27
3
Manufacturing (Facility) Site
Assessment (MSA)
Overview
In Chapter 1, we discussed the issue and signicance of timing. We focused
on the predominant reasons for which timing is essential and it is a required
tool to be dened by the organization (customer). In summary, we identied
four key characteristics of a good timing schedule:
1. Early involvement. Work with suppliers more consistently, earlier in
the product development process. Early involvement will allow the
customer to work with its suppliers more effectively, earlier in the
product development process.
2. Teams. Utilize cross-functional customer teams to work together
with suppliers at their facilities. The creation of cross-functional
teams working together to resolve issues at the supplier sites will
help build teamwork and trust from all involved.
3. Standardization. Adopt a single, global, disciplined process to mini-
mize rework and redundancy. Standardizing process tools and
forms will build effectiveness and consistency as well as eliminate
redundancies.
4. Governance and reporting. Use common, clear deliverables and a
structured management review cadence. This means the govern-
ing approach to supplier engagement and measuring the results the
same way each time, across all regions (nationally and internation-
ally, as applicable) will drive consistency for all involved, both from
within the customer and with its supplier partners.
The intent of these four characteristics is to make sure that the supplier
delivers products and services on time with correct designs, proven perfor-
mance, best-in-class (BIC) quality, competitive cost, and required capacity.
28 Quality Assurance
To optimize the implementation process and validate the results, both
the customer and the supplier play major roles by making sure the plan
is appropriate and realistic, the execution of the plan is on time, and the
results are indeed what was planned. The tools for following these three
requirements are
• Plan: Advanced Product Quality Planning (APQP 31 Tasks)
• Execution: Production Part Approval Process (PPAP 18 Tasks)
• Results: Part Submission Warrant (PSW 31 Unique Tasks/48
Deliverables)*
This means that the scope of activities for the supplier engagement
process ranges from sourcing and design to quality and PPAP. These
activities start early on from initial sourcing and continue through to
Job 1. In addition, these activities encompass many events that require
everyone to be on the same page and working to one goal. The goal is
“flawless” launching and consistent production. Therefore, the key ele-
ments are
1. Earlier involvement with the supply base initiated at program target
compatibility (PTC) or 27 months prior to Mass Production–Build
Start (MP1) and continuing through to PPAP
2. Cross-functional engagement with members from engineering, pur-
chasing, customer quality engineer, and the supply base for high-
priority supplier components
3. Apply appropriate and applicable time requirements to particular
products and services
4. “Priority” suppliers and supplier component selection based on a
fact-based model consistently applied and including approximately
30% of all new-tooled end-item (NTEI) suppliers
5. Data-driven quality of event criteria consisting generally of 48 cross-
functional deliverables for each NTEI with quantitative expectations
through the use of the external supplier APQP/PPAP readiness
assessment
6. Detailed roles and responsibilities for each of the cross-functional
team members and supplier
7. Detailed governance and reporting requirements throughout the
program development process
8. Clear linkage to the corporate program management process
through the quality panel process
*
The tasks and deliverables generally depend on the customer. However, the numbers here
represent the most common ones used in the automotive industry.
29Manufacturing (Facility) Site Assessment (MSA)
Typical MSA Form
There are many variations of the form for collecting and evaluating data
from a facility assessment. Figure 3.1 is one such form.
The form is simple. However, some items need to be explained. They are
as follows:
Item: The item of the APQP.
Change from last evaluation: The status from the last evaluation.
Rating: Current rating of the item.
Expectations: Obviously, the expectations will depend on the cus-
tomer, product, service, and supplier. Here we give some very
basic categories from a manufacturing perspective; however, this
list may also be modied to address issues in service, pharmaceu-
ticals, chemical, nancial, and many other organizations. They
are
• Planning for manufacturing process capability
• FMEAs/control plans
• Employee readiness/training review
• APQP/launch/PPAP
• Managing the change
• Subsupplier quality management
• Control of incoming quality
• Control plans and operator instructions
• Process variability monitoring/reduction
• Measurement system capability, calibration, and use
• Control of parts, part identication/packaging/shipping
• Testing/engineering specications
• Preventive maintenance/housekeeping
• Manufacturing ow/process engineering/Six Sigma and Lean
manufacturing metrics
• Problem solving/corrective actions
Suppliers must list evidence to support each expectation. Generally, this col-
umn will identify both element and subelement requirements with the genetic
color code of G, Y, and R. For green (G), the expectation element must have zero
red subelements and zero yellow subelements. All subelements are green. For
yellow (Y), the expectation element must have zero red subelements and one
or more yellow subelements. For red (R), the expectation element can have one
or more red subelements. In some cases, the element may not be complete, so
30 Quality Assurance
Item
Change
from Last
Evaluation
Date:
Supplier name:
Supplier code:
Contact person:
Contact information:
Engineer’s name:
Item:
Approved by:
Expectations
Comments or
Evidence
Actual
Date
Expectation
Guidelines
Due DateResp.Action Plan
Rating
FIGURE 3.1
Typical MSA form.
31Manufacturing (Facility) Site Assessment (MSA)
the appropriate designation is incomplete (INC). INC is appropriate only if one
or more subelements are not ranked red, yellow, or green.
For the subelement expectations, it is important to remember that a G
implies a High Quality of Event/Meets the Expectation and the Intent of the
Expectation Guidelines/Item is Complete. A Y implies a Marginal Quality of
Event/Marginally Meets the Expectation and the Intent of the Expectation
Guidelines/Concurred and timed recovery plan is in place and on sched-
ule. An R implies an Unacceptable Quality of Event/Does not Meet the
Expectation and the Intent of the Expectation Guidelines and there is no plan
or it is inadequate to meet the schedule.
Comments or evidence: All expectations regardless of color rating
must have documented evidence listed including examples and part
number viewed.
Action plan: Action plan, responsibility, and due date are required
entries for all yellow- and red-rated expectations.
Responsibility (Resp.): The person who is responsible for making sure
that the element requirements will be completed.
Due date: The date that the requirements are due to be completed.
Actual date: The date that all requirements for the element are
completed.
Expectation guidelines: Generally, they are given by the customer as
a springboard of ideas. They are not meant to be all-inclusive. It is
very important to mention here that whereas the expectations were
given in a list of 15 categories (see previous list), these guidelines
provide detailed insights as to what exactly the customer is look-
ing for from the supplier. Obviously, they are not exhaustive. Each
customer–supplier relationship should have a good understanding
of what is needed and wanted, and the guidelines should support
that goal. Here we provide a sample of what may be considered a
guideline for each of the 15 categories.
• Planning for manufacturing process capability. Minimum
requirements should include all ISO 9001 and industry-specic
items with a focus on the quality manual, procedures, instruc-
tions, records, internal audits, and corrective actions, as well
as specic metrics for input and output variables, management
responsibility, and so on.
• FMEAs/control plans. Minimum requirements should include
current FMEAs, process ow charts, and control plans. Key inputs
for FMEA should include robustness and appropriate denitions
for critical and signicant characteristics. Emphasis on preven-
tion should be the prevalent approach as opposed to detection
and control. Control plans should include the characteristics that
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