü

OTHER:

12
 472319453.xlsx

1.13
.
Fundamental : Career Development
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
EMPLOYEE EMPOWERMENT

Plant has launched the IDP process and Review the STAR (M&P) process on the The Plant is using the Career interview process. Less than 75% of requests for Career interview Less than 50% of requests for Career interview
has defined, with the Division, who previous year and if the requests for (coming from annual appraisal or RCD's or more (coming from annual appraisal or RCD's or more
should have an IDP Career interviews, RCD,and M&P than 5 years in the role) were done in the than 5 years in the role) were done in the
seniority in the position > 5 years. ü previous year. previous year.
The Career Interview process exists at
Plant level according to the requests
from the annual performance evaluation Review the Career development process The Plant has launched the IDP process for more Less than 50% of P1's have an IDP, or the actions Less than 25% of potential talent (M&P) have an
(MD and/or Site HRM lead) in the plant and check at least 2 Career than 75% of its agreed population (Potential identified in the IDP are not followed. IDP.
discussions and IDP's. Talent M&P). ü
Take one IDP managed by the Plant and Where a TFA / non M&P has been identified with No TFA are identified for a career discussion or No non M&P are identified for internal mobility or 1
review it (can be for any position). the potential to develop into a larger role (e.g. planned / requested career interviews are not promoted in the last year (example Operator to
TFA to M&P ) the Career interview process was completed for this population. GAP Leader)
followed in line with the Plant defined process. © For TFA, less than 25% of requested career
discussions are planned / done or check previous
years actual to plan status.

OTHER:

13
 472319453.xlsx

2. Total Customer Satisfaction

2.01
Fundamental : Drive Customer Satisfaction
.
Point
TOTAL CUSTOMER SATISFACTION

Definition Expectation How to assess Fully applied Partially applied Not applied
s
This applies to major customers for the Ask Quality manager for customer Monthly follow-up of customer intimacy matrix Customer intimacy matrix is not available, not
plant (80/20 rule, Faurecia Key intimacy and customer voice matrix and for major customers. updated or missing some intimacy analysis.
customers or as defined by the Division). compare with one of the management
team member the attitude towards
ü
Customer scorecard in place. customer satisfaction (intimacy and
Ensure common understanding with voice)
Ask quality manager, plant manager Monthly follow-up of customer voice matrix No actions taken in case of deviations Customer voice matrix/scorecard is not aligned
.customer about the state of the business and/or management team the status of (scorecard) with action plan (in case of with customer portal status/ not followed-up at
/ quality expectations / logistics score card and action (if needed). deviations). least monthly.
expectations/ program launch
expectations etc..: One voice. Check customer portal for lasted results,
ü
complaints, status, etc.
Alignment and adaptability to 2
Periodic review of customer relationship Ask about App utilization process. Information received from Customer feedback Customer feedback App is not used / not
customers' changing conditions.
(Intimacy and voice). App are analyzed and proper actions are taken considered (when available from customer).
every month (when available from customer).
Utilization of customer voice app
¤

OTHER:

2.02
.
Fundamental : Poka Yoke
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Prevent the occurrence and build a Observe PY validation at shift change. PY are tested every start of shift and after PY is validated but some Padlock are not Poke Yoke is not tested correctly.
product without defect, or Allow breakdown, according to instruction. reflecting the real status of the PY.
TOTAL CUSTOMER SATISFACTION

detection of the defect when it occurs.

ü Poke Yoke is not checked every start of shift or

after breakdown related S/R Poke Yoke is not
checked.

Ask to see in the control plan the PYs For S/R Poka yoke backup mode: Mandatory rules Back-up mode described in PadLock doesn't Poke Yoke back-up mode is not respecting the
and select one S/R PY (if existing) and are written on padlock. match with CP. mandatory rules.
one non S/R PY (if existing). For the PY S/R backup mode mandatory rules; 100%
selected ask to see padlock. Inspection, 100% Marking of the parts and 100%
Record of traceability.
Backup mode matching with control plan.
NA

Ask one operator to explain how to run Back-up mode is defined and operator knows Back-up mode is defined but the operator doesn't Back-up mode not well applied when the PY is not
in Back-up mode. how to apply it. know how to apply it. working, Part NOK is not stopped.

Poka Yoke match with CP. Number of PY doesn't match with CP. PY is in the CP but not existing.

OTHER:

14
 472319453.xlsx

2.03
.
Fundamental : OK First Part
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Ensure compliance of HSE, polyvalence, Ask GL/SV to show OK first part available OK first part process is performed. GL/SV is OK first Part is performed and parts are ok, but Ok first part is not done.
TOTAL CUSTOMER SATISFACTION

product, process at the beginning of (except JIT). responsible to give final approval of OK first part. the form is not properly filled or missing sign off.
shift, after change over and breakdown Ask GL/SV to see the OK first part
check sheet with conclusion about the
process (OK/NOK/Under ü Ok first parts check sheet Ok, but parts are NOK.
derogation/Pending Lab test).

Parts are segregated between start of production Parts are not segregated between start of
and lab test conclusion when needed. production and First defect found.

Ask GL/SV the process to segregate Reaction rules are available according CP and Reaction rule is applied but not properly Reaction rules are not respected for HSE and S&R
suspected parts until end of validation performed as required. recorded. items NA
(Segregation of parts can be physically
or by IT system).
Participate in the OK first part process.
Mandatory rules are respected in the OK
first part process. Mandatory rules are considered in the OK first Mandatory rules not considered and product is Mandatory rules not considered and product is
part unless with derogation. OK with customer protected. NOK.

OTHER:

2.04
Fundamental : Check-do-check
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Any defect created in the workstation is Ask to see KPC list and matrix with the There is a KPC list and one matrix with all the There is no matrix with KPCs and where they are
TOTAL CUSTOMER SATISFACTION

detected and identified by the operator stations where each KPC is controlled. KPCs and where in the process they are checked. checked.
himself, applying reaction rules.
Interview operator at one worstation
with KPC control to explain control/self-
inspection tasks and stop at defect rules.
Operator respects check-do-check tasks. Order of operation is not respected (without Operator not able to explain limit OK & limit NOK.
For the same workstation, ask to see the Operator knows limit OK & limit NOK (based on impact on product).
history of tally sheet to check if stop at boundary samples or photo).
defect rules were correctly applied.

Ask to see the pareto of the line to check Operators are not inspecting the parts compare
what is the top offender defect. WI.
NA

Stop at defect rules is respected. Some deviations when applying Stop at defect
rules.

There is a convergence plan for the top offender Convergence plan for top offender defect if
defect. results are out of control (at least one
convergence plan per UAP).

OTHER:

15
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2.05
.
Fundamental : Final Inspection
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Final inspection clearly defines Check path diagram/WI and Observe Same TQW check items as FI or less. Up to 1 item different than FI. More than 1 item different from FI.
inspection point with limit OK/NOK FI/TQW process 2 parts. Clear criteria (limit OK/NOK) defined in WI Execution of TQW/FI criteria check doesn't match
criteria, and with suitable inspection Interview final inspector on number of TQW/FI. For latest customer claim, customer is the WI.
path. Not a bottleneck. checking points and the last customer protected.
A final workstation is not required to be issues. Cross check with latest claim if
For latest customer complaints/feedback,
100% dedicated to inspection but not customer is protected.
operator is not checking the defect or it's not
allowed to perform rework. Check final inspection validation form.
defined what and how to check.
Ask who did the validation and how they
performed it.
Operator respecting the inspection path. Operator not respecting the inspection path. FI validation form not used.
TOTAL CUSTOMER SATISFACTION

R&R study related to FI/TQW. Check R&R validation with quality

FI validation form by shift is used and at least 9 Less than 9 questions are ok. FI or TQW Operator perform rework.
department and cross check with
questions Ok.
TQW is installed in case of launch, polyvalence matrix (at least for the
transfer and/or major issue/Customer latest customer concern).
request
Each TQW/FI operators succeed on R&R test R&R validation not up to date (below the target). At least 1 TQW/FI operator never succeed to R&R
(updated after WI changes and/or within the last test.
6 months, with the last boundary validation) at
least for aspect issues.
No actions/trainings done after failure to the R&R
test.

Ask FI operator about the findings in Immediate feedback to GAP leader (or No feedback (more than 1 defect) from FI No feedback on deviation done to Final NA
TQW. designated person) for each defect found at transferred to the concerned operator inspector/Concerned Operator.
Ask the FI defects found and the defects TQW. GL informs FI and operator(CDC). Same
coming from upstream process (or tally process at FI.
sheet), then go to the operator who has
not detected the defect about the
feedback from FI.

Ask Quality department/UAP Manager Convergence plan for TQW is available No defined action plan for at least 2 control No convergence plan for TQW.
about the convergence plan for TQW points of TQW.

Ask the Gap Leader to see cycle time FI or TQW station can't be a bottleneck. FI or TQW is bottleneck but not more than 20%. FI or TQW is bottleneck more than 20%
diagram of the line or check the cycle
time for each workstation.

OTHER:

16
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2.06
.
Fundamental : Management of non-conformance
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
When NC part/material is detected, NC Ask operator where is the nearest NC part are individually identified Some 'Parts placed in Red/Yellow bin are not Several NC part not identified and not placed in
are immediately segregated to prevent red/yellow bin associated to his and put immediately in Red (scrap)/Yellow identified. Red/Yellow bin.
mixing with good part. workstation. (rework/suspected part) bin.
TOTAL CUSTOMER SATISFACTION

Confirm each part NOK is identified

within red or yellow bin. NC part in Red/Yellow bin for more than 1 shift. NC part in Red/Yellow bin for more than a day.
For parts in Red/Yellow bin, check the Red/Yellow bin are close enough/easy access
record in tally sheet. from operator.

Observe during shift change if Individual Identification for scrap is not Red, Red/Yellow bin is not within the production line
Red/Yellow bins are empty. identification for rework is not Yellow. area.
Ask the operator to explain the NC parts
flow.
Scrap/rework parts are registered in tally sheet of Not all parts in Red/Yellow bins were recorded in Tally sheet is not used to record scrap/rework
the line. tally sheet. parts.
Ask SQA/Quality Manager to see
Quarantine area.
NA
Quarantine area. Any NC parts coming
Non conform part flow (part out/back) is defined Gap members are not able to explain NC part NC part flow is not defined.
from supplier/production line/customer.
and known by the gap members. flow properly.

Quarantine area is managed: NC parts identified, At least 1 criteria is missing in Quarantine area. Quarantine area is not managed.
responsible defined, time in, time out and area is
locked.

OTHER:

17
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2.07
.
Fundamental : Rework under control
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Reworks are performed by following the Check authorized or not authorized Rework WI exists (what can be reworked, how to Rework instruction missing for some defects. No WI or no respect of rework instruction (part
instructions from skilled operator. rework criteria (within WI) is well rework and validate) and respected. NOK after rework).
TOTAL CUSTOMER SATISFACTION

Rework part validated. defined.

Select 2 main defects and ask GL (or

reworker) about the way to rework and How to rework is not clearly defined. Reworked part is not validated (by another
ensure compliance to WI. (ideally operator than reworker).
confirm during rework operation)
Confirm operator validation.

Check that Operators doing rework are Operator doing the rework is validated Operator doing rework not re-validated within Operator doing rework not validated
certified by asking their certificate (qualification). one year. (qualification).
(polyvalence is not enough for welding).
Check records in rework tally sheet.
NA
Parts are marked/registered(at least for S/R). Several Parts are not identified (if applicable and No record of S/R reworked parts according to
no S/R). mandatory rules.

Rework Tally sheet is used. Not all the rework defects are recorded on the
Rework Tally sheet.

OTHER:

2.08
Fundamental : Audit Process/Product
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
TOTAL CUSTOMER SATISFACTION

Product / process audit performed Review internal (process and product), Audit planning exists for the complete plant Audit is not conducted as per planning even after Missing Process/Product audit for S/R or HSE.
according to customer requirements, S/R, HSE and customer product audits according to clear criteria. rescheduled.
control plan or FCP. planning and result with the responsible
person to do the audits.
Plant product audit is done according to
the regular customer product audits Review status of customer process
ü S/R audit is NOK without action plan.
(same type and requirements). audits if available check customer portal
for last audit result.

In the planning check who are the Action plan available to address issues found After NOK audit results, there is no reaction (no If customer audit process is failed and action plan
during product / process audit. containment / back to standards). is not available.
people responsible for the audits and
check their validation (certification ü
needed in case of customer request). 2
Auditors performing the audit are certified and
revalidated according to the frequence defined
by the plant. Auditors were nor revalidated according to the Auditos perfoming the audits are not certified.

ü frequence defined.

OTHER:

18
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2.09
.
Fundamental : Preventive Action
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
TOTAL CUSTOMER SATISFACTION

Preventive activities are performed For last customer complaints, ask to see Several activities/worshops (7FM, Avoid miss- 7FM identified without containment after the No 7 FM after the customer complaint.
according to internal issues to avoid 7 failure mode analysis or Avoid mis- labelling matrix, FMEA, RPN reduction) performed customer complaint.
impacting the customer. labeling workshop for mis-labeling after a customer complaint.
issues.
Preventive activities performed in the
program phase and with any Avoid misslabelling workshop is conducted but all No Avoid misslabelling workshops in case of
product/process change: 7FM, miss- the risks are not covered on actions. misslabelling customer complaint.
labelling.

7 Failure modes analysis is completed

for any process where an assembly task Ask to see PFMEA of the process and
is performed. which rules the plant is following Output of workshops (7FM, Avoid Misslabelling)
customer or Faurecia. not integrated in the FMEA).
NA

PFMEA is updated regurlary with action plan to No action plan for RPN above the target for non No action plan for RPN above group target for S/R
reduce RPNs. S/R processes. processes.

OTHER:

2.10
.
Fundamental : Supplier Management
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Ensure Self-certification status to any Ask to SQA to open QSS-S and about the Description of Problem (D1) defined: 5W / 2H with No alignment between 5W / 2H and specification. Supplier informed after more than 48h, in case of
Bought Out Parts (BOP). latest Supplier issues (PFx) for BOP. traceability. PF4.

In case of problem, define clear Problem

description (D1).
Used Picture / Photo. For 2 PFx ask to SQA the 8D analysis Robust D3 done in 24H from incident received Clean point information not received. D3 not done in 24H from incident received, in
TOTAL CUSTOMER SATISFACTION

received for the Supplier. /show me: clean point (Faurecia protected). case of PF4.
Early warning of Supplier and get Open CSL1 and / or CSL2.
agreement to protect Faurecia (less than
24hours) and relevant countermeasure.
Occurrence of technical root causes are Faurecia or Customer are still finding defects Reocurrence in the customer for same root
Validate each Discipline (8D) confirmed and validated with evidence of the even after countermeasure. cause, in case of PF4.
influence of the problem. Non-detection root
Have a clear boundary samples signed causes, as well.
(Limit OK/NOK). Countermeasure are defined and efficient (no
reoccurrence found).
Respect KPIs definition, update QSS-S
and ensure relevant reporting.
Check the Customer portal for PFx and External official Claims are registered in QSS-S, Supplier received PPM not reflecting the reality or Not respect of the definition rules, in case of PF4.
NA
cross-check the information with QSS-S. with debit alert agreed. In line with Customer not compliance with definition.
portal” respecting FAU-S-SPG-3123 and received
PPM definition.

If the plant it's at risk due to Supplier, Top offenders Suppliers are defined and followed No involvement of Plant Manager and Quality Top worst Supplier not followed and without
ask to SQA / Quality Manager / Plant with meetings to identify actions to improve the Manager on Top worst Supplier. escalation (major issues or reoccurrence).
Manager the escalation process and TOP performance.
offenders Suppliers. Quality manager, SQA and Plant manager are
involved in this activity.

Escalation of major issues or reoccurrence.

OTHER:

19
 472319453.xlsx

3. Operational & Launch Excellence

3.01
Fundamental : Launch Team & Governance
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Official nomination by the Plant Manager Ask to see the BG PMS system IPM (or equivalent) is nominated by the Plant IPM (or equivalent) participates in some of the IPM (or equivalent) doesn't participate in the
for the Plant launch representatives: (Helios/PSNext), interview the IPM (or Manager and participates in the program key program key activities for phase 1 according to program key activities for phase 1 according to
-IPM (or equivalent) before Program kick- equivalent) and Plant Launch team activities for phase 1 according to the program the program needs. the program needs.
off meeting about: needs.
-Plant Launch Team (minimum - nomination
Production, PC&L, Quality, Engineering, - participation in the routines defined for
The Plant Launch Team is nominated and the The Plant Launch Team participates in some of The Plant Launch Team doesn't participate in the
Maintenance, FES&P and HSE) at the the program at the plant level
needed resources are in place according to the the program key activities for phase 2 according program key activities for phase 2 according to
Plant kick-off meeting at the beginning - participation in the program key
plan. The team participates in all key program to the program needs. the program needs.
of phase 2. activities and according to program
needs (ex. cardboard workshop, activities for phase 2 according to the program
specification release, packaging needs.
definition, etc.)

Launch Area / Visual Management: Visit Launch area and interview IPM (or Launch area is defined and is easily accessible. Launch area is not easily accessible or clear for Launch area not defined.
-Dedicated area defined according BG equivalent) about the available the plant routines.
PROGRAM LAUNCH

recommendation, with relevant information.

information for the program.

Routines are defined and respected. 80% of the routines are respected. Routines not respected or not defined.
Routines are defined (minimum
Ask to the IPM (or equivalent) to explain
requirement: monthly and weekly
the content and follow-up of the
meeting after FPT) lead by IPM (or
routines.
equivalent))
NA
SLI its managed by IPM (or equivalent) and SLI is managed by the IPM (or equivalent), but No SLI at plant level or critical issues are not
Single List of Issues (SLI) is managed by Ask the IPM (or equivalent) how the critical issues are escalate to the Program. data is missing (ex. action, responsible party or escalate to Program.
IPM (or equivalent) and includes all plant SLI is managed and check: due date).
unsolved / abnormal issues that could - The prioritization of mentioned
affect QCD of the product/process. concerns (action, responsible party, due
Classification of concerns in terms of date, escalation to the program, and
impacted areas. follow-up).

Applicable KPIs are defined according to the BG 80% KPI's are update on time. KPIs not updated or KPI's are updated but without
Ask which Launch KPI's (QCD) have been recommendations and are updated. any reaction.
defined, check for follow-up and reaction
Launch KPIs are available and their when off target.
status is up to date
At least one recommended KPI is tracked Check if the actions (regarding the SLI Plant critical actions on the shop floor are The TOP3 critical Plant actions are performed on Plant critical actions are not performed on the
for each of the following: People / Quality and KPI's) are applied on the shop floor. performed. the shop floor. shop floor.
/ Suppliers / Process readiness / PC&L /
Launch Costs

OTHER:

3.02
Fundamental : Launch Staffing & Training
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
For MOD&MOI: Ask the IPM (or equivalent) for the Hiring Hiring and training plan (including the level of Hiring and training plan is defined and followed, Hiring and training plan not defined or not
Staffing plan reviewed periodical and training plan for MOD&MOI. polyvalence for MOD) is defined and followed, or however, there is no convergence plan in case of followed.
according program phase and there are in case of deviation there is a convergence plan. a deviation.
PROGRAM LAUNCH

a Convergence Plan in case of

discrepancy.

Hiring and training plan by line and shift, Interview the IPM (or equivalent) and MOD are trained in line with the ramp-up plan Target and achievement of the Polyvalence MOD at Final Control and S/R workstation don't
defined according Program needs and request the training plan (MOD&MOI) and according to the: matrix isn't consistent with training plan. have level U of polyvalence.
with minimum requirement for: function, process and ramp-up plan for new -Industrial planning
plan vs real, ramp-up plan, timing and projects. - Polyvalence matrix consistent with SW
polyvalence level. Check on the shop floor if MOD are - Polyvalence level 3 (“U”) for Final Inspection
trained in line with the training plan. - Target by workstations to have 2 operators SW not defined / no evidence for Polyvalence NA
validated with level 3 (“U”) at SOP level.
MOI: Supervisor, PC&L, Quality, Process,
Maintenance.

Type of workstation (S/R & Final Control)

20
 472319453.xlsx

OTHER:

21
 472319453.xlsx

3.03
.
Fundamental : Production Runs
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Equipment & Tooling: Planning Ask the IPM (or equivalent) for the For Equipment, Tooling and Gauges: For Equipment, Tooling and Gauges: For Equipment, Tooling and Gauges:
respecting program milestones (MPT Investment list and last detailed The Industrial planning is consistent with the The Industrial planning is not consistent with the There is no Industrial planning.
secure) industrial planning (Specification production trial and program ramp-up planning. production trial and program ramp-up planning.
release, RFQ, RFQA, SNC, PO,
Minimum requirements for pre- manufacturing, PT@supplier,
acceptance: aceptance@supplier, transfer to plant,
-Technical and maintenance pre-aceptance@plant, installation,
documentation, PT@plant, MPT@plant and EMPT@plant).
- Run at rate,
- Quality insurance and capability,
- Health, Safety and Environment (legal Pre-acceptance done by Plant and all open issues Pre-acceptance done by plant but it's missing Pre-acceptance not done.
requirements and risk assessment), are managed through PDCA prior to the MPT. some actions in the PDCA prior to the MPT.
- Reliability,
- Training.
For 3 Equipment & Tooling installed, Machine Evaluation form is completed Machine Evaluation form "Criteria for Machine Equipment & Tooling are running with any HSE
10 Key concepts of lean industrial design request: status" is not respected. MR not respected.
used as document to assess each -Pre-acceptance
workstation -Machine Evaluation form
PROGRAM LAUNCH

10 Key Concepts of Lean Industrial Design 10 Key Concepts of Lean Industrial Design 10 Key Concepts of Lean Industrial Design
Ask for the 10 Key Concepts of Lean assessment is performed at Gate 2b and with assessment is performed at Gate 2b but contains assessment is not performed.
Industrial Design assessment present on comments for NO. no comments for NO.
CAPEX.
Criteria not applicable for the programs
with GR2B planed before July 2018.

Ask to IPM (or equivalent) for Launch Launch book initiated no later than 1st PT Launch book not initiated for 1st PT NA
Ensure the process capacity and check- Book for PT and MPT:
list secured - Check Production Trials results
- Capacity by process
- Check-list
On Launch Book: On Launch Book: On Launch Book:

-MPT ok according initial program timing - MPT done 30 days after initial date - MPT not done according program timing
-Timing of trails respected - 10% of processes are 0% capacity without back- - No Launch book
-Capacity>= 85% target or BG rule up
-Check-list >= 85% target or BG rule
-S/R audit OK

Check on shop floor the implementation 100% of items are performed on shop floor. 80% of items are performed on shop floor. Actions not defined for nok items or not
for the items defined on check-list for performed on shop floor.
each chapter (Manufacturing / PSE,
Maintenance, HSE, Quality / QSE, PC&L,
Training / EE and Suppliers).

OTHER:

22
 472319453.xlsx

3.04
.
Fundamental : People Organization (OHP)
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
There is a live OHP structure (MOD & Check the current structure defined in There is a clear organization structure for the OHP exists for the current situation but not No OHP review performed or linked to budget.
MOI) that is built by the Plant Manager & the plan matchs the actual situation on Plant that reflects the current situation. followed monthly.
their Team and validated by the
Operations Director.
the shopfloor in several GAPs. ü
Where there is a change in the structure Review both the target and Budget
planned - this plan is clearly followed by situation.
EMPLOYEE EMPOWERMENT

There's a target OHP analysis showing the MOD OHP plan does not have a link with the Budget No OHP Target defined.
the Management team as part of their and MOI GAP's organization, according to the process.
normal monthly cycle. This is linked to
the PIC meeting.
Ask 1 management team about the
analysis of the potential tasks
budget exercise. ©
transferred.
OHP is updated and reviewed with information OHP does not include new project launches.
from PIC process.
ü
OHP ratios can be relaxed - 10% when There are actions to achieve the target. Action Plans not up to date. No action plan available.
Fundamental 1.8,1.9, 3.6, 3.20, and 4.3
are fully applied in the GAPs where OHP
standard not respected.
ü 0

The Management Team has done an analysis of The Management Team have not done an
the potential tasks to be transferred.
ü analysis of the potential tasks to be transfered.

The correct proportions of the plant respect the OHP ratios only respected in between 70% to OHP ratios are respected in less than 70% of the
OHP ratios. 80% of the Plant. Plant. ©
ü At launch (MPT) the ratios are not respected.

OTHER:

3.05
.
Fundamental : Mastery of Workstations
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
The polyvalence matrix reflects the Check that the qualification level reflects All Operators are shown in the matrix and All line events not taken into account in No qualified operator in workstation.
reality of the operators mastering of the the reality (gain or loss of levels): workstations are filled by qualified operators. Polyvalence level/matrix. (e.g. missed defect,
standard (for level I), and actual Level I - record exists Containment actions if workstations not filled by failed SW review….).
performance in Quality, Delivery, Level L - any defect passed impacts qualified operators (e.g. S/R (L), final
Improvement (for levels L, U, O). level inspection(U)). No containment in place for S/R and final
Level U - SW time adherence impacts inspection.
level
ü
EMPLOYEE EMPOWERMENT

Level O - implemented improvement

ideas, have an impact on the level. No polyvalence matrix available in the GAP.
This is done based on the plant rules,
which at minimum respect the group
standard.
Operators missing from Polyvalence follow
up/matrix.

The polyvalence level of operators reflects the Qualification levels don't respect the group
reality based on the plant rules and line standard (at the minimum).
performance (e.g. update after SW change, bad
parts passed, cycle time not achieved etc...). ü 1

The GAP Leader has a plan identifying Check criteria used by GAP Leader to SV and GL have defined next step of Polyvalence The next step of Polyvalence is defined but There is not next step/target of Polyvalence
the need of quantity of qualified define the target quantity of qualified needs for the GAP and operators to be trained operators to be trained are not identified. defined for the GAP.
operators by station (based on WS
complexity, training time, bottleneck,
operators by station. are identified.
©
ergonomic or quality constraints…).
All workstations have a back up at least level I, Some workstations don't have a backup, but Some workstations don't have a backup.
except S/R where minimum is level L. there is a plan.
©

OTHER:

23
 472319453.xlsx

3.06
.
Fundamental : PIC / PDP
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
PIC held monthly over 6 to 12 months verify with PC&L manager randomly PIC All the following items are available for the last 4 1 of the following items are partially not OK or 2 or more of the following items are not OK or
defining plant calendar, direct labor, decisions for different families. months with decisions mentioning: missing: missing:
shift pattern, Daily production rates - Monthly PIC minutes (including attendees and - Monthly PIC minutes (including attendees and - Monthly PIC minutes (including attendees and
(Qty) to be produced by families. Keep decision) decision decision
the same TT as much as possible - Horizon: 6 to 12 months
Line/machine capacity is checked. - Production/customer calendars and shift - Horizon : 6 to 12 months - Horizon : 6 to 12 months
Critical Supplier Capacity Check pattern
- DL resources & machine capacity utilization
- Volume per family
- Anticipation of new projects or end of
production - Production / customer calendars and shift - Production / customer calendars and shift
- Month-end target inventory pattern pattern

- DL resources & machine capacity utilization - DL resources & machine capacity utilization

- Volume per family - Volume per family

PRODUCTION CONTROL &LOGISTICS

- Anticipation of new projects or end of - Anticipation of new projects or end of

production production

- Month-end target inventory - Month-end target inventory

PDP is held weekly over 5 to 12 weeks Verify PDP decisions are entered into PDP minutes (including attendees and decisions) 1 of the following items are partially NOK or 2 or more of the following items are partially NOK
defining achievable targets: detailed FCS available with commitment from UAP regading: missing: or missing:
shift pattern (opening time), number of - Horizon: 5 to 12 Weeks (excluding current PDP minutes (including attendees and decisions) PDP minutes (including attendees and decisions)
operators, daily production quantities to For JIT plants PDP loaded into SAP is not week, considering complete months) available with commitment from UAP regading: available with commitment from UAP regading:
be produced by part number. needed. - Horizon: 5 to 12 Weeks (excluding current - Horizon: 5 to 12 Weeks (excluding current NA
- Volume per part number (displayed by family if week, considering complete months) week, considering complete months)
The Respect of PDP commitment is Check with UAP manager: it makes sense)
followed daily per production line with - What was the commitment & if it was - Direct Labor (incl. planned overtime)
defined targets (PDP adherence in aligned with PIC/ PDP decisions. - Machine load (capacity confirmation) PDP loaded into FCS (for Techno) -PDP loaded into FCS (for Techno)
volume and mix). - when PDP adherence is not achieved in - Resulting finished good inventories
volume/Mix, decisions were taken.
PDP leveled over the period. - Volume per part number (displayed by family if - Volume per part number (displayed by family if
it makes sense) it makes sense)

Direct Labor (incl. planned overtime) -Direct Labor (incl. planned overtime)

Machine load (capacity confirmation) -Machine load (capacity confirmation)

- Resulting finished good inventories - Resulting finished good inventories

PdP adherence (for JIT & nonJIT ) is reviewed daily PDP adherence is reviewed daily, but no PDP adherence is not reviewed daily.
in volume, weekly in Mix, decisions are taken decisions when needed.
when needed.

Target Labor/Machine achievable & reviewed. PDP is not achievable

OTHER:

24
 472319453.xlsx

3.07
.
Fundamental : Pull line at Takt Time (TT)
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
The line is pulled at TT in a levelled On levelling board check that WK exist For Non JIT: For Non JIT: For Non JIT:
conditions in mix and volume according and are levelled according to PDP Takt Levelling board (or Faurecia Digital Solution) is Withdrawal not at takt time. Several No levelling board and/or no WK.
to PDP. Time. leveled according to PDP decision and used to discrepancies in WK frequency.
transmit the takt time with Withdrawal Kanban Withdrawal period is not matching line opening
This is achieved through the use of a (or equivalent system) to the production line time.
PRODUCTION CONTROL &LOGISTICS

levelling board (physical leveling board Check on LB if delays are visible and if
or digital) showing withdrawal kanban reaction rules are applied.
and production intruction kanban (PIK)
when make to order (MTO).It also shows Withdrawal scheduling not respected (over 1H
production line the planned stops Check how the plant is able to see delay delay).
(breaks, Top 5...). It reflects real time according to customer TT Vs PDP.
status. Delay is visible (at Leveling board or equivalent Delay is not visible on LB or equivalent DT Tool No reaction Rules.
DT Tool), with reaction rules defined on when to with several inconsistencies on when to recover. Multiple inconsistencies.
For JIT : the TT is transmitted through a recover.
pacemaker. Solution= screen display, stock tracking
in each place Faurecia/on
road/Customer, ..., system to know if we
Process is managed. Reaction rules were not consistenly applied
are late or ahead of customer real time.
System not working
NA

For JIT: For JIT: For JIT:

Solution exists comparing Customer Pace vs PDP No solution comparing Customer pace vs PDP Line Speed not aligned with PDP.
Decision in real time. Decision.

Delay is visible & reaction rules exist. Delay is not visible.

OTHER:

25
 472319453.xlsx

3.08
PRODUCTION CONTROL &LOGISTICS
.
Fundamental : Just Needed Inventory
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
FCS safety stock is reviewed after PIC Review JNI cockpit in ZPP_JNI JNI report contains minimum 70% of the active JNI report does not contain a minimum of 70% of
according to planned volume by part transaction. parts (excluding plant-specific mat. status 08, 09, the active parts.
number. 10, 99, Z0, ZS and ZZ)
Level of BOP inventory is tracked daily. Check BI report for components in JNI:
Just Needed Inventory managed in FCS. POD C40 - KPI247 and KPI534 FCS safety stock was updated less than 40 days Update of safety stock > 40 days and < 90 days Use of safety time in FCS.
FCS safety stock quantity of parts (no ago. (valid for JNI in FCS). Reorder point update > 90 days.
safety in days). Check if the plant is tracking BOP
inventory. Inventory segmentation is managed in FCS and Inventory segmentation is managed using excel FCS safety stock does not match JNI calculation
FCS safety stock matches with JNI result tool with Reorder point of the system matching (excel or FCS).
Review the ZPP_MATMM (logistics data JNI calculation (mass upload < 90 days).
report) transaction to verify FCS safety
stock or MM03/MM04 to check MRP1. NA

Daily tracking of BOP Inventory and monthly JNI BOP inventory not tracked daily No Analysis, no actions.
GAP Analysis with actions. JNI GAP Analysis is done, but no actions.

OTHER:

3.09
Fundamental : Effective procurement
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Ensure that firm supplier orders are Interview with Material Planner Material Planner do daily check of production Coverage report not used on daily basis. No reaction from coverage report (only waiting
covering production needs (projected about production coverage. coverage and generates reaction. for physical alert).
PRODUCTION CONTROL &LOGISTICS

stock).
Respect conditions negociated with Check the reports: ZPPPS & ZAID.
suppliers according to Supplier Logistics
Manual (supplier data sheet) For receptions of the current day, check
the prepared inbound delivery (VL06). Material planner does not use stock coverage
All supplier orders are managed through the report.
Supplier orders can come from system (FCS).
Replenishment Kanban (cardboard,
Screws, NPP,..) but managed in FCS.
Additional orders (phone call, email) managed
Generation of supplier order through out of system.
excel is forbidden.

All inbound delivery are created before truck Some receptions with inbound delivery created Orders sent to supplier using excel (no PO).
arrival after truck arrival (by material planner) NA

Ensure supplier delivery performance to Review MPM portal (MPM.net). MPM is measured by delivery (in real time) for all MPM not recorded for all suppliers. MPM not recorded
avoid disruption in production. MPM: some discrepancies are accepted . suppliers and each month Top 3 offenders are Supplier performance is not monitored (MPM data
Suppliers' misdeliveries is measured by Ex:# lines NOK. identified and actions are monitored. not used).
MPM.
Reaction and escalation in case of
deviation. MPM is not recorded in real time (but weekly or
monthly) MPM recorded only in case of misdelivery.

OTHER:

26
 472319453.xlsx

3.10
.
Fundamental : Secure transportation
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
PRODUCTION CONTROL &LOGISTICS

Transport plan is defined and Verify that transport plan is updated in Transportation Plan is available in the shopfloor Transportation plan does not include return flows No transportation plan available at receiving or
transmitted to reception and shipping. receiving area and shipping at receiving and shipping (including empty for empty packaging shipping.
There is Reaction & Escalation in case of packaging returns).
deviation. Check Alert system exist is in receiving
area/ shipping for truck delays.
Transport plan is reviewed after PIC Manifests are availablel at receiving and shipping Additional transports are not planned on the No manifest on receiving board or shipping.
(monthly) and validated weekly. areas at least 24 hours prior to truck arrival. receiving board or shipping area (supplementary
Manifests for exceptional transportation and manifests, expedites…)
Manifests for current week and planning supplementary truck are available before truck
for week+1 are displayed in the arrival.
receiving area and in line with transport No receiving board.
plan.

E-receiving recommended. Transport management system is used No transport management system No escalation process available. NA

Alert system exists for truck delays (regular and Several examples of escalation process not Escalation process not respected for Premium
premium) respected for regular transports Freight.

OTHER:

27
 472319453.xlsx

3.11
.
Fundamental : Inventory control
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
There is a robust process in place to Review Plant Booking Points vs Standard Transfers managed in real time. (BOP, FG, Transfers with multiple examples of inconsistency No transfers.
detect inventory deviations that allow Guidelines. external warehouse, consignment stock). (not real time, transfer not done) .
plant to run without incidents. N/A for Raw material in consignment in bulk
Check in SAP stock movements (silo,..)
There are as well effective corrective frequency (real time/End of shift/ day).
actions to avoid repeatability of the
incident. Check with PC&L team about cycle
Production Declaration in real time. Production Declaration end of shift. Production Declaration frequency > shift.
count, negative stock and COGI and
Scrap declaration maximum end of shift. Scrap declaration daily. No Scrap declaration (several examples of scrap
PRODUCTION CONTROL &LOGISTICS

E-cycle count. ZAID analysis.

non declared and/or incomplete).
Check BI report for cycle count, count
compliance.(KPI66)

Verify Self remediation tool for (SoD) Daily Review of Negative inventories and FCS Negative inventory and COGI/ZAID are not Negative inventory and COGI/ZAID are not
with PC&L or Controlling. error logs (COGI/ZAID) with relevant actions monitored daily but at least weekly. There are no monitored.
actions.

Cycle Count in FCS, Cycle Count. Cycle Count out of FCS. Cycle Count. No Cycle Counting.
Compliance is followed weekly. Compliance is not followed weekly.

New parts are included in cycle count plan. New parts are not included in cycle count plan. NA

Booking points respecting the standard guidelines No 5th booking point in case of WIP inventory > 1 Standard booking points not respected
day

Analysis of significant inventory variances and Inventory Discrepancies Action plan not up to Posting of inventory discrepancies not done or
Negative Inventories is done minimum weekly date and/or actions not effective. transfered to non Nettable zone.
with corrective actions. SoD of cycle counting process not respected (ex:
material planner keying cycle count results).
No Analysis for Main Discrepancies Top 3 &
Action Plan.

OTHER:

3.12
Fundamental : Reliable Receiving
.
PRODUCTION CONTROL &LOGISTICS

Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Planning of truck arrival with dock and Review reception process. Reception using inbound delivery (ASN Inbound delivery manually created at reception.
TRA assignment (E-receiving board). integration or inbound delivery created before
TRA empty before next truck unloading Check inbound delivery creation truck arrival).
Reception is done versus FCS manifest process.
and confirmed by ASN. Physical check at reception in zoned TRA Reception of damaged parts or packaging not Physical quantity versus delivery note not
Physical check at reception. Automated Verify some examples of good receipts (quantity and integrity). reported. checked.
reception check is recommended (RFID, in SAP. No zoned TRA.
2D barcodes).
Reception booking within 1 hour after Reception booking is done within 1 hour after end Reception booking within the shift. SoD of receiving process not respected (ex:
end of unloading. of unloading. material planner receiving goods).
Alert system in case of quantity
NA
discrepancy at reception
Alert system is in place in case of quantity Escalation process not respected. No alert system in place
discrepancy at reception with escalation process

OTHER:

28
 472319453.xlsx

3.13
.
Fundamental : Warehouse under control
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
The systems in place allow the operator Select randomly several part numbers At the Supermarket, each part can be retrieved At the Supermarket, Pick and Put Instruction does At the Supermarket, no system available to
to know the locations to pick and place go to look for the parts in the shop floor. with an instruction that provides place to Pick not include storage location. retrieve a part number.
to put (E-Kanban, picking list, reception and place to Put.
list...) with visual management of
locations. Check the storage of high value parts.
Each packaging unit has a storage location (fixed Several products without location. Parts in unidentified locations at Supermarket or
Defined locations and zoning are Check if alert system exists and it's or random location) and it is respected, including Multiple examples of zoning or location not Mass Storage.
respected. followed (detection of Min and Max: may Mass Storage. respected
be visual or through the system, must
PRODUCTION CONTROL &LOGISTICS

Storage of high value parts is secured. be reliable)

Every box has a label. Some labels are missing. Most of the boxes are without identification.

Overflow of parts managed in dedicated area. Overflow not managed.

Restricted area for high value parts listed by BG. Separated area for high value parts not locked,
no cage with restricted access or failure(door not
locked).

Safety stock of BOP is visually identified, Process to manage safety stock replenishment is Not separated safety stock and no approval by
separated from the supermarket. If not not robust BG. NA
separated, it is approved by BG.

A specific process is in place to manage safety Safety stock is not visually identified No formal process is in place to manage safety
stock replenishment stock replenishment

Min-Max are defined for each Part with Each part has a minimum level displayed and Several examples of parts without minimum stock No minimum level in the warehouse.
adequate alert system. visible in the warehouse (used for alert
Safety stock segregated highly management).
recommented.
Alert system includes clear trigger, Alert system for parts below minimum exists and Several examples of alerts not raised Alert system not working
reaction rules (3 levels) and escalation is applied. No reaction when min is reached
process.

OTHER:

3.14
.
Fundamental : Manage flows in plant
Point
PRODUCTION CONTROL &LOGISTICS

Definition Expectation How to assess Fully applied Partially applied Not applied
s
Line Feeding to production lines is in Check replenishment methods: Components are delivered by logistics to line at Standard is not respected Production operator is leaving the station to pick
small box or part by part. information flow and physical flow to defined point in standard conditions. parts in the warehouse (unauthorized)
Component are delivered by logistics to deliver parts to the line (voice/memory Rolling warehouse
line at point of use or central point for not accepted). There is a system to replenish the production
water spider line.
There is a system to replenish the See if train/ AGV is coming back full or
production line it's going to the line with only a few
Replenishment frequency < 1H boxes. Replenishment frequency < 1H Replenishment frequency exceeds 1H. No system to replenish production line.
Stock on production line is consistent
with replenishment system Verify line stock is consistent with
NO forklift in production area replenishment system.
Line side Stock no more than 2.5 Loops Stock on the line exceeding 2.5 replenishment
cycles NA

No Forklift in Production area Forklift delivering parts at the workstation

OTHER:

29
 472319453.xlsx

3.15
.
Fundamental : Prepare truck in advance
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
For Non JIT: For Non JIT: For non JIT For Non JIT: For Non JIT:
Visualization at any time of TPA Check the process of truck preparation TPA is zoned & respected. Zoning not respected. No TPA or no Zoning.
preparation (truck preparation according
to schedule) and reactions rules exist No TPA preparation schedule per
and are effective. container (no demerit for exceptional TPA preparation schedule is available, updated TPA preparation schedule is available but not No TPA preparation schedule
PRODUCTION CONTROL &LOGISTICS

Each truck is prepared in advance in a complex case). and respected respected

specific area from Levelling Board.
Check if Reaction Rules are defined and
respected (for minor discrepancies no
demerit). TPA progress is displayed per container and Some discrepancy between TPA progress and No TPA progress tracking.
matches with reality. reality.
Verify TPA preparation is in line with
levelling board instructions.
TPA preparation status is available (on-going, Deviation on 1 TPA (status not matching reality) More than 1 TPA with status not matching reality;
late, prepared) and matches with reality. No TPA Status.

Reaction Rules are defined and respected in case Escalation process not respected. No escalation process available.
of deviation. NA

For JIT: For JIT: For JIT: For JIT: For JIT:
Fixed en Route Rules clearly defined Check the process of truck preparation Dummy Truck preparation Status is available Manual update of the information (ex: info sent No monitoring.
and followed. En Route, monitoring screen is available and by the resident). Status does not match with reality.
Real time status in the floor with Stock in Review customer delivery status in status matches reality.
transit and at Customer. shipping area.

Alert system with reaction rules is available and Escalation process is not respected. No escalation process available.
applied.

OTHER:

3.16
Fundamental : Shipping real time
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Respect customer administrative Review Shipping Process. All shipments are booked in real time (including Shipping to customer via external warehouse Not all shipments booked in real time (including
requirements. replacements, service parts…) without real time communication with FCS (incl. replacements, service parts...).
PRODUCTION CONTROL &LOGISTICS

For example: Customer portal fulfillment, mandated provider).

Labelling, Loading plan, ASN…
Respect outbound delivery schedule and
transport plan.
Shipments booked in real time and Respect of the customer requirements, (labelling, Customer Portal is not up to date. Customers requirements are not followed.
shipments reconciled with finance data. ASN, Loading plan, … ) including communication
through customer portal ( when required).

All critical processes are defined Ask for the list of critical processes. Critical processes are defined (Ex: equipments, No critical process identified.
(equipments, logistic operation, logistic operation, communication system..) and
communication system..) and back up back up modes with instructions exist.
plan exist. Look for planning of tests, results and
Critical processes identifiy when time to execution. Critical processes with time to repair or back up Time to repair or back up implementation not NA
repair is incompatible with JIT window implementation is compatible with JIT window conistent with the JIT window or safety time
time. time or safety time
Critical processes are regularly tested
Critical process is defined comparing Back up modes for critical processes are No instructions for Back up mode testing. No test of back up modes
time to repair versus available JIT regularly tested with clear instructions No back up plan
window.

For non JIT Review AMS delivery alerts All shipping events which had a customer impact AMS alert launched, no QRCI completed No AMS alert lauched after shipping events which
Interchangeability matrix of tool when have triggered an AMS alert and a related QRCI. had a customer impact
relevant.

OTHER:

30
 472319453.xlsx

3.17
.
Fundamental : KANBAN/ Shop stock/ buffer stock
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Production in batch : C Shop stock is , organized by row for at least High For High Runners (HR) some part number in the No shop stock (organized row per part number).
FG and WIP are stored in shop-stock at Runners (HR) and close to the line; wrong row.
the place where they are produced.
Visible by GAP members.
Production Instruction Kanban (PIK) is in
The shop stock is not close to the line and the No buffer (MTO).
place to replenish stock according Or buffer exists.
plant cannot demonstrate the production surface
withdrawal of next customer.
constraints.
PRODUCTION CONTROL &LOGISTICS

The decision on the shop stock size is Shop stock with PIK only for 30% to 60% of the Shop stock on less than 30% of the lines.
linked to the conditions of the line
(reliability, flexibility, quality
lines. ©
performance...)
Check PIK Kanban on HR part. Production Instruction Kanban (PIK) exists and is Several PIK missing on box/container on shop No min/max.
displayed on container (or Digital Faurecia legacy stock.
solution).
Production 100% Make to order :
FG are stored in a buffer. Information
No PIK but shop stock have min/max
system exists to trigger what to produce
(min to reorder, max in order to do not
sequence (PIK).
overproduce).

Stock are physically segregated. Shop Shop stock exists for at least high runners but 1
stock/Pool stock or buffer /safety without PIK.
stock/TPA.

Check with Production GL/SV how they Launcher and Batch Building box (BBB) (when No launcher .
manage launchers. needed) exist.
(to test buffer in FIS/FCM).
Check with Production GL / SV how they For JIS and production MTO:
manage production Buffer. Buffer exist is managed (e.g. red, green, red).
For JIS and production MTO:
Buffer exists but is not managed
©

Check segregation of stock. Stock are physically segregated. For Non JIT: Shop stock (production) mixed with pool
For Non JIT: shop stock/ /pool stock/safety stock/safety (logistic).
stock. pool mixed with safety stock.
For JIT: Buffer /safety stock. No pool stock when required.

No RR for shopstock at min/max defined

OTHER: ©

31
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3.18
.
Fundamental : Parts Board
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
For capacity machine ( machine driven Capacity machine: Check target Techno/JIT: Part board is used (handwriten or No green /red color. No Target defined.
) target is consistent with the MCT. displayed on parts board versus MCT. digital legacy solution).
ü
For manpower line (Driven by number Check on the parts board if the actual
of operators) target is consistent with column is filled in (min. hourly) with
Parts board filled for all previous hours. If digital parts board, output is not updated in Some hours not filled in with actual results.
model (N-1, N, N+1). accurate data.
real time (update at cycle level is expected).
Actual production is updated on real
Ask what are the triggers to react
ü
time (at least every hour).
No comments when deviation occurs, reactions When deviations occur comments are
Trigger to react is defined. When actual production is below target, rules were not applied. systematically missing.

Reaction rules is described and applied.

comments are written. ü
PRODUCTION SYSTEM

Actions are taken when off target or defined No reaction within the hour of deviation (see Obviously visible that no actions are taken.
trigger following defined reaction rules. previous hours / shifts).

ü When deviation occurs, some actions defined in

reaction rules were not taken.

Manpower line: to count operators Vs. Techno: Capacity machine : Target not aligned with MCT. 2
parts board target and model target (N- Capacity machine: Target is aligned with Target on parts board of the wrong part number.
1, N, N+1). Machine Cycle Time (MCT).

Check on the parts board if the actual

ü Missmatch between target and real MCT is Missmatch between target and real MCT is
higher than 10%. higher than 20%.
column is filled in (min. hourly) with
accurate data.
Ask what are the trigers to react.
Techno: Manpower line: Target not aligned with line operator
Manpower line : target is aligned with actual line Parts board CT do not reflect the real CT. configuration.
Parts board could not be aligned during
operators configuration.
recovery period if there are comments
on the parts board e.g. "GL on line to
recover". ü Mismatch between target and real CT is higher Mismatch between target and real CT is higher
10%). 20%).

OTHER:

3.19
Fundamental : Quick reaction through Andon
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Make able the operator to call GL Go on line and simulate an andon. Wait In case of line issue or visible future problem System exists but GL is not arriving to line No andon system.
without moving from his workstation. for GL arrival. (stoppage, quality, flow rack nearly empty...) an immediately.
PRODUCTION SYSTEM

Conveyor line (moving or stop and go) Applicable for representative capacity
andon system exists to call GL without leaving
production line.
©
1st andon system exist to call GL (line and assembly lines (working with
still running) and after a second andon opening time more than 1 shift, large Operator has to leave the line to call GL (with
call (predefined elapse time or second amount of MOD, Injection/Stamping Andon call sysmte existing)
andon call to stop the line). machines..).
Not applicable on service part lines.
©
The status of the line/machine is visualized at System exists but there is no visualization of the
the line (i.e. red/white or green light, visual status of the line/machine. 1
management board/screen)' ©
If required the GL calls relevant support function Several examples of representative lines without
to fix the issue. andon system.

OTHER:

32
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3.20
.
Fundamental : Standardized Word (SW)
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
SW exists and describe the best way to Check SW document. SW exist (SWC+WCT+WI ). Documents exist but many discrepencies Missing No documents.
work in 3 documents: SWC+WCT+WI. Confirm who create the documents. Documents build by SV and /or GL. 1 document out of 3.
Check SW review done by GL.
SW activities describe all items (quality
in production, final inspection, TQW,..
Documents old (>1 yr).
/Safety/Ergonomic, Production, PC&L).

Operators follow SW (same way, each

ü
cycle).
Operator not respecting the sequence of work
SW documents have been built by
but GL react=OK. no reaction minor.
supervisor and/or GL.
PRODUCTION SYSTEM

GL leader regularly audit operators to Missing WCT.

Observe the sequence of tasks Operator follow the HSE rule and sequence and No demerit for small discrepencies on operator
observe operator ability to follow SW.
performed for two cycles of 1 operator key points defined in SW (opeator level U). following SW.
This review contribute to improve
(abnormality and/or variability reduction
level U (randomly chosen).
Ask operator (level U) to explain key
ü
and /or waste reduction (work content points.
reduction).
In the plant: GL last improvement GL is doing regular audit (every shift) as well as GL review not every day but at least 2 per No SW review done in last month.
example done in the GAP related to this supervisors (Once a week). weeks.
review.
2
ü SV do not attend weekly to audit done by GL but
at least every 2 weeks.

It is used to identify abnormalities and variation No examples (or older than 6 months) exist of SW
No demerit: If no improvement on line (and then to reduce or eliminate) and/or to Example of improvement to standards resulting improvements following SW review.
audited check randomly another line. improve SW. from the SW review available are between 3 and
There are examples available of improvement
during the last 3 months.
ü 6 months old.

Ask Logistic GL /SV to show to SW Small train standard work exist (at a minimum Only the SW Chart with the route exists. (small
documents for small trains. route or SWC, WCT. train).
ü

OTHER:

3.21
.
Fundamental : Small batch (SMED)
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Change over is standardized. Scope to be checked for Change over (all part numbers) is standardized: Standardization and tracking are in place but No change over standard (tasks and time)
Change over time is tracked. standardization: any line/equipment -List of tasks by operator with associated time several change over are missing on tracking
Continuous improvement : having several change over per day. (minimum requirement). sheet.
PRODUCTION SYSTEM

First focus variability then duration

reduction. Check change over that are happening -Tracking of each real change over duration.
regularly (daily).
Change over std include task to be
No tracking of change over.
perfomed before/after if needed. Tracking standard FAU-F-PSG-5005 or
standard Faurecia legacy system.

Change over standard also includes

tasks to be perfomed prior to change
over (when needed). NA
Scope to be checked for improvement: Improvement : No improvement regarding variation reduction or
only lines selected by the plant. When real change over time is over standard change over duration reduction.
analysis/actions are performed
and/or Change over duration have been reduced
after SMED workshop in the last 6 months.

OTHER:

33
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3.22
.
Fundamental : 5S
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
A place for everything, everything at its Scope: Entire plant. 5S conditions to be All Lines/ areas (inside and outside of building) Several lines out of 5S standard conditions Plenty of item out of zoning and/or a lot of
place. Environment is clean and tidy and checked during the complete audit have 5S condition (supported by zoning or (missing zoning or identification). zoning not existing.
zoning implemented. Regular audits are duration. identification).
performed.
Acceptable if no 5S workshop but all ü Several leakages and/or several dirty areas /
PRODUCTION SYSTEM

other criterias OK
machine tools.

All movable objects on the shopfloor (trolley, Several movable objects without zoning or
container, flow rack on wheels..) are zoned. several items outiside of zoning area.
ü
Aisles are clean and free (Production and Some aisles are not clean and free. Aisles (production and logisitic) are 2
logisitic). systematically not clean and not free.
ü
Workshop 5S were performed.
No 5S workshop on the last 6 months.

OTHER:

34
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3.23
.
Fundamental : Equipment care - preventive maintenance
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Equipment and utilities are regularly Check preventive maintenance level 1 & Preventive Manintenance Level 1 & 2: Preventive Manintenance Level 1 & 2: Preventive Manintenance Level 1 & 2:
maintained. (Priority list for equipment 2 planning and also ask if Instructions Preventive maintenance is performed according
care is accurate and properly executed). exist. to the planning. Preventive maintenance plan not existing for Preventive maintenance plan not existing for
25% of plant equipment. more than 25% of plant equipment.
Equipment and tooling are clean. Scope: Entire plant Preventive maintenance plan is performed by
operators for all equipments.
Equipments = Machines, Tools
(Normal serial production). WI are available*.
* including cleaning equipment (inside machine Preventive Manintenance Level 1 & 2:
area). It could be in TPM level 1 or 5S standard. WI not existing for 25% of the plant equipment.

Preventive Manintenance Level 1 & 2: Preventive Manintenance Level 1 & 2:

25%of tasks not performed (execution planning
over 1 months). More than 25% of tasks not performed (execution
planning over 1 months).

WI exist but content is poorly described. No WI (too many leakage, dirty machines, loose
fixtures).
PRODUCTION SYSTEM

Check preventive maintenance level 3 & Preventive Manintenance Level 3 & 4: Preventive Manintenance Level 3 & 4: Preventive Manintenance Level 3 & 4:
4 planning with maintenance team. Preventive Maintenance are performed for all Preventive maintenance not perfomed are Preventive maintenance not perfomed are not
Check Instructions/list of tasks (specific equipments and is performed according to the known (e.g. visible, KPI follow up….) and known (e.g. visible, KPI follow up….) and
by machine or familly of machines). planning. preventive maintenance achievement is bellow preventive maintenance achievement is bellow
75% (measured over 3 months). 50% (measured over 2 months).
PM not perfomed are known: they are Preventive Maintenance not performed are
visible or a tracking exists to highlight known.
performance or realisation.
List of tasks and/or WI are available.
1

Preventive Maintenance covers only 60% to 85% Preventive Maintenance covers less than 60% of
of equipments. equipments.

List of tasks cover less than 60% of equipments.

List of tasks exist but cover only 60% to 85%. of
plant equipment.

Abnormalities maint level 1 ,2,3,4 are followed . No abnormality found over 3 months.

Equipments are clean , tidy and in proper Some equipments are in poor conditions (no Obvious that several equipments are not clean,
conditions. clean, not tidy...). tidy and in propoer conditions.

Level 1 TPM checksheet not matching with

checks actually performed
OTHER: ©

35
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3.24
.
Fundamental : Equipment care - Management
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Production performance/issues are Check that production log sheet is used Production log sheet is filled (or Standard Prod. log sheet filled in, but no comments or No production log sheet
followed. with comments/codifications. FAURECIA legacy solution). Code identification or codification on several stoppages.
comments (for stoppage) are recorded on
Capacity equipemnt : TRS is followed
and
production log sheet. ü
Non TRS pareto of categories available

For equipment working at TT: pareto of Check TRS capacity equipments. TRS measurement exist for all major capacity TRS missing for some major capacity TRS not existing for all major capacity
losses categories. machine. equipment. equipments.
ü
PRODUCTION SYSTEM

For poorly performing equipment or

process a deep analysis/actions are
performed. Actions & Follow up of Ask UAP manager for poorly perfoming Capacity or dedicated equipment/line Capacity or dedicated equipment/line UAP manager not able to explain why process is
problem processes and why based on facts. poorly performing.
eradication/improvement is done For poorly perfoming equipment At least for poorly performing For poorly performing equipment/line (missing For poorly performing equipment/line (missing
/process(es) equipment/line: one element): 2 or more elements):
Process = equipment working together Ask to explain pareto of pareto
Poor performing : equipement or process Ask to explain actions, impact on top -Monthly pareto of non TRS/losses by Faurecia -Monthly pareto of non TRS/losses by Faurecia -Monthly pareto of non TRS/losses by Faurecia
generating important stoppage/ non problems. categories exists (at least for the last month). categories (at least for the last month). categories exists (at least for the last month).
quality. ... Check global improvement follow up. 2
-Top problems identified (big fish) through pareto
of pareto. Top problems identified (big fish) through pareto Top problems identified (big fish) through pareto
of pareto. of pareto.
-Actions are defined for top problems.
impact of actions are monitored. ü
-Evolution of the category selected is monitored. Actions are defined for top problems. Actions are defined for top problems.
impact of actions are monitored. impact of actions are monitored.

Evolution of the category selected is monitored. Evolution of the category selected is monitored.

OTHER:

36
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4. Drive Improvement

4.01
Fundamental : Attitude (safe and green everywhere) and environmental care
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
HSE campaign. Request evidences (list, support, Plant has launched and communicated HSE Employees interviewed about the HSE campaign No HSE Campaign launched in the Plant in the
documents, posters,…) about previous Campaign(s) during the last year. are not able to explain it. last 12 months.
or current Plant HSE campaign.

Ask management team and employees

concerned about the Plant HSE
ü
campaigns.

Incidents reaction: HSE events are Check HSE indicators and AMS system. For each FR0T, FR1T, FR2T, near misses and Actions are done but there is not QRCI No QRCI done and no actions done.
investigated and actions to prevent Check QRCI and actions in shopfloor for enviromental issues there is a QRCI done and formalized.
similar situations are implemented
(FR0T, FR1T, FR2T, Near misses,
latest incidents (FR0T, FR1T, FR2T, Near actions are implemented.
misses, enviromental issues, …). ü
enviromental issues, …). Check with plant HSE the
communication process for HSE LLS and
validate this process on shopfloor.
At least for FR0T and red/yellow alerts LLS are For FR0T and red/yellow alerts LLS are not
HSE

created and communicated inside the plant. created. For FR0T and red/yellow alerts LLS are
ü not communicated.

2
All meetings start by HSE moment. Assist to GAP & Plant TOP 5 and check if HSE message given at the beginning of each Top Only Plant Top 5 starts with HSE Message. Meetings do not start with HSE Message.
HSE moment was conducted. 5 meeting (not only results of last day).
Conduct interview with different
functions about HSE moment of last
meeting.
ü

Develop sustainable environmental Check that 10 green attitudes self- Green attitudes self-assessment done and action Self-assessment done but no action plan. Self-assessment not done.
attitudes. assessment and action plan exists based plan exists.
on Group approach.
ü

OTHER:

4.02
Fundamental : Plant Risk Assessment
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Plant Risk Assessment done each Request to Plant Manager the two past Plant Risk Assessment done according to Plant Risk Assessment done each semester Plant Risk Assessment not done each semester.
Semester with Mitigation Plan for red Plant Risk Assessments and check if this standard by Operations Manager. according to standard by Plant Manager with
PLANT MANAGEMENT

criteria (level 2) its done for: communication to Operations Manager.

- Plant maturity, People, Programs,
Assessment revised quarterly to reflect Sales, Customers and Suppliers.
possible changes of program allocation,
mobility of Ops Director or Plant Plant Risk assessment revised quarterly.
Manager, or any significant issue on
Plant performance (Customer escalation,
…)

Plant Risk Assessment aligned with Check Mitigation plan for level 2 criteria Mitigation Plan is executed for level 2 criteria and For at least 80% of level 2 criteria a mitigation Mitigation plan not defined for Level 2 criteria.
Program Risk Assessment. and link with PIP. there's a link with PIP. plan exists and it's executed.
NA

Request the Program Risk assessment. When discrepancies exist between Program and There is not justification for the discrepancies
Plant Risk assessment, Plant manager is able to between Plant Risk Assessment and Program Risk
justify them. Assessment.

OTHER:

37
 472319453.xlsx

4.03
.
Fundamental : Plant Improvement Plan (PIP)
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
PIP formalizes the plant vision, the Interview PM to review PIP and link with Midterm vision is defined, in line with strategic PIP vision does not include measurable objectives PIP vision is not linked with strategic plan.
improvement priorities and roadmap to strategic plan. plan, including main objectives. linked with strategic plan.
reach it.
Select 3 Leaders of Macro activities and
interview them.
For 18 months plant has identified:
Cross check the FES KPI with the PIP -Its main improvement priorities based on gap One output priority is not identified with facts and There is no Gap analysis.
priority indicators. analysis between current and target level of data or gap analysis.
performance.
PLANT MANAGEMENT

-The macro activities and the roadmap (key

activities and timing) to support each one of the
Some top priorities exist without roadmap There is no roadmap defined for top priorities.
improvement priorities.
defined.
-Top priorities to be followed by daily
management with control points.
No control point for one top priorities identified as There are no top priorities linked with PIP
daily managment. identified as daily management.

NA
Plant management team is involved in PIP Some missed deadlines are not replanned during Managers responsible for the macroactivities are
creation and review (monthly for macroactivity the monthly review. not able to explain the priorities
and semesterly for priorities/Input KPIs data). No semester review of PIP.

Data of some prioritiies/input KPIs were not

reviewed in the last semester.

Output KPI selected for daily management

priorities in PIP are followed daily in TOP 5.

OTHER:

38
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4.04
.
Fundamental : Management Control
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
To ensure, at any time, that any critical Live process observation. Plant tour is formalized and performed by PM and Plant tour is performed but delegated to N-1. Plant tour is not performed. Plant tour is not
deviation is detected and the right Plant Tour: Follow the Plant Manager UAP /PC&L (at least same points from PM tour). formalized.
corrective action is performed to return Tour.
to standard at the right level of the Check and interview UAP/PC&L
organization. Managers about their daily tour.

To ensure every moment that the critical Check in plant tour sheet for starting Plant tour content and structure are formalized. Plant tour sheet without starting time and where Plant tour sheet without what to check for each
points are under control, to ensure the time, N & N-1 where, what and which to check. control point.
plant is running smoothly (right criteria.
performance, right costs etc)
Request to PM the data to support Input KPI (control points) in the plant tour defined Some control points are not defined by data Control points not defined by data analysis.
control points. by data analysis. analysis.
PLANT MANAGEMENT

Interview people involved in control Control points are defined with standard OK/NOK, Some discrepancies on the control points No visual management and/or no standard for
points about their understanding, visual management, reaction/excalation rules. (standard, visual management). control points.
criteria OK/NOK, visual management and
reaction /escalation rules.
PM & UAP/log check if reaction rules are Managers check during the tour the current People involved in control points are not able to
applied. Vision of correct application of situation of each control point and if the system explain their responsabilities. Less than 30% of control points with
reaction rule is displayed and discussed is working. reaction/excalation rules.
during face to face meeting
NA
Face to face is performed between PM and Actions of the day before are not followed up No Face to Face or not all the control points in
UAP/PC&L managers to align on current status, during face to face. the face to face.
reaction rules and define actions.

PM & UAP/PCL check if reaction rules are applied.

Vision of correct application of reaction rule is No discusion when the views are not aligned. No action decided during Plant manager tour
displayed and discussed during face to face. face to face when clear deviation exists.

No reaction rules checked in the face to face

board.
Most of Input KPI (control points) supporting PIP Most of the Input KPIs (control points) are not There are no input KPIs followed in the plant
Output KPI are followed on Plant top 5. tracked in the plant Top5 . Top5.

OTHER:

39
 472319453.xlsx

4.05
.
Fundamental : Drive Plant Performance
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
KPI smart target Ask and interview the Plant Manager Review KPIs, incase of deviations or negative For some indicators, the actions defined are not Contributors (line, process) not identify
PIP * about the KPI's and the link with trends: impacting the results. or application of Fundamentals not checked
FES Leadership fundamentals. - identify the main contributors (line, process), or actions not defined.
Team engagement Steps: - check application of Fundamentals concern,
Yearly budget * - and defined actions.
Team alignment & deployment of
objectives
Regular communication * (monthly
management review linked with MC, SV,
GL questions) Select one line and review from plant Area indicator (GAP boards, SV dashboards, UAP Some area indicators (GAP boards, SV Indicator without target and some indicators are
Team encouragement * (initiatives) TOP5 to Gap the coherence /deployment boards, Plant TOP5 board) are coherent/deployed dashboards, UAP boards, Plant TOP5 board) are: not updated.
of KPIs and whether the target are with SMART targets and followed at the defined -Not coherent/ deployed.
PLANT MANAGEMENT

Team performance * (evaluated &

recognized) SMART. frequency.
Training and people development * Ask the owner of the indicator to explain
the link.
Not SMART (i.e. not reflecting actual
* partly/wholly assessed in another performance).
questions

FES Deployment:
Promote leadership to energize, enable Historic (6 months) and future (3 months) target
and execute FES implementation for can't be seen (unless its an new indicator).
continuous improvement culture. NA

FES Deployment matrix: FES Deployment matrix: FES Deployment matrix:

-Perform self-assessment(quarterly) -Not respecting the frequency of self-assessment -No self-assessment performed(longer than 6
-Ownership/responsibility defined months)
-Actions to achieve target are defined (Hoshin,
workshops, etc.)
Ownership/responsibility is not defined

FES Deployment:
Ask for FES deployment matrix and Most of the recovery actions are not impacting No recovery actions
interview the plant manager about this the results
process.

OTHER:

40
 472319453.xlsx

4.06
.
Fundamental : MIFD / JIT Window
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
For JIT: For JIT: For JIT: For JIT: For JIT:
JIT window analysis is performed to know Ask to PC&L Manager and UAP manager JIT Window analysis is performed (min/max) and JIT window not reviewed in the last 12 months No JIT window analysis performed
(Min/Max) and reviewed each year or in to explain the JIT window analysis.
case of major change
at least review each semester or at each
customer change. ü and/or not reviewed after a customer change.
Only the Min available.
Size of packaging loop is considered.

For JIT & Non JIT : For JIT & Non JIT : For JIT & Non JIT : For JIT & Non JIT : For JIT & Non JIT :
Curent MIFDs exist for main flows Check MIFDs (linked to an issue or '60% of the turnover is described properly. MIFD exist for more than 30% and less than 60% No MIFD or less than 30% of the plant turnover.
PRODUCTION CONTROL & LOGISTICS

(covering Outbound, Internal, Inbound ) objective) and follow the flow to check if MIFD curent and target exist. of the turnover.
with enough details to show how the the processes are clearly defined in
system works. enough detail to allow for decision
The lead time is clearly calculated ( at making
least for one H.R ) MIFD for more than 60% of the plant turnover but
Target MIFD for main flow with action Expectation: Lead time actual &target no target MIFD.
plan defined to improve or stabilized the on each MIFD. For MIFD with several
lead time. main flows, several Lead time actual &
As example : implementing shop target are calculated. ü
stockwith PIK is stabilization of lead Minimum in production line box : TT,
time. Reduction of batch size shift patern, #Op, CT or TCT, WC, TRS Big discrepencies between curent MIFD and real
consequently shop stock size is (capacity), change over time. #part flow situation
reduction of lead time. numbers,
Better with SIPS, MCT, batch size, OPR
2
(dedicated line),
Several information in MIFD are missing

Action plan to improve or stabilized the lead No lead time defined or no actions to reduce lead
time exists. Some actions already performed (not time.
only futur actions). ü
For new programs MIFD exist (at least after 2B) MIFD of some major new program missing MIFD of all major new program missing
ü
Future plant layout exist (at least next 12 Target layout obviously not consistent with target Future Layout missing
months) . New/old program are added/removed MIFD and/or current layout.
from futur layout.
ü

OTHER:

4.07
Fundamental : Cycle time diagram
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Cycle Time diagram (CTD) exist with all Check cycle time diagram available in Current CTD exist at least for every lines of 2op No CTD
datas related to line timing (TT, WC, the GAP and over, for main high runners , N model and/or
operator time, MCT, …) regular used configuration) and available in the CTD only with average time.
GAP
PRODUCTION SYSTEM

Cobot is considered as a ressource. For JIT lines: CTD could be based on weighted
Cobot workcontent is drawn in CTD in average CT.
blue color.

TT, Operator time and machine cycle Machine cycle time is represented at least for No Machine Cycle Time (MCT) on CTD diagram CTD exist but without TT
time are visible on the diagram. machine-neck workstation. (for line with machine).

In JIT Weighted CT or Weighted Average

CT (WACT) can be used to build the
cycle time diagram. 1
Cobot cycle time is represented
No Cobot Cycle Time on CTD diagram (for line
with cobot).

Target in CTD is available after a workshop. No target on CTD after workshop

Missing CTD for N+1 model and for high

runner model
OTHER: ©
41
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4.08
.
Fundamental : Direct labor continous improvements
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Regular activities/workshop exist to Ask the plant to explain how they Several DL activities/worshops (e. g, 5HB, Hoshin Not at expectation but several WS in last 6 No workshop activites
improvement labor efficiency through manage the DL improvement activities. in production and in logistic ,Jishuken) are months
waste reduction. (e. g. DL check sheet, performed minimum 1 per UAP/PC&L per quarter.
5HB, Hoshin in production and in In PC&L mini 1 workshop per semester Workshop results can be explained: real impact
logistic ,Jisuken) with real impact on DL accepted. on KPI and or concrete example of waste
improvement. reduction, abnormality or variation reduction with
we are looking for : clear improvement associated (PPH
Waste reduction,: Abnormality or
variability elimination, balancing
improvement, reduction of workcontent,
improvement of line balancing generating higher
ü
PRODUCTION SYSTEM

improvement , layout (muda of walking output).

reduction), reduction of step of
production (2 line gahtered in one ....

A methodology is available to quantify

ideal headcount to be able to quantify
productivity challenge versus current The methodology to quantify productivity Methodology to quantify produtivity challenge No methodology to quantify produtivity challenge
situation (Example of methodology : PoP challenge (Potential of Productivity or other (Potential of Productivity or other methodology) (Potential of Productivity or other methodology).
Potential of Productivity , JNH Just Ask the methodology to quantify methodology) is applied on major lines (80% of done for less than 50% of plant sales.
needed Headcount, No DLE ...). productivity. ( Potential of productivity
The methodology help to define where calculations)
plant sales. Last update no more than 6 month).
ü 2
to start/continue activities/workshop

Direct labor plan (actions/workshop)

exist and is excecuted with monthly Direct labor plan (including monthly Budget, Plan exists but more than 20% of actions are No plan
MOD reduction target. monthly plan or Target and monthly specific behind,
actions/workshop) exists and is on track.

Ask UAP and logistics for MOD reduction

targets
ü Plan exists with no monthly budget or target
identified.

OTHER:

4.09
Fundamental : Automation Excellence
.
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Automation projects are payback driven Ask the plant the last robot or the last Potential area for automation have been Potential area for automation are not identified.
(no "fashion effect"). AGV loop implemented (excluding less
than 3 months).
identified.
ü
Automation is performed on safe basis :
line is stable, operations mastered, Observe the line / AGV loop & ask for Payback is calculated with an explanation of the Payback over 2 years. Payback is not calculated.
layout optimized… studies performed for this line / AGV details of the savings by nature (raw material,
loop (before CAR submission). freight cost, direct labor, indirect labor and
Man/Machine interaction is smooth: no manufacturing costs, non quality cost, medical
interference (man does not wait for Scope of the question: Plant initiatives absenteism, insurance cost link to bad ü
PRODUCTION SYSTEM

AGV / robot does not wait for man). for automation (not linked with new ergonomics).
program).
Robot/AGV is not waiting/idle. For robot,
CT diagram includes man & robot work If necessary check in CARgo workflow:
content. For AGV, a study showing AGV Payback, CAR presentation and Hoshin or equivalent workshops have been No workshop prior to automation to clean the
added value (loading, unloading, submission date. performed to eliminate the obvious waste (e.g. line/layout.
moving) vs. AGV non-added value
(waiting) exists with objective = Check the cycle time diagram before
eliminate muda of motion, waiting time, optimize
the layout). ü
maximize utilization rate. and after the implementation of
automation (man and machine). 2
Automation does not jeopardize the line Automation initiative in production line: does not Downgrade of Lead time Line capacity is downgraded >20%
basics: C/O time not degraded, no downgrade: Cycle Time (not becoming a line Line is not able to work N+1/N-1.
additional bottleneck (robot cycle time < bottle neck.), Lead Time (not more than one Change over time/ one piece flow is downgrade.
former line MCT bottleneck), robot is not SIPS), ability to move from N-1/N+1
an obstacle for line balancing. configuration, change over time, one piece flow. ü

Frequency of supply/ level of inventory is No payback (or over 2 years) and frequency of
downgraded. supply/level of inventory is downgraded.

ü
42
 472319453.xlsx

OTHER:

43
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4.10
.
Fundamental : QRCI
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
Customer incidents are tracked. Check customer portal for the last claims External official and not official claims are Not all the external official and unofficial claims 8D QRCI is not open for all official claim.
For internal and external customer and plant tracking for not official claims registered in QSSC. are registered in QSSC.
containment actions are performed. and compare with QSSC (Official claims:
claims in the customer portal with and
without PPM.)

For external official claim 8D QRCI are open.

Check 8D QRCI open for the last claims. C1 done in 24H robust from incident received If containment in palce > 24 hours and no formal No containment
Take an example of 8D and look if /show me: clean point. customer agreement
containment actions have been applied
TOTAL CUSTOMER SATISFACTION

and are efficient.

Verify the countermeasure efficiency
and application (shopfloor).
Some sorting is missing on the flow. No respect of containment action (NOK part
For internal issue example of containment No containment for not official claims. found at Customer, after cleanpoint)
actions (Kata or other….).

Logical block diagram Check one 8D QRCI closed related to Occurrence of technical root causes are identified Occurrence of technical root cause identified No Block diagram
Technical root causes are defined and official customer claims. Ask pilot to through the Block Diagram and validated with without facts and data (don't jump to conclusion)
validated based on Block Diagram explain recent QRCI and analyse it. evidence of the influence of the problem. or block diagram not properly done.
analysis. Pilot always shows QRCI with facts &
data. NA

Countermeasure are defined and efficient at least Operators are still finding defects even after Reocurrence in the customer for same root cause.
for FI (no reoccurrence found). countermeasure

Plant QRCI, UAP QRCI, Kata area are Observe QRCI daily review at each level Daily QRCI review at each level (Line, UAP/PC&L Daily QRCI is not always reviewed. No review at all (line or UAP or plant).
existing . and check coaching point. and Plant). No daily QRCI Plant review.
Kata for each line/gap.
QRCI8D is open for External claim and
FR0T
QRCI8D is open in UAP based on Ask to see escalation rules for the QRCI QRCI escalation rules are defined. QRCI escaltion rules are not known by SV and Escaltion rules not defined.
escalation rules/decisions. and after interview SV/GL about the GLs.
Daily review to ensure problem solving process.
speed and right resource allocation.
Review focus on :
containment actions (clean point to
protect customer)
root cause identification with logical
thinking based on facts and datas.
collaborators coaching.

OTHER:

44
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4.11
.
Fundamental : Kata
Point
TOTAL CUSTOMER SATISFACTION

Definition Expectation How to assess Fully applied Partially applied Not applied
s
Supervisor reviews problem solving Ask SV and GL: how do they manage Kata board is available in all the GAPs. Kata board missing in some GAPs. Kata board missing in several GAPs.
activities (Kata) to ensure non repetition QRCI reviews and escalation?
of the problems that are managed by
the GAP. Check several examples of Kata to check
their actions in order to solve the
The Supervisor follows escalation rules if problem. Example: calling Maintenance
problems are not manageable by the is not a action and indicates an
GAP. ineffective review Kata are open according to the thresholds. Some Kata were not open when threshold Some Kata without actions. Supervisor does not
Meaningful actions. achieved. have an effective review of the Kata's with the
GAP Leader.

NA
There are examples of problems or indicators There are examples of Kata open for the same
improved by using Kata & if there are repetitive issue and /or there are examples of repetitive
issues, they are escalated to UAP QRCI level. issues that are not escalated

OTHER:

4.12
.
Fundamental : Lessons Learned
Point
TOTAL CUSTOMER SATISFACTION

Definition Expectation How to assess Fully applied Partially applied Not applied
s
Is there a lessons learned Ask to see the QRCIs closed and ask the For official customer complaints there is at least Plant Management Team not able to explain No lessons learned for official customer
transversalization process? LLS. 1 lessons learned per QRCI. lessons learned related to their areas. complaints.
Lessons Learned Created.
Lesson Learned database user friendly / Check one LLS and the learned factor.
easy to use with videos (like YouTube)
with filters. Learned factor contain the real learning point of Learned factor box doesn't contain the real
the QRCI. learned factor of the QRCI.
Lessons Learned easily available .

Lessons learned management:

Interview process of PM and N-1 Mgr. For Lessons learned transversalization process More than 1 applicable lessons learned not No process for lessons learned transversalization. NA
Support function -Division / BG / Group similar risks, check the defined (responsible, criteria, threshold, transversalized.
filtering transversalization of LLS. frequency).
Need to define proper format / channel
to create / deliver lessons learned.

OTHER:

45
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4.13
.
Fundamental : Variation reduction
Point
Definition Expectation How to assess Fully applied Partially applied Not applied
s
KCCs and KPCs defined in the control Check the control plan and how the Master list for Capability existing (List of S&R + Missing few NON S&R KCC/KPC (or) few KCC/KPC NO list for KCC & KPC existing with an overview
plan are known and controlled by plant is measuring/controlling the Plant critical KCC's & KPC's & their capabiliy for capabilities not updated last year. of their capability (or) the list not updated last
statistical process control (SPC) KCC/KPCs. each line/ product), updated according to the year.
frequency defined by the plant (at least once a List existing, but Missing S&R KPC's.
Plant is driving improvement of their year),
TOTAL CUSTOMER SATISFACTION

process by analysing and reducing their

variability.
Capability is calculated for all KCC / KPC's Capability not calculated properly fot non-S&R Capability not calculated properly for S&R KCC /
Plants shall execute 6sigma Check how capability was calculated and following the standards and Gauge R&R is KCC/KPC. KPC's.
methodology, for complex processes their results (normal law, number of performed. For S&R Gauge R&R > 10% For S&R Gauge R&R > 10%
which are beyond the scope of samples, etc). For Non S&R Gauge R&R > 30% For Non S&R Gauge R&R >30%
Variability reduction.

All the S/R KCC/KPCs are under control & Process NOT stable / not under control. (Outliers, For S/R KCC/KPCs there is NO statistics process
Check the results of the actions to capability within group target or with action plan Mean shift, Drift short term & long term) control.
reduce the variation. followed(coming from QRCI or data analysis) to S&R KCC/KPC's DO NOT meet Customer / Group S&R KCC/KPC's DO NOT meet Customer / Group
reduce the variation. capability targets, Action plan in place to reduce capability targets, NO action plan in place to
Customer must be protected. variability & Customer protected. reduce variability & Customer not protected for
S&R KPC's / risk for recall (field claims) NA

As per plant priority, check the control

plan and how the plant is
measuring/controlling the KCC/KPCs
Depending on the plant priorities (PIP, top Action plan in place but not followed for Non S&R plant priority KCC/KPC's DO NOT meet
ofender line, customer, scrap, etc) KCC/KPCs or implementation of improvements. (or) Customer / Group capability targets, NO action
factor defined after analysis are controlled or Improvements made but not reached the plan in place to reduce variation. (or)
with action plan followed to reduce the variation. capability targets No Improvement demonstrated in the last 1 year.
(Provide evidence to demonstrate improvement
in Capability)

OTHER:

46
 FES X.0 PRODUCTION AUDIT RESULT
Plant: Vouzela SCORE 78%
Number of Major
BG: FAS Discrepancies 1
Date: 7/26/2019 RESULT Passed

NELLY SCORE 78%

1. People Engagement 77%

1.01 Compliance to HSE Rules HSE 1

1.02 Risk: Preventive Mitigation HSE 2
1.03 Recruitment process (MOD and MOI) EE 2
1.04 On boarding process EE 2
1.05 Performance Review M&P EE 1
1.06 Performance Review employees EE 1
1.07 Employee motivation & Engagement / Communication EE 2
1.08 Improvement Ideas (I.I) EE 2
1.09 Training Plan EE 1
1.10 Gap Leader Role EE 1
1.11 Supervisor Role EE 2
1.12 Succession Plan EE 2
1.13 Career Development EE 1

2. Quality in Production 100%

2.01 Drive Customer Satisfaction QUALITY 2

2.02 Poka Yoke NA
2.03 OK first part NA
2.04 Check-do-check NA
2.05 Final Inspection NA
2.06 Management of non-conformance NA
2.07 Rework under control NA
2.08 Audit QUALITY 2
2.09 Preventive Action NA
2.10 Supplier Management NA

3. Operational & Launch Excellence 67%

3.01 Launch Team & Governance NA

3.02 Launch Staffing & Training NA
3.03 Production Runs NA
3.04 People Organization (OHP) EE 0
3.05 Mastery of Workstations EE 1
3.06 PIC / PDP NA
3.07 Pull line at Takt Time (TT) NA
3.08 Just Needed Inventory NA
3.09 Effective procurement NA
3.10 Secure transportation NA
3.11 Inventory control NA
3.12 Reliable Receiving NA
3.13 Warehouse under control NA
3.14 Manage flows in plant NA
3.15 Prepare truck in advance NA
3.16 Shipping real time NA
3.17 KANBAN/ Shop stock/ Buffer stock PS 1
3.18 Parts Board PS 2
3.19 Quick reaction through Andon PS 1
3.20 Standardized Work (SW) PS 2
3.21 Small batch (SMED) NA
3.22 5S PS 2
3.23 Equipment care - preventive maintenance PS 1
3.24 Equipment care - Management PS 2

4. Drive Improvement 90%

4.01 Attitude (safe and green everywhere) and environmental care HSE 2
4.02 Plant Risk Assessment NA
4.03 Plant Improvement Plan (PIP) NA
4.04 Management Control NA
4.05 Drive Plant Performance NA
4.06 MIFD / JIT Window PS 2
4.07 Cycle time diagram PS 1
4.08 Direct labor Continous improvement PS 2
4.09 Automation Excellence PS 2
4.10 QRCI NA
4.11 Kata NA
4.12 Lessons Learned NA
4.13 Variation Reduction NA
 FES X.0 PRODUCTION AUDIT RESULT
Plant: Vouzela SCORE 78%
Number of Major
BG: FAS Discrepancies 1
Date: 7/26/2019 RESULT Passed

NELLY SCORE 78%

Application level by Brick and Score

120%

100%
100%
90%
80% 77% 78%
67%
60%

40%
% Not Applied
% Partially
20% Applied
% Fully
Applied
0% Total Score
1. People 2. Quality in 3. Operational & 4. Drive Column CL
Engagement Production Launch Improvement
Excellence

Application level by Functions and Score

120%

100%
100%

83% 82%
80%
78%
69%
60%

40%
% Not Applied
% Partially
Applied
% Fully
20%
Applied
Total Score
Column CL
0%
HSE PLANT EE PS PLANT QUALITY PC&L
LAUNCH MGT

Group Audit Result vs Self-Audit Result

HSE

100%

PC&L PLANT LAUNCH

50%

Audit Score : 78% (1)

0% Self-Assessment : 69% (3)

QUALITY EE

PLANT MGT PS
 FES X.0 PRODUCTION AUDIT RESULT
Plant: Vouzela SCORE 78%
BG: FAS Number of Major Discrepancies 1
Date: 7/26/2019 RESULT Passed

NELLY SCORE 78%

Good Practices

Succession Plan - Performance estimate mapping Development actions included in training plan

Equipment Care - TPM planning management Kansan/shop stock - e-launcher for cutting

Ok first part - e-gauge

 FES X.0 PRODUCTION AUDIT RESULT
Plant: Vouzela SCORE 78%
BG: FAS Number of Major Discrepancies 1
Date: 7/26/2019 RESULT Passed

NELLY SCORE 78%

Major Discrepancies

1. People Engagement 0 2. Quality in Production 0

1 1

2 2

3 3

4 4
.

5 5

6 6

7 7

8 8

9 9

10 10
 FES X.0 PRODUCTION AUDIT RESULT
Plant: Vouzela SCORE 78%
BG: FAS Number of Major Discrepancies 1
Date: 7/26/2019 RESULT Passed

NELLY SCORE 78%

Major Discrepancies

3. Operational & Launch Excellence 1 4. Drive Improvement 0

1 People Organization (OHP) 1
OHP ratios are respected in less than 70% of the Plant.

2 2

3 3

4 4

5 5

6 6

7 7

8 8

9 9

10 10
 FES X.0 PRODUCTION AUDIT RESULT
Plant: SCORE 69%
Number of Major
BG:
Discrepancies 3
Date: RESULT Passed

NELLY SCORE

1. People Engagement 77%

1.01 Compliance to HSE Rules Safety HSE 2

1.02 Risk: Preventive Mitigation Safety HSE 2
1.03 Recruitment process (MOD and MOI) Human Res EE 2
1.04 On boarding process Human Res EE 2
1.05 Performance Review M&P Human Res EE 0
1.06 Performance Review employees Human Res EE 2
1.07 Employee motivation & Engagement / Communication Human Res EE 2
1.08 Improvement Ideas (I.I) Human Res EE 1
1.09 Training Plan Human Res EE 2
1.10 Gap Leader Role Human Res EE 1
1.11 Supervisor Role Human Res EE 1
1.12 Succession Plan Human Res EE 2
1.13 Career Development Human Res EE 1

2. Quality in Production 70%

2.01 Drive Customer Satisfaction Quality QUALITY 1

2.02 Poka Yoke Quality QUALITY 2
2.03 OK first part Quality QUALITY 2
2.04 Check-do-check Quality QUALITY 1
2.05 Final inspection Quality QUALITY 1
2.06 Management of non-conformance Quality QUALITY 2
2.07 Rework under control Quality QUALITY 1
2.08 Audit Quality QUALITY 1
2.09 Preventive Action Quality QUALITY 1
2.10 Supplier Management Quality QUALITY 2

3. Operational & Launch Excellence 63%

3.01 Launch Team & Governance Launch NA

3.02 Launch Staffing & Training Launch NA
3.03 Production Runs Launch NA
3.04 People Organization (OHP) Human Res EE 0
3.05 Mastery of Workstations Human Res EE 1
3.06 PIC / PDP PC&L and PC&L 2
3.07 Pull line at Takt Time PC&L and PC&L 1
3.08 Just Needed Inventory PC&L and PC&L 2
3.09 Effective procurement PC&L and PC&L 2
3.10 Secure transportation PC&L and PC&L 1
3.11 Inventory control PC&L and PC&L 1
3.12 Reliable Receiving PC&L and PC&L 2
3.13 Warehouse under control PC&L and PC&L 1
3.14 Manage flows in plant PC&L and PC&L 1
3.15 Prepare truck in advance PC&L and PC&L 2
3.16 Shipping real time PC&L and PC&L 1
3.17 KANBAN/ Shop stock/ Buffer stock Production PS 0
3.18 Parts Board Production PS 1
3.19 Quick reaction through Andon Production PS 1
3.20 Standardized Work (SW) Production PS 2
3.21 Small batch (SMED) Production NA
3.22 5S Production PS 1
3.23 Equipment care - preventive maintenance TPM PS 2
3.24 Equipment care - Management TPM PS 1

4. Drive Improvement 69%

4.01 Attitude (safe and green everywhere) and environmental care Safety HSE 2
4.02 Plant Risk Assessment PLANT
Plant Man MGT 2
4.03 Plant Improvement Plan (PIP) PLANT
Plant Man MGT 2
4.04 Management Control Plant Man
PLANT MGT 1
4.05 Drive Plant Performance PLANT
Plant Man MGT 1
4.06 MIFD / JIT Window Production PS 2
4.07 Cycle time diagram Production PS 1
4.08 Direct labor Continous improvement Production PS 2
4.09 Automation Excellence Production PS 1
4.10 QRCI Quality TCS 1
4.11 Kata Quality QUALITY 1
4.12 Lessons Learned Quality QUALITY 1
4.13 Variation Reduction Quality QUALITY 1
Functions

Functions Score Nb Maj. Discrep.

HSE
PLANT LAUNCH
EE
PS
PLANT MGT
TCS
PC&L
TOTAL