SQH

PASSENGER CAR BUSINESS UNIT

PASSENGER CAR BUSINESS UNIT

Initiative Owner : Mr. D. M. Patankar

G M SQIG Car Plant, Pune.

Guidance : Mr. Girish Govande Mr. Rahul Nadagouda

Contributed By : Mr. Jayant Walvekar Mrs. Shubhangi Urala Mr. Hemant Joshi Mr. Chander Mohan Dhingra Mr. Santosh Upadhyay

This book is property of TATA Motors. All rights reserved. No part of this book may be reproduced in any form or by any electronic or mechanical means, including information storage and retrieval systems, without permission in writing from the copyright owners.

EDITION 7/11/001

Supplier Quality Handbook

Tata Motors

PCBU

Tata Motors Ltd PCBU Supplier Quality Handbook

Index Forward......... 2 Purpose.. 3 Scope .... 3 TCOC .. .....3 Acronyms & Definitions ...3 Quality System requirements..4 Channels of Communication ..4 Supplier Rating .6 Change Information Process . 8 Non conforming material .9 16 Step Supplier Quality Improvement Program .........10 Supplier Participation in each step ..11 Types of Audits by TML 18 Other 21

Supplier Quality Handbook

Tata Motors

PCBU

Foreword
The decade yet to unfold before us will bear witness to the multifold growth of Indian passenger car industry. And, an indicator of that growth would be the manner in which Tata Motors has made its presence felt in the passenger car sector. It was in 1996 that the company gave its first true passenger car to the nation - The Tata Indica. This was followed by a series of products, carving for itself a prominent place in the Indian Automotive Industry. The past can be effectively used to give a good indication of what the future would bring. India has now made its mark within the automotive industry and has now become a manufacturing hub for multinational OEM's. India has also earned for itself a reputation for manufacturing world-class vehicles at lower costs. With the increase in competition, Tata Motors has committed itself to producing world class quality cars at low costs. Joining hands with Tata Motors on this journey towards the future have been its legion of very capable suppliers. The Company's suppliers have always been a source of steadfast support in the journey of Tata Motors' Passenger Car Business. The Supplier Quality Manual will be a step forward towards quantifying Tata Motors' specific requirements and would serve to guide suppliers during the development programme. The manual emphasizes the need to follow a documented and systematic approach during part development and the need to continuously provide quality and be engaged in continuous improvement during operations. For quite a while now various initiatives have been set rolling within the company to eliminate waste, reduce cycle time and increase productivity. These objectives however fall woefully short of target, if the supply chain is not fully engaged with these initiatives. Seamless integration of this supply chain can and will realize these objectives. Supplier Quality Manual will bring to the user clarity on expectations, provide an introduction to the processes planned at Tata Motors Passenger Car Business Unit and most importantly help achieve business objectives. We hope, this initiative will be mutually beneficial and we look forward to your suggestions for continual improvement of this process. We request all suppliers to appreciate and implement requirements stated in this manual while developing and supplying parts. Acknowledgment of receipt of this manual, and commitment to ensure its effective compliance by way of internal circulation and staff training for the effective usage of the manual and its revisions, as and when received, will be highly appreciated. With warm regards,

Girish Wagh
Head - Passenger Car Operations

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Vision : To develop TATA into a world class Indian car brand for innovative and superior value vehicles. Mission: To,
l Be the

most admired multinational Indian car company producing vehicles that people love to buy

l Create an organization that people enjoy working for , doing business with and investing in

Purpose: This handbook will act as an interface between Tata Motors Ltd - PCBU and its direct suppliers. It communicates l Tata

Motors Ltd , Passenger Car Business Unit's specific Quality requirements and expectations to its direct suppliers.

l Our

16 - Step Supplier Quality Improvement Program , supplier participation and deliverables.

Scope: This handbook applies to all direct material suppliers to Tata Motors Ltd - Passenger Car Business Unit. Tata Code of Conduct: Being just, fair and proper to all in all aspects of its conduct, as enshrined in the Tata Code of Conduct, is an article of faith with TML. Supplier as a business partner of TML shall, not only subscribe to TML's policies and the Tata Code of Conduct in business and its corporate philosophy on social obligations but also support, promote and propagate them in all possible manner. Acronyms and Definitions : SAT - Supplier Assessment Team ERC - Engineering Research Centre VD- Vendor Development SSG- Strategic Sourcing Group SQIG - Supplier Quality Improvement Group. NPI- New Product Introduction SOP - Start of Production MPC- Material Pricing Committee RFQ- Request for Quotation. EVI- Early Vendor Involvement QCD- Quality, Cost , Delivery QSS-Quality System Survey PPAP- Production Part Approval Process PSW - Part Submission warrant TS- Technical Services

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Quality System Requirements: All the suppliers supplying to Tata Motors Ltd PCBU shall have minimum ISO9001:2008/ISO-TS16949:2009 registered. The minimum acceptable quality system registration for a new supplier is ISO-TS16949:2009 unless written approval of exception is given by the Head Supply Chain Management. Suppliers who are not registered to ISO9001:2008 must have systems in place to ensure they meet Tata Motors Qual ity, Cost, and Delivery requirements. The supplier shall inform TML SQIG or VD of any change in their registration status such as a new certificate number, suspension, revocation or switch to another registrar. TML expects its Tier 1 suppliers to manage the quality of their supplier base. Tier 1 suppliers should ensure their supplier base also meets TML requirements of Quality , Cost and Delivery. The Tier 1 suppliers should allow and facilitate visit required by TML to their supply base whenever required. It is impossible to cover every conceivable situation with a blanket statement or definition. If a situation occurs that is not covered by the TML Supplier Handbook, the TML VD Engineer (in case of Part under development) and SQIG Supplier account Manager (for developed parts) are the main point of contact for getting questions answered and situations resolved. These TM representatives have the authority to L request data above & beyond the stated requirements in the TML Supplier Handbook if it is deemed pertinent to protect the interests of Tata Motors Ltd.

Channels of Communication: The supplier shall have single window communication with Vendor Development Engineer in case of Parts under development and Supplier Account Manager of SQIG for developed parts. The supplier shall make effective use of the Supplier Relationship Management Portal . The details are available as follows :

Supplier relationship management is a comprehensive approach to managing an enterprise's interactions with the organizations that supply the goods and services it uses. The goal of supplier relationship management (SRM) is to streamline and make more effective the processes between an enterprise and its suppliers just as customer relationship management (CRM) is intended to streamline and make more effective the processes between an enterprise and its customers.

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With the SRM software, one may : Streamline and reinforce the best dispatching activities, you can also Leverage your trading powers, and Optimize your strategic relationships with TATA Motors. All these interactions take place in real time. There are three processes under the Supplier Self service process or the SUS, the purchase order acceptance process followed by the Schedule Lines Acceptance process. Which is then followed by the creation of an advance shipping notification (or ASN), sending it to TATA Motors. In EBP Enterprise Buyer Professional the suppliers' first need to register with TATA s Motors. Then they need to fill in a questionnaire and only after doing so they can submit their bids online. Every supplier has three levels of login ids. They are the Administrator, the Dispatcher and the Bidder. A new supplier initially gets registered as the Administrator. The Administrator has access to all the tabs in the portal while the Bidder and Dispatcher has limited access to the various tabs in the portal.

Business Information Warehouse (BIW) is a repository of information Used widely analytical tool for analysis, to arrive at business decisions. It empowers all users with actionable intelligence through meaningful data . BW reports provides all essential reports which are easy to use. Mainly following reports are available across all locations:

Purchase Orders - PO Master data PO-Part Data P O History: Details of Purchase order with material, price, delivery terms, Payment terms, Also, provides price history Details of delivery schedules for the Current Month Also provides information for the period specified helps in planning the Details of Goods Receipt made and it s acceptance status

Details of Payments , cheque released Hundis released Details of multiple invoices against a Hundi Details of multiple invoices against a cheque Details of Invoice pending status Details of Balance Outstanding and its due date , amount etc.

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Quality: Details of Line rejections Details of Primary rejections against GRs with reasons Month wise PPM details Details of Customer Satisfaction Index Details of Warranty & Warranty related Debit notes information

cFolders:- Colloborative Folders cFolders (Collaboration Folders ) is the SAP web-based application for collaborative sharing of information. cFolders is part of a SAP Net Weaver that integrate Project Management, Knowledge Management & Resource Management in collaborative inter-enterprise and intraenterprise environments. cFolders enables the sharing of documents and product information with members of various teams that are either part of your enterprise or trading partners e.g. customers and suppliers. It is integrated to SAP ECC, SAP Product Lifecycle Management (PLM), SAP Supplier Relationship Management-SRM, SAP Knowledge Management and SAP Net weaver. cFolders is an easy-to-use, intuitive, Web-based application. Its Web Browser user interface requires minimum training for occasional users.

Supplier Rating System Monthly Vendor and Quality Rating will be carried out for all suppliers who have supplied for that month. The criteria for rating are as below:

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Supplier Rating System Overall Quality Cost Delivery Design & Devp Mgt Systems Quality - 50% Incoming Rejections- PPM In-process Rejections- PPM Warranty incidences (top 20) Warranty expenses (top 20) SQIG Audits Cost - 20% Price Wrt Competition Commercial Reduction Passed by Supplier Overall Approch towards Commerical Aspect RM & Forex based Reduction passed by Supplier VA / VE Ideas Implemented / Improcess Increase In line with TML Norms Delivery - 20% Adherence to day wise delivery schedule Extent of follow-up required Finish goods stock (FG / Warehouse) Capacity Premium freight incidences - Penalty Line stoppage penalty Failure in meeting Spare Parts requirements Penalty Design and Development - 5% Design and development capabilities Management Systems - 5% Man power and organization Working capital management 50 20 20 5 5

100 0 to -10 0 to -10 0 to -10 0 to -10

5 to 20 -2 to 5 0 to 25 -3 to 20 0 to 5 0 to 25

40 20 20 20 0 to -5 0 to -10 0 to -10

100

70 30

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Rating Scale Overall Rating Grade Quality Rating Grade Delivery Rating Grade Cost Rating Grade > 90 A > 95 A > 90 A > 90 A 80-90 B 80-95 B 80-90 B 75-90 B 70-80 C 60-80 C 70-80 C 65-75 C 60-70 D 40-60 D 60-70 D 55-65 D <60 E < 40 E <60 E <55 E

The quality ratings shall be communicated to the Supplier by the Supply Chain Management group for Overall Vendor Rating. The Quality rating shall be communicated to the supplier by the SQIG group leader every month. The Supplier who scores an E grade shall be called for review at TML in subsequent month preferably by second week. The review shall be conducted by Senior Management of TML. The senior people from supplier have to attend this review and present a concrete action plan to improve the rating. At the end of review a joint sign off of action plan should take place. These suppliers shall be reviewed for their performance the subsequent months. The final escalation of E category review process, if required, is a meeting of the suppliers highest management with appropriate Tata Motors Ltd , PCBU Plant, Purchasing or senior management. The supplier must be prepared at this meeting to commit resources to resolve the issues. Failure to follow through with these commitments would initiate re-sourcing activity by Tata Motors Ltd,PCBU.

Change Information Process: The supplier shall inform in prior TML Vendor dev engineer and Supplier Account Manager SQIG for the following changes:

Engineering change Process change which includes layout, sequence, machines etc including at sub supplier end.

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Any change in construction or material or inspection method which has been previously approved. Change in Raw Material source Change in Sub supplier Modification of toolings like dies, molds, patterns. Change or addition in manufacturing site. Change in technology Change in Management including Joint Ventures or takeovers.

The supplier should inform TML in prior for the above conditions. The supplier shall seek official approval for such changes which would affect Quality, Cost and Delivery of the part. The supplier shall submit PPAP in any of the above changes mentioned to the concerned Vendor Development Engineer for approval. Such approval should be taken in written form and all the documents related to the change and its validation should be submitted before approval. Once approval is granted the supplier shall declare a breakpoint for the parts coming after this change for monitoring.

Any change done by the supplier without prior information and approval from TML shall call for an appropriate penal action.

Non conforming material: Tata Motors Ltd , PCBU will notify the supplier when a nonconformance has occurred either through various communication modes like phone calls, emails or SRM portal etc. A corrective action report shall be submitted for every non conformance within 48 hrs of reporting time. The Immediate containment action (ICA) shall be initiated within 24 hrs of problem reported. The permanent corrective action shall be initiated within a weeks time of problem reported. Tata Motors Ltd , PCBU reserves the right to institute third party sorting/certification of product at the Suppliers location if a Supplier Corrective Action is inadequate or in the case of a recurring defect. Any charges accrued associated with the activities conducted by the Third party will be at the Suppliers expense. Repetitive nonconformance, adverse quality trends, or other issues may escalate the corrective action process to include, but not be limited to: a. Formal Process/Product Audit of the suppliers facility by Ta ta Motors Ltd , PCBU Supplier Quality, looking for systemic issues. b. Quality gate Setup at supplier end.

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c. Submission of capability information on selected characteristics d Participation in a Kaizen event conducted by Tata Motors Ltd , PCBU . e. Participation in Controlled Shipping/Consequential Management activities, which may include Third Party containment/component certification processes that are provided at suppliers expense.

Tata Motors Ltd , PCBU monito rs supplier-caused disruption costs to Tata Motors Ltd , PCBU and its Customers. Costs associated with supplier caused disruptions will be recovered from the supplier. Typically these costs could arise from: a. Nonconforming material detected within Tata Motors Ltd , PCBU or by its customers b. Supplier caused warranty issues. c. Line stoppages at Tata Motors Ltd , PCBU or its customers due to supplier issues d. Any work beyond normal planned activity like rectification of vehicles or recalls.

Supplier Quality Improvement Program:

PCBU 16 Step Supplier Quality Improvement Program

16. Preferred Supplier Status

15. Readiness for

GR1

GR2

GR3

GR4

Certification

14 . Performance Assessment

7. PPAP Phase 1 Quality & Capacity Verification 10. Transfer to series Production 13. Ship to Use

2. Sourcing Decision

4. C of C & Design Validation

6. PPAP Phase 0 Doc - Review

9. PSW Sign off Phase 3

12. Supplier Improvement Process

1. Potential Source Identification

3. DFMEA & prototype CP

5. Process Design

8. Run at Rate Phase 2 (Capacity Verification)

11. Enroll for Ship to Use

Phase 1 Sourcing Decision & Agreement

Phase 2 Product Design & validation

Phase 3 Process Design &Validation

Phase 4 PPAP

Phase 5 Ongoing Performance & Management

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Step 1 - Identification of Potential Suppliers The CFT comprising of ERC, NPI, VD, SSG, SQIG shall evaluate the Supplier list based on Part, Project, Location, SOP, Design responsibility, Volumes, Technology, Project timeline etc. The team shall conduct a SAT visit ,som e of the specific requirements the potential supplier(s) should be assessed against include: Total Cost of Ownership (TCO), Quality, Technical, Regulatory, Financial, Warranty Commitment, Target Cost and Future Cost Reductions. A SAT score shall be given to the supplier, more than 75 score is a qualifier. The nominated supplier shall be involved in the EVI ( Early Vendor Involvement) Program. A Non disclosure agreement shall be signed off by the supplier since project and product details will be shared with the supplier.

Step 2 : Sourcing Decision ERC shall prepare RFQ with the SAT Qualified supplier in consultation with the CFT at TML. The RFQ shall contain information as below: Initial concept information, Relevant QCD information and targets (Project, System, Product), Quality & Reliability targets, Project schedule and other relevant project information Relevant Specification information and supporting technical requirements, Information concerning applicable regulations, List of forbidden, regulated or permitted materials, CAD data exchange agreement, Responsibility sharing between TML & Supplier, (inc. Suppliers chosen by TML) TML & Supplier activities split, Timing requirements for the design verification plan (Digital & Physical Parts Testing), logistics specification / targets

The supplier shall be called for a technical review along with the CFT for finalization of RFQ package . A joint sign off between TML and supplier shall take place. The supplier shall receive a supplier self evaluation checksheet (SSE) from the Vendor Dev Engr . The supplier shall evaluate and fill the checksheet and submit along with the technical review. The Vendor Development Engr shall visit to audit the systems as per the checksheet (QSS) and an action plan will be drawn from the same.

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Once RFQ is signed off , commercial negotiation shall take place and after finalization the Vendor Development Engr shall sent a LOI. The supplier shall revert with a APQP Plan to the VD Engr.

Step 3 : DFMEA and Prototype level APQP documents The suppliers having design responsibility as mentioned in RFQ shall submit the DFMEA to ERC for review or alternatively the DFMEA review shall happen at the supplier end wherever feasible. The DFMEA shall be signed off between TML CFT and Supplier. The supplier shall receive a finalized drawing based on which the supplier shall submit the Prototype APQP documents and samples to TML for approval. The supplier shall take necessary actions on the feedback of the samples for fitment.

Step 4: C of C and Design Validation ERC shall classify the drawing characteristics The Classification in based on two major categories: 1) Critical Characteristics: These characteristics affect the safety and/or government regulations. 2) Major Characteristics: These characteristics affect the fit, function, form, performance of the product. The supplier shall ensure the C of C has adequately addressed in the process design and validation. The Supplier shall prepare a Design Validation plan and submit to ERC through VD Engr. An adequate DVP should include the following points in minimum: 1) A CFT for completion of design verification plan. 2) Specified test methods, equipments, acceptance criteria, sample size/s, design level and timing. 3) Tests that address environmental aging, dim ensional wear and material fatigue, effects of external & internal environment 4) As specified by ERC testing . The Design Validation plan shall be signed off by TML with the supplier. The supplier shall submit prototype samples along with Inspection reports for testing at ERC. If the tests are to be conducted at supplier end or at Third party location witness testing shall be done by ERC. Fitment feedback along with testing results shall be included in FIR and Green report released by ERC. The supplier shall receive the communication for starting of tool development from VD engineer. The supplier shall communicate time plan for tool development for review.

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Step 5 : Process Design A team feasibility commitment form shall be submitted to TML before start of process design. The supplier shall participate in the 3- P event ( Production Preparation Process) as directed by TML.The supplier shall prepare the Process Flow Diagram, Floor layout, Process FMEA, control Plan , Standard operating procedures (SOP), Tool design , Sub supplier APQP plan.

Tool Buy off Tooling and inspection aids shall be designed and reviewed by appropriate authority. Manufacturing and inspection shall be done with respect to approved drawing. Validation trials should be carried out before or during pilot manufacturing stage and suitable modification shall be carried out to make it fit and easy to use. Each tooling and inspection aid shall be managed for proper use, due checks after use, maintenance, fixed location, identification etc through a history card. Based on the similar application experiences the tool life and replacement parts shall be specified or shall be established through wear and tear trend. A tool buyoff should be done by supplier and TML VD in order to confirm the form, fit and function of the part. This predominantly shall be done and reviewed for tool dominant parts. Process Trial run: The supplier shall ensure all production toolings, gauges and inspection fixtures are ready before the process trial run. The supplier shall conduct a trial process run to validate the production environment including facilities, tools gauges fixtures, inspection fixtures , trained manpower. The supplier conduct a trial run and record all the discrepancies and issues found during this run, make action plan and correct it . All the records during the trial run shall be produced by the supplier if demanded by TML.

Measurement System Analysis: A Plan must exist for the evaluation of measurement devices and methods specified in control plan to ensure gage linearity, accuracy, repeatability, reproducibility and correlation (for duplicate gauges). This plan shall be based on the control plan and PFMEA. The supplier shall ensure that all gauging and testing equipment meet the expectations of the control plan and meet the Gauge R & R requirements. Inspection equipment is calibrated , qualified and maintained Has proper identification Gauge R & R meets requirement 10%. If gauging or measurement equipment is designed , constructed or purchased , a process for tracking progress, validation and calibration of this equipment shall be in place and followed. Linearity and Gauge R & R studies are 10%.

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Employees using inspection equipment are trained.

The supplier has to ensure that TML has approved the Measurement System evaluation Methods Standards Acceptance level Statistical and analytical requirements Correlation when duplicate gauges and test equipment exist.

Packaging & Logistics: The supplier shall ensure that individual product packaging (including interior partitions) is designed and developed and approved by TML.

The packaging design must assure that the product performance and characteristics will remain unchanged during packing , shipping and unpacking. Packaging evaluations must test the packaging under the expected conditions of transport and material handling and preservation. Once the packaging is finalized and tested a joint sign off of Logistics sheet with Supplier and TML shall take place.

The supplier shall submit samples of the process trial run for fit to nominal fitment trial, styling and graining approval if applicable. The feedback of the same shall be given to the supplier for necessary corrections.

Step 6: PPAP Phase 0 - Documentation review The supplier shall prepare and submit the prelaunch APQP documents .The VD engineer shall review all the documents .There should be a mutual discussion on adequacy of all documents and finally a list of discrepancies observed if any shall be given to the supplier for compliance. After correction of the required documents the supplier shall resubmit the documents along with the PPAP docs and Onsite Readiness Declaration, refer format no 6.1.b.This declaration shall state that the supplier is ready for the conducting the run for Phase 1 PPAP (Quality & Capacity Verification)

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Step 7: PPAP Phase 1 Quality & Capacity Verification 7.1 Identify each Stream of process: The supplier shall identify the no of streams in the process. The Stream is a part of a process either having a single piece flow or a batch. The Stream should start from a tooling and terminate to a inspection point or another process joint. Eg : In case of multi-cavity tooling each cavity should be considered as a single stream. In case of duplicate fixtures each fixture to be considered as a single stream. The supplier shall identify such number of streams and prepare a list of the same.

7.2 - Make capacity estimate sheet for each Stream : The supplier shall prepare capacity estimate sheet as per the projected volumes as mentioned in the RFQ. The capacity estimate sheet should be prepared in consultation with TML VD Engr.

7.3 - Verify the availability of all resources: The supplier shall verify the availability of the below mentioned resources before the actual run is taken. 1) Plant location & Site (final site and line) readiness for Floor layout and process layout. 2) Production tools, facilities and gauging in place including master samples and boundary samples and Tool capacity data. 3) List of final Sub-suppliers including Raw- Material suppliers with Parts supplied matrix. 4) Sub supplier material availability status & Sub supplier PSW sign off. 5) Trained and permanent manpower deployed for all CTQ stations. 6) TML approved drawing / Standards or any other Customer approved documents 7) PPAP documents which includes Process Flow diagram , Process FMEA, Pre-launch Control plan, Standard operating procedures, Logistics etc 8) All actions completed for concerns raised in prototype and pilot batches. 9) Potential failure modes as identified in the PFMEA are addressed through error proofing or the control plan. 10) Ensure grain & texture approval from TML Styling & Craftsmanship team if applicable.

7.4 - Conduct actual production run for each stream. a) Duration of Run @ Rate The number of components to be produced during the Run @ Rate should be sufficient to demonstrate manufacturing process capability and should be predetermined by the

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supplier and the VD engr. Factors such as product complexity, shelf life, storage, cost and single shift vs. multiple shift operations are taken into consideration in determining the length of the Run @ Rate. The default length of the Run @ Rate is one day of TMLs daily production requirement as mentioned in RFQ.

b) Required Participation No portion of the Run @ Rate is to be performed without prior approval from TML VD. The lead supplier representative to be present for the entire Run @ Rate. Presence of TML VD representative for this phase will be at TMLs discretion based on criticality of the part / situation. The ownership lies with the supplier to conduct the run and provide the feedback in the TML defined formats only.

c) Inventory If parts are produced ahead of production schedules, the supplier will hold all parts produced until authorized to ship by TML - VD. The supplier will ensure that sufficient production containers and packaging are available to prevent part damage.

Conduct the actual run at the planned rate and at the planned duration. Conduct Measurement system analysis on the parts produced during Run @ Rate for all production checking fixtures. The Gauge R & R should be within 10 % as acceptable limit.

Conduct SPC for all CTQs on the parts produced (100% Parts to be checked) Conduct Layout Inspection Report for five randomly produced parts and numbered samples for each stream.

Dimensional Inspection report of all CTQs for ten random and numbered samples Metallurgical testing and destructive testing if required.

7.5 - Verify the capacity results

Check net output from each operation has supported the quoted capacity The tooling has met the quoted uptime requirements (net vs gross quoted output). Any unexpected downtime must be documented and corrective action taken.

Check any line changeovers if any, can be performed within the quoted tooling capacity requirements.

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The net through put of good pieces (scrap taken out, any allowable rework) net the daily quoted capacity.

All the results are to be recorded in the TML prescribed format 7.5a/b

7.6 Verify the Quality results Verify if all the parts produced off production tooling during the Run @ Rate meet the drawing and all TML specified requirements. Verify if the manufacturing process is capable and is in control ( Pp & Ppk >1.67) The process control plan is adequate and sufficient to meet the TML requirements. Non conformances. Verify if any activity has not been done as mentioned in control plan put corrective action in place. All rework and repairs done effectively correct the non conformances All prototype and pilot concerns if any have been corrected and validated. All the results are to be recorded in the TML prescribed format 7.5a/b

For completion of Phase PPAP the parts should qualify both for Quality and Capacity requirements. Any deviation in the above should be recorded and can be only be approved by VD group leader.

7.7 - Bring identified parts to TML for controlled fitment trial. After the approval of Phase 1 PPAP, the supplier shall confirm for Shipment of only approved parts to TML. Only after approval from TML VD is sought the supplier shall ship these parts to TML under controlled shipment duly identified. The batch shall then be inspected by VQA for measurement correlation. Once cleared by VQA the batch will then be fitted on vehicle and fitment validation to be approved by all stake holders. Once the Phase 1 PPAP batch is accepted by TML, a Phase 1 PPAP sign off sheet to be signed off by the stakeholders and the supplier shall be ready for Phase 2 PPAP.

Step 8: PPAP Phase 2 Quality & Capacity Verification The steps remain same as Phase 1 PPAP. The default level of PPAP submission shall be Level 5. The Phase 2 Run @ rate shall be done in the presence of TML representative only unless waived by TML. The ownership

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lies with the supplier to conduct the run and provide the feedback in the TML defined formats only.

Step 9: PSW Sign off The supplier shall submit the complete PPAP file to the concerned VD Engr for approval. The VD Engr shall review all the documents in the PPAP file for correctness and adequacy. The VD engr should ensure that all the issues raised in Phase 1 & 2 PPAP are closed before Final PSW sign off. They should ensure that all Design validation tests are complete and found accepted by ERC. Once the adequacy is ascertained the PPAP file will be reviewed by VD and SQIG and a joint sign off shall take place. The supplier shall receive a signed PSW copy from TML VD Engr.

Step 10: Transfer to Series Production The supplier shall be informed once the part is transferred to Series production. The Supplier shall get in touch with Vendor Dev Engr for details of Purchase order change related to transfer. Once the Part is transferred SQIG Supplier account manager (SAM) shall be a single point contact for the supplier for all Quality related matter. The schedules and commercial matters will be dealt by the Materials buyer.

Step 11: Enroll for Ship to Use The supplier shall enroll to the Ship to Use program through an agreement as directed by Supplier account manager TML.

Step 12 : Supplier Improvement Process : The supplier account Manager (SAM) shall conduct various audits as mentioned below: A ) Process Audit; or Issue Based Audit The process Audit should be conducted by SAM for every part . The SAM should provide a Process Audit Score to the Supplier at the end of every audit. The Supplier and concerned SAM should arrive at a concrete time bound action plan based on the Score at the end of audit and generate a MOM . The SAM should monitor the actions taken on OFIs generated for its effectiveness at TML and provide appropriate feedback to the Supplier.

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A verification audit should be conducted after the completion of actions to arrive at a New Improved Process Audit Score.

B )Surveillance Audit : Surveillance audit is a system based audit. SAM should arrive at Surveillance audit score after every audit. An action plan should be prepared to close the OFIs identified in the audit. The supplier shall close all the OFIs within 30days. Step 13: Ship To Use The supplier shall ensure that all the parts transferred to series production achieve the Ship to Use (STU) status. The SAM will guide the suppliers for achieving the same. The STU Qualifiers are as below:

Sr no 1 2

Qualifiers PPM Vendor Part Issues

Conditions/ Criteria At TML 32 PPM 6 consecutive months MIRRP - Zero First Shot ok (Not in Top 20) Downtime Zero Warranty IPTV <1 (6 monthly) CTQ List as defined by TML All CTQs should have Cpk >1.33 Process Audit Sc ore more than 50. NC closure within 30 days

3 4 5

Critical to Quality Parameters (CTQs) Process Audit

Sustenance compliance Re-audit after 90 days and score more than previous audit score with closure of all NCs raised in previous audit. (Reports like Layout Insp, Raw Material Testing, PV Testing, calibration, Cp / Cpk for CTQs, critical machine PM, Info for any change, Summary of issues with Status and closure dates.) Vendor Rating Only A & B

The Part shall be awarded a ship to Use status after Qualifying for the above.

Step 14 16 : To achieve Preferred Supplier Status

The eligibility criteria for PQS are as follows:

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A supplier must be in the supply base for a significant amount of time (no less than twenty-four months) before the granting of Preferred status is considered. All Parts supplied to TML in series production should be having ship to Use status. The Vendor rating should be more than 90. (Each component of Quality, Cost Delivery should be more than 90%)

The process audit score should be more than 90%. Warranty IPTV for all the parts should be less than 1. No In-house major issues related to the parts supplied.

A CFT at TML shall assess the supplier for above pa rameters and a list of eligible suppliers shall be prepared. The PQS eligible suppliers shall be invited for a formal presentation to TML Senior Management and PQS committee to demonstrate capability of the supplier to achieve the Preferred Status The suppliers Senior Management teams presentation should include in minimum: Their current status on Quality, Cost & Delivery at all TML locations. Financial Strength Their growth plan which may include Industry trends and market developments. Plan to achieve Full Service Supplier for TML.

The TML CFT members shall visit the supplier for assessment. The committee members shall approve and select the suppliers who qualify as a Preferred Supplier . Such suppliers shall be awarded a preferred Supplier Status by TML.

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Sr. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33

Format Description Supplier Assessment Team Report Request for Quotation Supplier Self Evaluation Technical review sign off Quality System Survey Proto Fitment Trial Report Team Feasibility Commitment Form Q and R Workshop Process Flow Chart PFMEA CTQ Matrix Control Plan Onsite Readiness Requirements Phase - 1 PPAP Sign off Sheet Layout Inspection Report Dimensional Report Process Capability Study Summary List of Checking Aids MSA Study Summary Tier 2 Supplier List Raw Material Source List Quality Plan Logistic Sheet Phase - 2 PPAP Sign off Sheet Appearance Approval Format PSW Sign off Sheet Capacity Planning Sheet STU Program Agreement E Category Review Report Process Audit Format Surveillance Audit Format 8D Report SIRRP format

Ref. No. 1.1 2.1 2.4 2.6 2.7 3.9 5.1 5.2 5.3 5.5 5.5 5.6 6.1 7.1

Page No. 55 59

60 61 62

63 64 65 66 67 68 69 70 71 72 73 74 - 81

8.1 72 9.1 10.1 11.2 12.2 12.3 12.5 12.6 12.7 82 - 83

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Supplier Quality Handbook

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PCBU

SUPPLIER ASSESSMENT REPORT

(Ref : PK40-P01-G001, Issue No : 1, Revision No: 1 Dt. 1.2.2008)

Supplier : Supplier Site/s : Overall Rating : Team Assessment Date : (%) / / 20

Enclosed 1 Supplier information 2.1 Supplier Rating at a Glance 2.2 Supplier rating - score card 2.3 Annexure 1 - Supplier Management & People 2.4 Annexure 2 - Design, Development & testing capabilities 2.5 Annexure 3 - Quality Assessment 2.6 Annexure 4 - Manufacturing capabilities 2.7 Annexure 5 - Integration capabilities 3 Supplier Development Plan (in case team recommended for further development)

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Supplier Quality Handbook

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PCBU

TATA MOTORS PCBU

Supplier Name, Location: Catagory Description

SUPPLIER ASSESSMENT - SCORE CARD (to be filled up by team)

(Ref : PK40-P01-G001, Issue No : 1, Revision No: 1 Dt. 1.2.2008)

Date

Score

Policy deployment Senior management commitment to improvement Middle managements attitude to continuous improvement Operational level experts support on improvement New project management Clear KPIs, linked to business objectives, are defined and cascaded to front line Performance monitoring and review mechanism are in place and adequate countermeasures are taken Dedicated continuous improvement resources to drive improvement from shop floor base Systematic problem solving methodology and process supported by a strict implementation tracking mechanism HR supports the production to get the best people in, develops their skills and creates an enjoyable work environment Marketing takes initiatives to find the best compromise between customer service, cost and inventories Participation in company Training general Training flexibility Personnel safety masks, glasses, car plugs, gloves Morale of operators Total Design Capability CAE, Simulation capabilities Technology Access Capability Change Control - Design & Process Product Development (refer annexure 1 &2) Average Time for Development Engineering Testing Capability Inhouse Tool Development Capability Prototype Development Capability Attitude towards Customer's Engineering Changes Total Data Collection Problem solving Quality organisation Capability

Supplier Management commitment & People

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Supplier Quality Handbook

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PCBU

Capability Initiatives Quality (refer annexure 3) Inspection criteria Gauge R&R Process control check point setting Prevention of delivering defects Defect level from customer feedback Sub supplier QC control Total Proces flow inlines Production monitoring Level schedule Contineous flow Takt time Pull system Abnormality detection Line stop & call Production system assessment Problem solving TPM Preventive breakdown Tools and attatchments POKAYOKE & JIKODA Machine availability Factory layout Machine layouts Machine mobility Man/Machine seperation Skill building Work standards Operator training instructions Production system assessment 5S Visual management Inventory Management Stock control procedures Finished Goods

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Supplier Quality Handbook

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PCBU

Finished Goods Total Design, Development & testing Manufacturing Integration capabilities Supply chain IT Systems Total Analysis Strengthening opportuinities : Attach OFI sheet Action plan : Attach supplier development plan Component that can be developed

% Overall Rating Acceptable (A) Conditionally Acceptable (B) Unacceptable <C> Team Recommendation A) Recommended for further development

Criteria >75 63 to 75 <63 Signature

B) Recommended with improvements (Encl. deelopment plan) C) Not recommended for further development Name / Function / Designation

Assessment Team members

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Supplier Quality Handbook

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PCBU

Tata Motors Proto Fitment Report

Supplier Name: Part Name: Part Number (s): TML Plant: Offer Date: Sample Qty: Fitement Feedback/Remarks: VIN : VD Group: Completed on: Supplier Code:

Fitment Result:-

Ok:

NG: Approved by Name: Signature:

Fitment done by (ERC) Name: Signature:

26

Q& R Workshop
Supplier Name Action Plan Status Design Related Process Related Responsibility For Action Target Date Action Status Location Issues Related To Design Process

Part Number:

Part Name:

S.No

Issues & Suggestion

Things That Can Go Wrong

Supplier Quality Handbook

Tata Motors

PCBU

27

28

Process Flow Diagram

Part No Child Part No Child Part Rev No. Part revision No.

Supplier Code

Part Name

Supplier Name

Child Part Name

Operation No

Operation Description Process Flow Diagram

Incoming Source of variation

Product (Output) Characteristics

Special Product Characteristics

Process Characteristics

A) Engg Specs B) Voice of Process (at Supplier) C) Voice of Customer (TML) D) Voice of Customer(Final)

Supplier Quality Handbook

Tata Motors

PCBU

System (Process FMEA) Process Responsibility : Key Date : FMEA Date :

Action Results Recommended Action(s) Resp & Target Completion Date

Potential Failure Mode and Effect Analysis

FMEA Number : Operation No: Revision No Rev:ision Date Page Prepared by :

Sub System

Component

Drawing No.

Model Year/ Vehicle(s) : Core Team :

Revision No.

Process Function

Severity

Detection

Occurrence

Severity

Supplier Quality Handbook

Requirements

Occurrence

C l a s s

R . P . N

Detection

Potential Potential Effect(s) Failure Mode of Failure Actions Taken

Potential cause(s) / Mechanism(s) of Failure

Current Process controls Prevention

Current Process controls Detection

R.P.N.

Tata Motors

PCBU

29

30
CONTROL PLAN
Page Date ( Orig ) Customer Engineering Approval / Date ( If Reqd ): Customer Quality Approval / Date ( If Reqd ): Other Approval / Date ( If Reqd ): Reaction Plan Date ( Rev ): of Characteristics Product Size Process
Evaluation Measurement technique

Prototype Control Plan No.

Prelaunch

Production

Key Contact / Phone :

Part Number / Latest Level :

Core Team ( Names & Sign.) :

Part Name / Description:

Supplier / Plant Approval Date:

Supplier / Plant :

Supplier Code:

Other Approval / Date ( If Reqd ):

Part / Process Number Control Method POKA YOKE

Process Name / Operation Description

Machine, Device, Jig, Tools for Mfg.

No.

Special Product /Process Char. Class specification /Tolerance

Methods Sample Freq.

Operation Standard Reference

Supplier Quality Handbook

Tata Motors

PCBU

Supplier Quality Handbook

Sr. No Documentation 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 Sr. No Latest ERC approved drg availability at vendor end ERC approved Green Report Craftsmanship /appearance approval report by TML ERC / VQA for asthetic parts. Dimensional & Material test report of prototype Development Sample report by VQA Fitment Trial report DFMEA copy for review (or onsite review) Process Flow Diagram PFMEA Control Plan & SOP Identify CTQ's based on 1)Form 2) Fitment 3) Function List of POKAYOKE implemented / suggested List of gauges and inspection fixtures , calibration reports List of subsupplier along with Part list Subsupplier APQP Plan and status Too buy off sheet Measurement System Evaluation results Packaging & Logistics sign off Onsite Readiness Requirements Available (Y/N) OK / Not ok OFI Action Planned Resp Target Date Available (Y/N) OK / Not ok Target Date

Tata Motors

PCBU

PPAP Requirements

OFI

Action Planned

Resp

Remark

Remark

Onsite readiness Review 1 Plant location & Site (final site and line)

Floor layout and process layout.

Sub supplier material availability status

Sub supplier PSW sign off.

Fixtures ,gauges, tools in good and calibrated condition

Master samples / Boundary samples (if applicable)

Trained and permanent manpower deployed for all CTQ stations. All actions completed for concerns raised in prototype and pilot batches.

We hereby declare that the above requirements have been satisfactorily completed by us and we are ready for Phase - 1 PPAP on Date :.. The number of components to be produced during Phase 1 Run @ Rate are .

Declared by Supplier Name & Sign :

Approved by : VD Engr Name & Sign : SQIG Engr Name & Sign :

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Supplier Quality Handbook

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PPAP Summary sheet

Note:1) Attach all back up reports along with marked copy of drawing.

Phase
Part Name: Vendor Name: Total OK Not ok Rev No:

1/2

Part No: V code:

Quality Verification
Remarks Dimensions Parameters Metallurgical Parameters Appearance Parameters Performance Parameters Total <10% Measurement System Pp / Cp
<1.33 >1.33 <1.67 >1.67 <1.33

Gauge R & R >10<30 % >30%

Remarks

Ppk / Cpk
>1.33<1.67 >1.67

Critical to Quality (CTQ) Parameters

Quality Verification :

OK

Not ok

Interim Approved

Capacity Verification
Plan No of Components for Run @ Rate Planned Shifts : Actual results : Actual hrs : From : Actual Shift : From : Actual Produced : To : To : Total Rejected Planned hrs Run : Planned downtime : Reason for Planned downtime:

Net Produced = Actual Produced - Total Rejected = Run @ Rate : OK Actions if not ok : Logistics Verification : Logisitics sheet signed off Yes No Not OK Interim Approved

Was there any problem identified in Packaging,handling , preservation , loading & unloading of Parts ? If yes - Pls attach action Plan

Logistics Verification :

OK

Not ok

Interim Approved

Supplier representative Name Sign Date

TML Representative Name Sign Date

Dept

32

Layout Inspection Report

Phase : 1 /
Date:
Stream No:

2
Rev No:

Note:1) Copy of marked drawing to be attached with the report. Layout inspection to be done for 3 parts

Part No: Specification Method of inspection Obs 1 Obs 2 Obs 3 OK/ Not OK

Part Name:

S.No.

Parameter

Special Char. Symbol

Supplier Quality Handbook

Remarks :

Checked by:

Approved by:

Tata Motors

PCBU

33

34

PPAP dimensional report

Date:
Stream No:

Phase 1 / 2
Rev No: Method of inspection Obs 1 Obs 2 Obs 3 Obs 4 Obs 5 Obs 6 Obs 7 Obs 8 Obs 9 Obs 10 OK/ Not OK

Note:Dimensional Inspection to carried out on 10 samples for all CTQ's identified.

Part No:

Part Name:

S.No.

Parameter

Special Char. Symbol

Specification

Supplier Quality Handbook

Remarks :

Tata Motors

Checked by:

Approved by:

PCBU

Process Capability Study Summary

Date:
Part Name:
Special Char. Symbol Method of Inspection % R&R Cp Cpk Pp Ppk OK/ Not Ok

Phase 1 / 2
Rev No:

Part No:

S.No

Special Characteristics

Parameter

Specification

Supplier Quality Handbook

Tata Motors

PCBU

Prepared By:

Approved by:

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Supplier Quality Handbook

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PCBU

List of Checking Aids

S.No Name of Instrument/Gauge Range / Size Least Count

MSA Study Summary

Part No:
Special Characteristics S.No Parameter Specification Special Char. Symbol

Phase 1 / 2
Part Name:
Method of Inspection MSA (Attribute/ Variable)

Date:
Rev.No
% R&R/ Kappa OK/ Not Ok value

Prepared By:

Approved by:

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Supplier Quality Handbook

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PCBU

Tier 2 Supplier List

S.No Part Number Part Name Supplier Name

Date:
Supplier Location PSW Sign Off Status

1 2 3 4 5 6 7 8 9 10
Prepared by:

RAW MATERIAL SOURCE LIST

S.No 1 2 3 4 5 6 7 8 9 10 11 12 13 14
Prepared by:

Date: RM Desc Supplier Name Supplier Location

Part No

Part Name

37

38
APPEARANCE APPROVAL REPORT
DRAWING NUMBER BUYER CODE MANUFACTURING LOCATION SPECIAL SAMPLE FIRST PRODUCTION SHIPMENT ENGINEERING CHANGE RE- SUBMISSION OTHERS SUPPLIER CODE E/C LEVEL DATE APPLICATION (VEHICLES)

PART NUMBER

PART NAME

SUPPLIER NAME

REASON FOR SUBMISSION

PART SUBMISSION WARRANT

PRE TEXTURE

APPEARANCE EVALUATION
CUSTOMER REPRESENTATIVE SIGNATURE AND DATE PRE TEXTURE EVALUATION

SUPPLIER SOURCING AND TEXTURE INFORMATION

CORRECT AND PROCEED

CORRECT AND RESUBMIT

APPROVED TO TEXTURE

COLOR EVALUATION
MATERIAL TYPE HUGH RED YEL GRN BLU VALUE MATERIAL SOURCE CHROMA GLOSS LOW METALLIC BRILLIANCE HIGH LOW COLOR SHIPPING SUFFIX PART DISPOSITION

COLOR SUFFIX

TRISTIMULUS DATA

MASTER NUMBER

MASTER DATE

Supplier Quality Handbook

DL

Da

Db

De

CMC

LIGHT DARK GRAY CLEAN HIGH

COMMENTS

SUPPLIER SIGNATURE

PHONE NO.

DATE

CUSTOMER REPRESENTATIVE SIGNATURE

DATE

Tata Motors

PCBU

Supplier Quality Handbook

Tata Motors

PCBU

DATE :

QUALITY PLAN
Part Name: Part No & Rev :

Rev No:

SKETCH

S.No

Parameters

Specification

Spl charac. Symbol

Method of inspection

Sample size

Frequency

Remarks

DIMENSIONAL

VISUAL

PERFORMANCE

MATERIAL CHECK

CHECKED BY

APPROVED BY

39

40
Priority Unique Sr No: Date (Issue Reported): No of Defects Month A/ B / C

Date:

Attn:

SIRRP Sr No :

Supplier Issue Resolution and Recurrence Prevention (SIRRP)

Agency Refered to:

Supplier

Issue:

Details as below

Models:

Aggregate:

Engine

Supplier :

Data before Recurrence Prevention

Data after Recurrence Prevention

Supplier Quality Handbook

Problem Definition

Initial Cause Identification

Immediate Remedy

Root Cause Analysis (5 Why)

Recurrence Prevention Action

By Date

Certification by Issue Registering Agency

TML

Tata Motors

PCBU

Supplier Quality Handbook

Tata Motors

PCBU

Process Audit

SQIG - PCBU

Built In Quality through Issue Remedy, Recurrence Prevention, Occurrence Prevention

Built In Quality Vision (Avoid errors) Built In Quality Advanced (Avoid error flow) Built In Quality Intermediate ( Prevention & CIP ) Built In Quality Basic ( Detection & Containment )

V
Defects are not created (Avoid errors)
Create Customer Enthusiasm The Perfect Process

IV
Defects dont leave the station
Satisfy Your Customer
Do not
Accept Build a defect! Ship

III
Defects dont leave the team

InspectionBased Process ( Containment )

Zero Defects

II
Defects dont leave the shop Contain in Team

Zero in-process waste

Levels I
Defects dont leave the plant Repair before end of line Improve up-stream quality

Eliminate in-process repair

Andon Analysis

No Touch

Culture

Repair before pass to sales Protect customer from obvious defects

Minimize disruption to downstream processes

DRL

Goal

DRR

Recurrence Prevention

Occurrence Prevention

Next Operation As Customer We cannot pass defects to next station customer

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Supplier Quality Handbook

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PCBU

Process Audit Snapshot

Part Description: Part No: Drg No. / Mod:

SQIG - PCBU

Vendor Name:

Vendor Code:

Date:

D) Voice of Customer (Final) Warranty Complaints

(PCR. CIR etc) JDP-IQS / VDS scores

C) Voice of Customer (TML) PPM (Primary & line)

Downtime & FSO Craftsmanship Audit issues 1) 2) 3) 4)

B) Voice of Process (at Supplier)

FSO, Rejection and rework (at Supplier end) Disruptive factors like Man / Machine / Material / Vendor 1) 2) 3) 4)

A) Engg Specs
Determine critical dims and attributes for functional and fitment requirement 1) 2) 3) 4)

1) 2) 3) 4)

CIRRP / MIRRP
Root Cause identification through 5 Why, 8D analysis, 7 QC tools etc MIRRP / CIRRP raising date 1) 2) 3) 4) Status with date

QMS Documents
DFMEA / PFMEA / MFMEA, Control Plan / SOP Documents Process Flow Diagram PFMEA Control Plan PDI Revision status with date

Effectiveness Monitoring
Quality Gate (Buy Off) Process Audit Product Audit

Defect Prevention
Quality Gates Interim & Final Pokayoke CTQ Cpk SPC Training 1 1 1 1 1 1 2 2 2 2 2 2

score score < 50%

Process Audit Score : _________

score > 50%

Standardize and Maintain

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Supplier Quality Handbook

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PCBU

Supplier Audit Preparation Check-list

Vendor Name:
Part Description:

SQIG - PCBU

Vendor Code:
Audit Date:

Preparation list
1. Study drawing 2. Vendor PPM (Last 12 months min.) 3. Part list with PPM 4. Rejection details 5. Drawing revision status 6. Warranty graphs 7. List J D Power Issues 8. List of craftsmanship Issues. 9. List MIRRP / SIRRP issues 10. Identify critical parameters w.r.t (a) Form (b) Fitment (c) Function 11. List of Tier II & raw material suppliers 12. List of Improvement actions for verification. 13. Check fitment and functional requirements for part planned for process audit. 14. Study process flow diagram. 15. Study process Control plan.

Remarks

Notes

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Supplier Quality Handbook

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PCBU

SUPPLIER PROCESS AUDIT SCORE

Part Description: Vendor Name : Is the updated drg available with supplier? Y/N Drg No: Applicable SS/TS with mod. Weighta ge (a) Total Score (a x b )

SQIG PCBU Date:

Part No: Vendor Code : Mod:

Audit Points
Quality Gate

Score (b)
(Tick at applicable score) 1 3 5 8 10

15/150

Does Quality gate exist?

Only visual inspection done

Manual checking using gauges and fixtures As per Drg & Process Parts are identified manually after passing gate, defects recorded Initial quality gate exists; intermediate quality gates exist 75 % Trained operators at Quality Gate Random feedback taken and process correction done

Testing automatic but feedback manual

Fully automatic; rig in good condition; covered under PM / calibration As per Drg, process, SIRRP & PFMEA risk identification Automatic punch mark / stamp on OK part; Rejection bin avl & rejects are identified Intermediate qaulity gate for more than 50% critical parameters operators are certified and records are available / displayed at Quality Gate Feedback taken, pareto made and actions completed

Fully Automatic and simulates vehicle condition; rig in good condition; covered under PM / calibration As per Drg , Process , SIRRP , PFMEA Risk identification & bench marks ( 5types) Automatic sticker / batch code identification on OK part; station interlocked with rejection bin Intermediate quality gates exist for A,B,C and D parameters along with final quality gate Multi-skilling of operators for de-risking absenteeism Feedback taken, pareto made and actions completed and effective monitored with TML

Does it address A, B, C and D parameters? Are records being kept at Quality Gate? Are parts identified after passing quality gate? Does supplier have initial and intermediate quality gates? Are permanent operators manning Quality gate? Does feedback from Quality gate drive process and product improvement? Pokayoke Does Pokayoke address A, B, C and D parameters? Are the Pokayoke working? Are Pokayoke being audited? CTQ Are CTQs identified as per A, B, C and D parameters? Are they displayed? Are CTQs station manned by trained operators? What is the control over the process at CTQ station? Cpk Does supplier calculate Cpk for crictical parameters? What is the Cpk value for critical parameters? Does supplier have action plan for improvement of Cpk? SPC Are SPC method used to control critical operation? Training Is training given to operators? Competency demonstration of operators

As per Drg Records are kept at quality gate, quantitative data generated Initial quality gate exists; control is sampling detection based Temporary operators at Quality Gate No evidence of actions taken based on feedback. 0 Detective Pokayoke more than 1 Pokayoke not g working. Pokayoke verified once in a shift but records not maintained 0

As per Drg, process & SIRRP

Punch mark on OK part; rejection bin avl. Intermediate qaulity gate for less than 50% critical parameters Trained operators at Quality Gate Feedback taken, pareto made and actions incomplete

13/130 5

25 % preventive type 1 Pokayoke not working Pokayoke verified at start of shift

50% preventive type

75% preventive type Pokayoke covered under PM schedule Pokayoke checked at start of shift and master samples maintained

Preventive Pokayoke Pokayoke covered under PM schedule with audio visual control Start/end of shift Pokayoke are verified, and master samples available

All Pokayoke working Pokayoke checked at start of shift and record maintained

15/150

As per Drg

As per Drg & Process and displayed

As per Drg, process & VOC

As per Drg, process, VOC & PFMEA risk identification

As per Drg , Process , VOC , PFMEA Risk identification & bench marks ( 5types)

Temporary operators at CTQ stations

75 % Trained operators at CTQ station.

Trained operators at CTQ stations

operators are certified and records are available / displayed at CTQ stations

Multi-skilling of operators for de-risking absenteeism

100% Inspection / Insp. Fixture 0 Cpk is calculated for critical parameters; Cpk < 1

SPC

Pokayoke

All sources of variation are under control.

Actions are taken to reduce / eliminate manual intervention at CTQ processes

9/90

Cpk >1 but <1.33

Cpk >1.33 but <1.67

Cpk >1.67 but < 2

Cpk > 2 for all critical parameters

4 4/40 4 4/40 2 0 0

No review done

monthly reviews done focused action identified.

Cpk trend shows improvement

Migration plan towards Cpk 2 available with fortnightly review X bar - R charts with GR & R studies

Weekly review done all processes are above Cpk 2.

Run chart

P & N chart

Control chart & X bar R charts

Cpk automatic calculation and interlocking with machine. All operators trained, multiskilled and skill matrix available. Aware about documentation updation at station (SPC, quality gate, Cpk, PY,etc.)

All operators on CTQ trained Operator knows about his job at station

All permanent operators trained Aware of critical product & process parameters

All operators trained

All operators trained, multiskilled Aware about reaction plan to issues,problem solving techniques

Aware of customer complaints & issues

Summary Quality Gate Pokayoke CTQ Cpk SPC Training Total

Score 0 0 0 0 0 0 0

Max Score 150 130 150 90 40 40 600

Percentage 0 0 0 0 0 0 0

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Supplier Quality Handbook

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Audit Points
Other a. Does effective control over incoming material exist?

Weighta ge (a)

Total Score (a x b )

Score (b)
(Tick at applicable score) 1 3 5 8 10

40/400

Incoming control plan followed with some lapses

Incoming control plans are reviewed at defined frequency / issue FIFO followed but lapses seen in material identification in shop; WIP traceable to RM Each batch verification done on predefined sampling basis First piece / Setup change only records are available

Incoming control plan for all parts with CTQ identification Good System for FIFO/ traceability / recording and shelf life monitoring; Finished goods traceable to RM Sub-supplier processes are validated & audited regularly First piece / Last piece / Setup change records available and samples preserved

Incoming control is reviewed based on process audit feedbacks & quality issues FIFO & material traceability exists throughout till customer usage. Records maintained backward till raw matl sub-supplier processes are closely monitored for process parameters, incoming variations and output parameters All such approvals involves product parameters which are tracked further to reduce variability

Incoming controls positively address weaknesses in subsupplier systems/ processes. Has a good RM / Dim./ Type testing facility. Management tracks FIFO system with regular audits; Such records are maintained through out warranty period

b. Is FIFO followed ? Are shelf life/expiration dates used? Is there traceability throughout the process? c. What is the control on plated/powder coated/HT/sub-contracted parts? d. Quality check for First piece / Last Piece / Set up change e. Are calibrated gauges/insp. fixture available to check - (a. Form b. Fitment c. Function ), with adequate checking frequency and checking records maintained as per final Insp. Checklist?

FIFO system followed with some lapses. No system for traceability

Only Test certificates / Material TCs are received

System exists to upgrade subsuppliers, resource support offered wherever necessary Approvals are done for both product / process parameters and actions taken to reduce variation

Shift wise first piece approval with records are available

Gauges are calibrated but Checking frequency not adequate. Insp. records not maintained

All gages , checking fixtures, test rigs are calibrated as per predefined frequency

All gauges are calibrated and MSA studies are done. Checking frequency is reviewed for adequacy and insp. records available.

Management reviews gauging system based on internal issues & customer feedback & improvements are done immediately.

Management ensures gauging system is up to date and as per international benchmark

f. Is dock audit carried out before dispatch. Are dispatches in agreed logistics (returnable bins). What is onsite PPM ?

Plans available but not effective

All parts under supply are included in Dock audit plan, frequency is dependent on criticality and issues observed

All plans adhered to & feedback leads to improvement

Dock audits & improvements tracked by top management. Dispatches in agreed logistics in returnable bins

Management ensures dock audit effectiveness and uses it as monitoring mechanism. Performance at TML and Dock audit is comparable. Onsite PPM < 100 PPM.

g. Check for Endurance Testing / Type testing and enclose latest report.

Inadequate type testing facilities / plan do not cover all parts

Plans available but not effective

All plans adhered to & design / comp. /supplier changes are validated. Control plans are reviewed after issue observed in similar part as horizontal deployment PFMEAs are reviewed after issue observed in similar part as horizontal deployment

Endurance / Type testing results & improvements tracked by top management. Efforts are taken to exert stronger control over processes resulting into monthly review of control plan

Has internationally comparable testing set up

h. Is latest control plan available?

Reviewed six monthly

i. Check for latest PFMEA. Are all possible defects addressed in PFMEA? j. Verify actions taken to address TML line / warranty / MIRRP / SIRRP issues

Reviewed six monthly

Reviewed based on issue observed alternatively at predefined frequency < 4 months Reviewed based on issue observed alternatively at predefined frequency < 4 months Actions are effective except two cases 2S audit done; JH checklist available & followed

Updated control plans are submitted to TML and improvement suggestions are sought

Continuous efforts are taken to reduce RPN

Updated PFMEAs are submitted to TML and improvement suggestions are sought

Effectiveness of actions not tracked

Actions implemented effectively

Actions are effective and horizontal deployment is ensured

Recurrence prevention is ensured. Supplier management is proactive

k. 5 S of production line

Only office area clean

2 S level achieved , efforts seen for 5 S implementation; PM is done as scheduled with max two lapses; Feedback from breakdowns taken into PM plan

Has a well managed 5 s implementation plan

5S with displays

l. Is preventive maintenance carried out regularly? Check for compliance.

All CTQ machines covered under PM

All machines covered under PM. Breakdown is tracked.

All machines / Equipment /dies under PM. MTBF / MTTR calculation done

Management reviews PM activities and ensures upkeepment of plant

m. Is any die / mould modification, rectification or correction validated before introduction? n. Comparison of existing process with benchmarks (Other TML models, Second Source, Competitor Products,) & Identify Improvement opportunities

Layout inspection done after die / mould modification

Layout insp carried out along with Validation of modification / change done Internal/Internation al bench marks are identified and some actions seen to implement improvements

Validation is done along with variation analysis

Validation done for modification / change and results informed to TML

TML approval taken along with tryout at TML (1-5-25) before productionisation

No system to bench mark

Benchmarks are available for each process and time bound action plan available for implant the same with max two delays

International bench marks followed & implemented within predetermined time frame

Processes are already at Industrial bench mark level ; efforts seen at improving it further to other industry levels

Summary Page 1 Page 2 (others) Total Score

Score 0 0 0

Max Score 600 400 1000

Percentage 0 0 0.0

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Supplier Quality Handbook

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SUPPLIER PROCESS AUDIT

Audit Points
Quality Gate Does Quality gate exist

SQIG PCBU

Observations

Weightage
15

Does it address A, B, C and D parameters? Are records being kept at Quality Gate? Are parts identified after passing quality gate? Does supplier have initial and intermediate quality gates? Are pemanent operators manning Quality gate Does feedback from Quality gate drive process and product improvement Pokayoke Does Pokayoke address A, B, C and D parameters?

2
13

Are the pokayokes working

4 4
15

Are pokayokes being audited CTQ Are CTQs identified as per A, B, C and D parameters? Are they displayed? Are CTQs station manned by trained operators. What is the control over the process at CTQ station. Cpk Does supplier calculate Cpk for crictical parameters? What is the Cpk value for critical parameters? Does supplier have action plan for improvement of Cpk? SPC Are SPC method used to control critical operation? Training Is training given to operators?

5
9

4
4

4
4

Competency demonstration of operators; Interview operators

Does operator know customer complaints, critical product parameters, process parameters, reaction plan, inputs & outputs of station, etc.?

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Supplier Quality Handbook

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SUPPLIER PROCESS AUDIT

Other a. Does effective control over incoming material exist? b. Is FIFO followed ? Are shelf life/expiration dates used? Is there traceability throughout the process? c. What is the control on plated/powder coated/HT/subcontracted parts?

SQIG PCBU

d. Quality check for First piece / Last Piece / Set up change

e. Are calibrated gauges/insp. fixture available to check - (a. Form b. Fitment c. Function ), with adequate checking frequency and checking records maintained as per final Insp. checklist.

f. Is dock audit carried out before dispatch. Are dispatches in agreed logistics (returnable bins). What is onsite PPM ?

g. Check for Endurance Testing / Type testing and enclose latest report.

h. Is latest control plan available.

i. Check for latest PFMEA. Are all possible defects addressed in PFMEA?

j. Verify actions taken to address TML line / warranty / MIRRP / SIRRP issues

k. 5 S of production line

l. Is preventive maintenance carried out regularly? Check for compliance.

m. Is any die / mould modification, rectification or correction validated before introduction?

n. Comparison of existing process with benchmarks (Other TML models , Second Source , Competitor Products,) & Identify Improvement opportunities

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MINUTES OF MEETING ( SUPPLIER PROCESS AUDIT )

Vendor Code: Vendor Name: Location: Members Present : TATA Motors
1 2 3 Sr. No / Process No.

SQIG PCBU

Date: Part Number: Part Description:

Sign
1 2 3

Supplier

Designation

Sign

Process Name / Issue / Observation

Corrective Action Planned

Responsibility

Target

Status as on ..

I) Defect Prevention

Score:

/ 600

II) Others

Score:

/ 400

8
0-34% : 35-50% : 51-60% : 61-80% : 81-100% : Needs improvement Average Good Very Good Excellent

Total score Other points

/ 1000

10

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PCBU

Supplier Name : Part Name Tata Motors Part No Drg Ref Date

8D - PROBLEM RESOLUTION REPORT

Vehicle Model` Supplier Part No. Drg.Modification status Feedback from

Log No.:

PROBLEM AWARENESS
Problem Severity Safety Regulatory Problem Source In-House MFG / Line % Defect Process Histrory PPAP - Ppk RPN Rating Customer Present Ppk / Cpk Present PPM Field Domestic/Export PDI Internal process audit rating /Score Process Deployment Sheet

Problem Scope New

Existing

Functional Aesthetic

Reopened

Reliability Others

PROBLEM DEFINITION (Attach Photographic details of failure, Attach Trend data, Pareto analysis, Warranty etc)
Attachments Photo / Skecth Trend chart Pareto analysis Control Chart Warranty data P

CONTAINMENT ACTION / SHORT TERM ACTION

Completion Responsible Break Ponit Date

No Immediate Action Taken

ROOT CAUSE ANALYSIS - WHY ~ WHY .. ANALYSIS (Attach Ishikawa diagram-Cause & Effect)
Cause 1 Cause 2 Cause 3 Root Cause Analysis Tools used Brainstorming P/ X

Probable Cause's 1 WHY ?

2 WHY ?

Pareto analysis

3 WHY ?

Histogram

4 WHY ?

Ishikawa - Fish Bone

5 WHY ?
% Contribution

Scatter dia Control chart

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5 CORRECTIVE ACTIONS / LONG TERM ACTION (Attach Photographs of actions taken)

Identified Root Cause from 5th WHY Corrective Actions Planned / taken Error - Proffing Responsible Date

6 MONITORING EFFECTIVENESS OF CORRECTIVE ACTIONS (REVIEW)

No Corrective Actions Taken Target Actual Result of Action Date of Review Status

7A PREVENTION (List other similar processes & products with the potential for the same defect)
No Processes / Products Preventive Action Error Proffing Date

7B REVIEW - DOCUMENTS / SYSTEMS (Attach copies of all revised documents)

No 1 2 3 4 5 6 7 8 QMS Document Control Plan Process sheet Drawing / Process Flow Diagram PFMEA / DFMEA / PPAP Process Map Acceptance Standard PM Checklist Work Instruction/Calibration Plan P if Yes Responsible Planned Date Actual Date Status

8 PROBLEM CLOSURE & SIGN-OFF

PROBLEM PROGRESS SUMMARY No Phase 1 Problem Definition 2 Containment Action 3 Root Cause analysis 4 Corrective Action 5 Solution Confirmation 6 Closure Total Time required for rejected product analysis in days
(Determination of root cause, corrective action & monitoring effectiveness of implementation)

CLOSURE SIGN-OFF Completion Team Member Area Sign-off

Start Date

MANAGEMENT VERIFICATION & CLOSURE

Sign Date Name Head Manufacturing chief

Quality Chief

Design Chief

Management Representative

PLANT HEAD

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PCBU

NOTES

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Supplier Quality Handbook

Tata Motors

PCBU

NOTES

52

Tata Motors Limited

Passenger Car Business Unit Sector 15 & 15 A, PCNTDA, Chikhhali, Pune - 410501