Capacity Analysis Report (C.A.R.

) JLR Version 1 IMPORTANT This Jaguar Land Rover process is derived from the original Ford process used by Jaguar Land Rover prior to June 2008 but is unique to Jaguar Land Rover. Certain aspects of this process will appear similar to the process currently used by Ford and which was historically used by Jaguar Land Rover, however the two processes are now distinct from each other and contain important differences. It is important to ensure that the Jaguar Land Rover version is always used for Jaguar Land Rover business; the Jaguar Land Rover and Ford versions are NOT interchageable. For any queries regarding the Jaguar Land Rover process described in this document, please contact your Jaguar Land Rover STA Engineer.

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

JLR PSF-010

Capacity Analysis Report

Jaguar Land Rover Version 1

I. Key Information

A) Product
Supplier Site Location Vendor Code Date of Study Part # / Name

B) Customer Production
X Customer Demand / Week Y # of days customer works per week Z Daily Production Volume (DPV) -

C) Capacity Revision Record (e.g. Run at Rate)

Capacity Date Description

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

II. Capacity Planning

Operating pattern for the specific part
Process description Dedicated or Shared process (for shared process, show only the operating pattern for the specific part) A Shifts/day B Total hours/shift C1 Personal breaks: lunch, breaks (minutes/shift) C2 Planned Maintenance (minutes/shift) D Days/week E Net available time (production hours/week) [A*(B-((C1+C2)/60))*D]
Process 1 2 1 1 1 2 2 2

Projected Downtime Tool / Variant Changeover (minutes) F G Changeovers / shift H Inspections of facilities / shift (minutes) Breakdowns / shift (unscheduled downtime) (minutes) I J Total projected downtime/week (hours) [(FxG+H+I)/60xAxD] K Equipment Availability [(E-J)/E]
Projected percent of parts scrapped and/or reworked For linked processes, see notes.

Projected Quality Rate (%)

Projected Quality Rate (%)

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

Planned Cycle time / Capacity -

Net Planned Ideal Cycle Time (sec/part) For multiple cavities in one tool, see notes. Planned production capacity / week [(E-J)*3600/M*L] Planned production capacity / day [(E-J)*3600/M*L/D]

III. Production Run

Duration data of production run N
Total duration of production run (min)

(Select One)

O1 Planned downtime (lunch, breaks, maint.) (min) O2 P

(changeovers, inspections) (min) Total Unplanned downtime (breakdowns, unscheduled adjustments/setups, etc.) (min) Reasons for Breakdown

Part quantity data of production run Q Total parts run R S T

Total scrapped parts Total parts reworked, retested or repaired off line Total good parts (first time through only - does not include parts that were scrapped or reworked) Reasons for scrapped or reworked parts

Process total actual cycle time (sec/part)

[(N-O1-O2-P) x 60 / Q]

IV. Capacity Calculation

V W Z AA
Weekly Parts Available for Shipment Daily Parts Available for Shipment Daily Production Volume (DPV) Percent above/below DPV [V/Y] [(W/Z)-1]

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

V. Overall Equipment Effectiveness (OEE)

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

Actual daily parts available

Percent above/below DPV

customer DPV

DEDICATED SHARED

VI. Manufacturing Bottleneck

1 1 1 1 1 1 0 0 0 0 0

% above/below DPV:

0.0% 0
Process 1

Process 2

0 0.0%

0.0% 0
Process 3

0.0% 0
Process 4

0.0% 0
Process 5

0.0% 0
Process 6

0.0% 0
Process 7

VII. SUPPLIER OPERATION MANAGEMENT APPROVAL

FOR JLR STA USE

JLR STA Review

Approved

Authorized Representative Email

Title Phone Number FAX Number JLR Site Engineer

Rejected

Signature

Date

Signature

Date

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

Jaguar Land Rover

General Information - Capacity Analysis Report

Objective: The Capacity Analysis Report is used to demonstrate compliance to Phase 0 and Phase 3 of Jaguar Land Rover's Phased PPAP requirements (verify the supplier's production system can support customer declared Daily Production Volume while meeting Phase 2 requirements).. Capacity is to be demonstrated on all production streams, including internal sub-assembly and sub-tier components. Capacity Verification The Capacity Analysis Report consists of two elements, Capacity Planning (verification of production readiness) and Performance of Capacity Verification. The Capacity Analysis Report is divided into 7 areas for ease of use. Each area has a heading at the top of the box. The headings are: Key Information - Product / Customer Production / Capacity Revision Record Capacity Planning Production Run Capacity Calculation Overall Equipment Effectiveness (OEE) Manufacturing Bottleneck Supplier Operation Management Approval Fax/Scan Formatting Instructions To improve the readability of any sheet that will be faxed or scanned, you can remove the dark shading by: -Selecting the entire sheet (upper left corner of sheet). -Right-click and select "Format Cells". -Select the "Patterns" tab. -Select the "No Color" button for Cell shading, click Ok. Data input The Capacity Analysis Report worksheet has been divided into a number of easy to identify information boxes. Each box has a main heading to allow easy recognition. Within each box the user is required to input a variety of data. This manual will explain how to complete each section in turn. Input & Calculation Cells: Data can only be input into the workbook in the cells on each sheet that require data. This ensures that the headings or other information cannot be accidentally erased or modified. These cells (input cells ) are clearly identified as white in colour and with a solid outline around the box. Cells that are grey in colour are calculation cells . The user cannot enter data into these cells. They calculate values according to specific formulae using data entered into the input cells.

KEY INFORMATION - Product & Production Information / Capacity Revision Record

I. Key Information
A) Product
Supplier Site Location Vendor Code Date of Study Part # / Name
X Y Z

B) Customer Production
Cust Demand / Week (excl service parts) # of days customer works per week Daily Production Volume (DPV) 5000 5 1000

C) Capacity Revision Record (e.g. Run at Rate)

Capacity Date Description Original submission

DEDICATED A. Product The first Step in completing the Capacity Analysis Report is to enter details of the part being analysed. These Cells hold the basic information on the supplier and the part analysed within the worksheet. B. Customer Production Before the Capacity verification can take place, the Program Volume must be verified. This information will be available through the buyer and may also be available through the Request for Quote and the Purchase Order or other official information from the Launch teams. Service part volumes should be accounted for in the Capacity Analysis (see note below regarding Customer Demand per Week). Input Cell: Customer Demand per Week. Contact the buyer for the Average Production Weekly volume number. Confirm that service volumes are accounted for in the Average Production Weekly numbers. Input Cell: Number of days customer works per week , this is per default 5. Please note that the supplier should plan their operations to work at 5 days (or fewer) to be within the same Tact as the Powertrain / Vehicle Assembly plant. C. Capacity Revision Record. Any revisions to the capacity of the process must be tracked using this section.

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

II. Capacity Planning

Operating pattern for the specific part
Process description Dedicated or Shared process (for shared process, show only the operating pattern for the specific part) Shifts/day Total hours/shift Personal breaks: lunch, breaks (minutes/shift) Planned Maintenance (minutes/shift) Days/week Net available time (production hours / week) [A*(B-((C1+C2)/60))*D] Process 1 Turning 1 3.00 8.00 30.00 15.00 2.00 43.50

SHARED
Process 2 drill 1 3.00 8.00 30.00 30.00 5.00 105.00 Process 3 bore 7 3.00 8.00 30.00 30.00 4.00 84.00 Process 4 washing 7 1.00 3.00 0.00 30.00 5.00 12.50 Process 5 assembly 1 3.00 8.00 30.00 30.00 5.00 105.00 Process 6 assembly II 1 3.00 8.00 30.00 30.00 5.00 105.00 Process 7 assembly III 1 3.00 8.00 25.00 0.00 5.00 113.75

A. B. C1 C2 D E

A cut of the Operating pattern is shown above with an example of data input for a process with seven operations. The Operating pattern gives the opportunity to give each operation a different operating pattern. The operating pattern input should mirror the true dedicated manufacturing time for each operation, e.g. by shared machines. Input Cells: Process Description : Enter a brief Description of a process (e.g. final assembly, or inspection) Input Cells: Dedicated or Shared Process : Identify from a drop-down box, the process type dedicated / shared. Dedicated Processes A dedicated process is one, which is solely used for the part being analysed in this worksheet. For example, a test station may be a dedicated process. A process which is used by this part, and one or two others, with a short changeover time can also be categorized as a "dedicated" process. An example is a manually operated projection nut welder. A shared process is one which has many different parts manufactured on the process, and a more significant tool changeover time. It would be usual for such a process to manufacture parts in a batch production mode. Examples of a shared process are: stamping press injection moulding machine heat treatment facility

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Capacity Analysis Sheet

Jaguar Land Rover

The operating pattern should only show the real production time to the part in question. In addition to identifying the process as "shared" in the Capacity Analysis Report, a Shared Capacity Analysis of the "shared" facility should be calculated, identifying all Jaguar Land Rover parts, Non-Jaguar Land Rover parts volume and other production hours produced on the manufacturing line, determining if the capacity or time available is oversold. (See Excel sheet for Shared Production Line) Input Cells: Shifts per day : - indicate the number of shifts in which each process operates per day. Input Cells: Total hours per shift total number of hours for each shift. Input Cells: Personal Breaks If the machine stops during personal breaks enter the length of time over one shift that the machine will not be operating. If the machine operates during personal breaks and is guaranteed to never run out of parts, then enter "0". Input Cells: Planned Maintenance this is the length of time that is planned for the machine to be down during a shift for a maintenance. Input Cells: Days per Week indicate the number of days in which each process operates per week. Example: Supplier works 4 days 3 shifts each and on Friday only 1 shift should just enter: 4 working days plus 1/3 working day = 4.333 days / week Projected Downtime
F G H I J K Tool / Variant Changeover (minutes) Changeovers / Shift Inspections of facilities / shift (minutes) Breakdowns / shift (unscheduled downtime) (minutes) Total projected downtime/week (hours)
[(FxG+H+I)/60xAxD]

0.00 0.00 0.00 10.00 1.00 98%

0.00 0.00 0.00 20.00 5.00 95%

0.00 0.00 0.00 10.00 2.00 98%

20.00 0.33 0.00 0.00 0.55 96%

15.00 0.33 0.00 10.00 3.74 96%

0.00 0.00 0.00 10.00 2.50 98%

20.00 1.00 0.00 50.00 17.50 85%

Equipment Availability [(E-J)/E]

Input Cells: Tool / Variant Changeover Enter the changeover time for tool changes or module changes for the part in question. Changeover time is defined as the total time from last off previous part to checked first off new part. Input Cells: Changeovers / shift Enter the frequency of tool / module change per shift. Input Cells: Inspections of facilities / shift - Enter the downtime required for equipment inspections or adjustments during a shift Input Cells: Breakdowns / shift Enter all other projected downtime during a shift. Calculation Cell: The Equipment Availability is calculated automatically by using previous data. Equipment Availability = (Total Planned Production Time Breakdowns) / Total Planned Production Time Projected Quality Rate (%)
Projected percent of parts scrapped and/or reworked L Projected Quality Rate (%) 0.00% 100.00% 1.00% 99.00% 1.00% 99.00% 0.00% 100.00% 2.00% 98.00% 0.00% 100.00% 1.00% 99.00%

Input Cells: Projected percent of parts scrapped and/or reworked Enter the combined percentage of parts that are scrapped and/or reworked on-line. If zero losses are expected, enter a zero. Note: This sheet does not address the scrap rate loss of linked processes. To evaluate output of linked processes, the scrap rate must be multiplied with the scrap rate of the previous process. Planned Cycle time / Capacity
Required Cycle time needed to cover exact customer demand (sec/part) [E*3600 * K / X *L] M Net Planned Ideal Cycle Time (sec/part) Planned production capacity / week Planned production capacity / day
[(E-J)*3600/M*L] [(E-J)*3600/M*L/D]

30.60 31.00 4935 2468

71.28 70.00 5091 1018

58.45 70.00 4175 1044

8.60 8.50 5061 1012

71.45 70.00 5104 1021

73.80 73.00 5055 1011

68.61 90.00 3812 762

Input Cell: Net Planned Ideal Cycle Time Please provide the best estimate of the cycle time of the part on each process. The worksheet will use this data to calculate the Planned Production Capacity. This could be also a time taken with a stopwatch at the bottleneck operation. The measurement taken should always include the time for loading / unloading and inspection (Part-to-Part). Part-to-Part cycle time measurement requires that the operation being measured is not blocked or starved for at least two consecutive part cycles. Pick a point in the operation's cycle to begin timing and when the next part reaches that same point in the cycle, stop timing and record the elapsed time as the operation's cycle time. It is best to repeat this measurement at least 10 times (making sure that the blocked and starved condition is absent in each measurement) and take the average. Note: For multiple cavities in one tool the actual cycle time of the tool must be divided by the number of cavities in the tool (to provide a net cycle time per part). Calculation Cell: Required Cycle time needed to cover exact customer demand - "For Information Only" - the worksheet displays the Cycle time needed to cover exact customer demand, calculated from planned operating pattern, projected downtime and quality rate. This is to be compared to the Planned cycle time Calculation Cells: Planned production capacity per week and Planned production capacity per day . This is to be compared with the Customer Demand per Week or Day .

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

III. Production Run

Sample production run data / actual cycle time
N O1 O2 P Total duration of production run (min) Planned downtime (lunch, breaks, maint.) (changeovers, inspection) (min) (min) (min)

(Select One)

480.00 45.00 10.00 10.00

480.00 20.00 10.00 0.00

480.00 20.00 10.00 10.00

480.00 20.00 10.00 30.00

480.00 20.00 10.00 30.00

240.00 20.00 0.00 0.00

480.00 15.00 10.00 70.00

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

Reason for breakdown

Q R S T Total parts run Total scrapped parts Total parts reworked, retested or repaired off line Total good parts (first time through only - do not include parts that were scrapped, re-processed or reworked) Reason for scrapped or reworked parts U 834 859 25 362 7 5 350 355 2550 325 170 360 5 2550 0 335 10 170 0 350 12 0 338

Process total actual cycle time (sec/part)

[(N-O1-O2-P) x 60 / Q]

28.99

74.59

73.33

9.88

75.22

77.65

66.00

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Capacity Analysis Sheet

Jaguar Land Rover

Input Cells: Total duration of production run Please enter the amount of time that is used for the production run. If the production run covers one shift of 8 hours, the total minutes run would therefore be 480 minutes (8*60min). Input Cells: Planned downtime (lunch, breaks, maint.) Please list all real downtimes during production run which have previously been planned according to the capacity planning - operating pattern, i.e. lunch, breaks, maintenance. Input Cells: Planned downtime (changeovers, inspections) - Please list all real downtimes during production run which have previously been planned according to the capacity planning - projected downtime, i.e. changeovers, inspections and adjustments. Input Cells: Total unplanned downtime - List all unplanned downtime, i.e. breakdowns or other unscheduled adjustments or setups. These downtimes will be subtracted from the Duration of production run in the Process Total Actual Cycle Time calculation. Input Cells: Total parts run , the Total scrapped parts and Total parts reworked from production run need to be listed. Calculation Cell: Total good parts - Only the total good parts will be used for the Process Total Actual Cycle Time calculation. Please list in detail the Reasons for breakdown and Reasons for scrapped or reworked parts . Calculation Cell: Process Total Actual Cycle Time The Worksheet will automatically calculate the cycle time based on minutes of production run and total parts produced. This will give the Production Run actual cycle time. For validation, compare the Process actual cycle time with the Required cycle time from the Capacity Planning section. This cycle time used for the Capacity Analysis includes only the good parts produced during available production time.

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

IV. Capacity Calculation

V W Z AA AB

Weekly Parts Available for Shipment Daily Parts Available for Shipment
DPV Percent above/below DPV [(W/Z)-1]

[V/Y]

5122 1024 1000 2.43% 40%

4900 980 1000 -2.00% 100%

3976 795 1000 -20.48% 80%

4250 850 1000 -15.00% 100%

4550 910 1000 -9.00% 100%

4868 974 1000 -2.64% 100%

5070 1014 1000 1.40% 100%

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

OVERALL EQUIPMENT EFFECTIVENESS

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

V. Overall Equipment Effectiveness (OEE)

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

95% 107% 97% 99.06% Process 1

98% 94% 97% 88.77% Process 2

96% 95% 99% 90.04% Process 3

91% 86% 100% 78.53% Process 4

91% 93% 97% 82.43% Process 5

100% 94% 100% 94.02% Process 6

83% 136% 97% 109.03% Process 7

SHARED

DPV comparison

Percent above/below DPV

Actual daily parts available

VI. Manufacturing Bottleneck Process 3 bore % above DPV: -20.48%

1200 1000 800 600 1024 400 200 0 Process 1 -200 980 795 850 910 974

customer DPV

2.43%

1.40%

1014

-2.00%
Process 2

-20.48%
Process 3

-15.00%
Process 4

-9.00%
Process 5

-2.64%
Process 6 Process 7

SUPPLIER OPERATION MANAGEMENT APPROVAL

VII. Supplier Operation Management Approval

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

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Capacity Analysis Sheet - Shared Process Shared Production Line Information Sheet
Supplier / Process Information Mon. Supplier Name Site Location Vendor Code Process Description Shifts / Day Gross Hours / Shift Breaks / Shift (min) Production Hours Tue. Wed. Thur. Weekly Operating Pattern Fri. Sat. Sun. Total Weekly Prod Hrs Date

Jaguar Land Rover

Capacity Revison Record Desciption Machine Usage Original Capacity submission

Part Information

Part Requirements Net Ideal Cycle Time (sec)

Changeover/Downtime

Operating Pattern of Specific Part

Scrap/Rework

Shared Equipment Measures

Production Weeks / Year

Annual Production Volume (K)

Part Description

Part Number

Tool / Module Planned Change- Change- Maint. over overs / / Shift (min) Shift (min) D E F

Other Downtime / Shift (min) G

Personal Total Breaks / Shifts / Hours / Shift Day Shift (minutes)

Days / Week

Scrap / Rework (%)

Required Parts / Week

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

Total Projected Downtime / Week (Hours)

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

Net Available Time (Production Hours/Week)

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

Required Prod. Hours / Week (based upon Net Ideal Cycle Required Machine Usage by Time) Part
R (N*C/3600)+P T R/(Total Weekly Production Hours)

Cummulative Machine Usage

Total "Other" Customers Production Hours: Totals NOTE: This form can be used to analyse machine usage for all products made (Jaguar Land Rover products as well as other company's products). Machine Usage for Jaguar Land Rover products and others:

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Version # 1 Issue Date : 31 March 2010

Capacity Analysis Sheet

Capacity Verification (Check One) Operation Process
Process Description

Jaguar Land Rover

Capacity Verification Data Collection

1 2
Hour

Data Collection
Scrap/ Off-Line Rework Parts (Parts/Hr) Plan Actual

(Actual Production Run)

Downtime (Min.) Breaks (Min.) Changeover Time (Min.) Plan Actual

Total Good Parts Produced (Parts/Hr) Plan Actual Cumulative

Plan

Actual

Plan

Actual

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Total Shift Average

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