GM 1927-17 SQ Processes and Measurements Procedure (GP-5)

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Supplier Quality & Development

Processes and Measurements Procedure
General Procedure
GP-5
March 2015
GENERAL MOTORS SUPPLIER QUALITY & DEVELOPMENT: GENERAL PROCEDURE
SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE
1. Table of Contents GP-5
Front Page.............................................................................................................................................................................................1
0. Table of Contents.......................................................................................................................................................................2
1. General........................................................................................................................................................................................5
1.1 Scope..................................................................................................................................................................................5
1.2 Purpose..............................................................................................................................................................................5
1.3 Terms and Definitions......................................................................................................................................................5
1.3.1 Duns Number................................................................................................................................................................5
1.3.2 Issuing Location............................................................................................................................................................5
1.3.3 Nonconformance..........................................................................................................................................................5
1.3.4 Nonconformity...............................................................................................................................................................5
1.3.5 Suspect Material...........................................................................................................................................................5
1.3.6 Production part approval process (PPAP)................................................................................................................5
1.3.7 Advanced product quality planning (APQP).............................................................................................................5
1.3.8 CCA................................................................................................................................................................................6
1.3.9 Sourcing Metrics...........................................................................................................................................................6
1.3.10 Bid List.......................................................................................................................................................................6
1.4 Problem Reporting and Resolution (PRR)....................................................................................................................6
1.4.1 Definition........................................................................................................................................................................6
1.4.2 PRR Issuance...............................................................................................................................................................7
1.5 Supplier Requirements....................................................................................................................................................8
1.5.1 General..........................................................................................................................................................................8
1.5.2 GQTS Monitoring..........................................................................................................................................................8
1.5.3 Problem Identification..................................................................................................................................................8
1.5.4 Initial Response............................................................................................................................................................8
1.5.5 Problem Solving............................................................................................................................................................9
1.5.6 Final Response.............................................................................................................................................................9
1.6 Customer Requirements................................................................................................................................................10
1.6.1 PRR Resolution..........................................................................................................................................................10
1.6.2 Corrections to a PRR.................................................................................................................................................10
1.7 PRR Appeal Process.....................................................................................................................................................10
1.7.1 General........................................................................................................................................................................10
1.7.2 Incident Cancellation/Modification (Quality only)..................................................................................................11
1.8 Cost Recovery Process.................................................................................................................................................11
1.8.1 General........................................................................................................................................................................11
1.8.2 Cost Limits and Restrictions.....................................................................................................................................11
1.8.3 Cost Recovery Response.........................................................................................................................................12
1.8.4 Appeal Process...........................................................................................................................................................12
2. Quality........................................................................................................................................................................................14
2.1 References.......................................................................................................................................................................14
2.2 Terms and Definitions....................................................................................................................................................14
2.2.1 Third party provider....................................................................................................................................................14
Revised March 2015 2 of 39 GM1927-17


2.2.2 GP-5
Supplier Resident Engineer......................................................................................................................................14
2.2.3 Quality Performance Reports...................................................................................................................................14
2.2.4 Critical Failure.............................................................................................................................................................14
2.3 PRR definition.................................................................................................................................................................15
2.4 Supplier Performance....................................................................................................................................................17
2.4.1 Incidents per Billion (IpB)..........................................................................................................................................17
2.4.2 Severity IpB.................................................................................................................................................................17
2.4.3 Performance calculation............................................................................................................................................17
2.5 Part-related PRR Events...............................................................................................................................................17
2.5.1 PRR for Bulk Material / Steel coils / Fluids.............................................................................................................17
2.5.2 Line accumulations....................................................................................................................................................18
2.5.3 Supplier-initiated PRR...............................................................................................................................................18
2.5.4 Supplier Alert...............................................................................................................................................................18
2.5.5 Mislabeling...................................................................................................................................................................19
2.5.6 Field Action..................................................................................................................................................................19
2.6 Supplier relationship PRR.............................................................................................................................................19
2.6.1 Customer Satisfaction PRR......................................................................................................................................19
2.6.2 Program Management...............................................................................................................................................20
2.6.3 Unauthorized Change................................................................................................................................................20
2.7 Plant impact.....................................................................................................................................................................20
2.7.1 Yard hold/Field Impact...............................................................................................................................................20
2.7.2 Downtime / Plant Disruption.....................................................................................................................................20
2.8 Controlled Shipping........................................................................................................................................................22
2.8.1 General........................................................................................................................................................................22
2.8.2 Criteria for application for Controlled Shipping - Level 1 or 2.............................................................................22
2.8.3 Controlled Shipping - Level 1 (CS1) Process........................................................................................................23
2.8.4 Controlled Shipping – Level 2 (CS2) Process.......................................................................................................25
2.8.5 Containment Guidelines for CS1-2..........................................................................................................................27
2.8.6 Information Boards.....................................................................................................................................................27
2.8.7 Exit criteria controlled shipping................................................................................................................................28
2.9 New Business Hold........................................................................................................................................................28
2.9.1 General........................................................................................................................................................................28
2.9.2 Placing a supplier on New Business Hold..............................................................................................................28
2.9.3 Removing a supplier from New Business Hold.....................................................................................................28
3. Supply Chain.............................................................................................................................................................................30
3.1 References.......................................................................................................................................................................30
3.2 Supply Chain PRR definition.........................................................................................................................................30
3.3 Supply Chain Plant impact............................................................................................................................................30
3.3.1 Single incident.............................................................................................................................................................32
3.3.2 Out of stock (no line disruption)...............................................................................................................................32
3.3.3 Plant production sequence changed.......................................................................................................................32
3.3.4 Incomplete vehicles / powertrain / components....................................................................................................32
3.3.5 Launch impact.............................................................................................................................................................32
3.3.6 Production downtime (1 minute or longer).............................................................................................................32


3.4 GP-5
Supplier Performance calculation................................................................................................................................32
3.5 Supply Chain cost recovery..........................................................................................................................................33
3.6 MMOG/LE........................................................................................................................................................................33
4. CCA / Aftersales.......................................................................................................................................................................34
4.1 Terms and Definitions....................................................................................................................................................34
4.1.1 COO – Country of Origin...........................................................................................................................................34
4.2 CCA / Aftersales PRR definition...................................................................................................................................34
4.2.1 Labeling........................................................................................................................................................................34
4.2.2 Packaging....................................................................................................................................................................36
4.2.3 Shipping.......................................................................................................................................................................37
4.2.4 Quality..........................................................................................................................................................................37
4.2.5 Indirect..........................................................................................................................................................................37
4.2.6 Customer Satisfaction................................................................................................................................................37
4.3 Supplier Performance....................................................................................................................................................38
5. APPENDIX................................................................................................................................................................................39
5.1 List of Quality/Supplier relationship/Engineering PRRs and Customer alerts in GQTS......................................39
5.2 Supplier-customer relationship PRR: bid list impact.................................................................................................40
5.3 Quality severity Matrix: Weight factors........................................................................................................................41
5.4 Supply Chain metrics.....................................................................................................................................................41
5.5 CCA / Aftersales metrics...............................................................................................................................................42
6. Revision History........................................................................................................................................................................43

2. General GP-5
2.1 Scope
This General Procedure (GP), defined as GP-5, is an integral part of the Supplier Improvement
Process (Quality, Supply Chain). It applies equally to all suppliers and affiliated organizations who
supply parts, materials, equipment, or logistical services for production, pre-production, and / or
service to the customer (GM or in Joint Venture).
2.2 Purpose
This General Procedure defines the process, roles, responsibilities and requirements of:
 Problem Reporting and Resolution (PRR)
 Total Cost related to supplier caused issues
 Supplier Measurements
- PRRs
- Incidents per Billion (IpB)
- Severity IpB
- Controlled Shipping
- New Business Hold
2.3 Terms and Definitions

2.3.1 Duns Number
A unique supplier identification number. It is used to identify a supplier contract location, i.e.
manufacturing, sales, ship-from, etc.
2.3.2 Issuing Location
A customer location issuing a PRR.
2.3.3 Nonconformance
Product, material, or logistical service that does not conform to the customer requirements or
specifications. E.g. a deformed part, a missed shipment.
2.3.4 Nonconformity
A process which does not conform to a quality system requirement.
2.3.5 Suspect Material
Suspect Material is any material or product that may contain a defined nonconformance.
2.3.6 Production part approval process (PPAP)
The Production Part Approval Process (PPAP) defines requirements for production part approval,
including production and bulk materials. The purpose of PPAP is to determine if all customer
engineering design record and specification requirements are properly understood by the supplier
and that the process has the potential to produce product consistently meeting these requirements
during an actual production run at the quoted production rate.
2.3.7 Advanced product quality planning (APQP)
Advanced product quality planning (APQP) is the structured method of defining and establishing
steps necessary to assure that a product meets customer requirements
2.3.8 CCA
Abbreviation used to refer to the GM Customer Care and Aftersales organization.
2.3.9 Sourcing Metrics
Supplier evaluation system that ranks each supplier manufacturing location in one of two
categories: green or red. The ranking criteria is based on formula defined in the Bid List.

2.3.10 Bid List GP-5

A list of potential suppliers, with corresponding performance metrics, who have expressed an
interest in doing business with GM. Based on the performance metrics of a specific supplier he will
be considered for new business.
2.4 Problem Reporting and Resolution (PRR)

2.4.1 Definition
A record issued in a standard format to:
 Quantify and describe problem(s) encountered by the customer
 Define the magnitude of the problem
 Identify the supplier by Duns code
 Identify the part number, if applicable
 Identify key customer contact(s) name and phone number
 Identify the phase of vehicle/powertrain/component build (e.g. pre-production, launch,
current production, etc.), as applicable
 Quantify and request reimbursement for costs incurred due to the problem(s) encountered
 Define status and material disposition
 Record corrective action plan
 Record timing of updates to FMEA (Failure Modes and Effect Analysis) and PCP (Process
Control Plan)
 Identify how solution will be institutionalized across the supplier’s facility
 Identify where the defect was found (e.g. Audit, Final Assembly, etc.)
 Identify Tier 2 or directed buy supplier involved in issue, if applicable
PRRs may be issued to the supplier, but are not limited, to address the following:
 Potential supplier initiated nonconformance
 Supplier-responsible:
- part or material nonconformance through the life of the part or material
- packaging nonconformance (e.g. labeling issues)
- Field action (see 2.5.6)
- Engineering design issues
 Issues and concerns:
- with shipping of production parts or material to the customer
- related to the quality of service as described in the service contract
 Customer satisfaction (e.g. failure to comply with procedures, program management,
unauthorized change…)
 Suppliers placed on New Business Hold
2.4.2 PRR Issuance
2.4.2.1 GQTS
PRRs should be issued in the GM Global Quality Tracking System (GQTS) by an authorized
customer representative. Typically, PRRs are issued by the customer plant representative
immediately after verification that the supplier is responsible for the issue.
The language used on all PRRs will be preferably English. If required for PRR resolution,
translation will be provided
In conformity with ISO TS 16949 § 7.4.3.1 PRRs will be attributed to the Tier One supplier and / or
the logistics service provider.


GP-5
In certain cases, depending on the contractual agreements between GM, the Tier One and a
directed-buy RASIC B supplier, a PRR should be re-addressed to that directed-buy RASIC B
supplier.
2.4.2.2 Problem Identification
The issuing location shall define, in sufficient detail, the problem being encountered.
The following information should be gathered prior to issuing the PRR:
 Duns number
 Part number, or “NPN” (“No Part Number”) if not applicable
 Classification of the impact to the plant (e.g. Parts sorting/Rework (not yet assembled),
Vehicle/Powertrain/Components on Hold, Impact on Schedule Attainment, Downtime on
Sub assembly line/station, Yard Hold, Downtime, Plant Disruption, Field Impact)
 Classification of the vehicle/powertrain impact to the final customer (e.g. Line
Accumulations, Supplier Initiated, Single Case non-conformity, Multiples non-conformities,
Mislabeling, Repeats, Critical failures).
 Whether or not the supplier notified the customer of a possible nonconformance prior to
receipt of the material at the customer location (See 2.5.3)
 Accurate quantities of the problem parts / materials.
 Traceability of the problem parts / materials.
 Location of where the problem was found (e.g. Audit, Final Assembly, etc.)
 Classification of customer impact (e.g Safety (Code S), 1, 2, 3)
 Identify if the issue is a repeat
2.4.2.3 Verification of Responsibility (Quality Only)
The issuing location shall verify that the nonconformance is the supplier’s responsibility prior to
issuing a PRR to the supplier, and should issue the PRR to the supplier’s manufacturing Duns on
contract.
The Issuing location must provide evidence such as part or photograph that supports that the non-
conformance is linked to an out of specs condition on the part. If evidence is not available, the
issue should be documented as a supplier alert.
The issuing location should use appropriate expertise and resources (e.g. lab tests or dimensional
checks) necessary to verify the nonconformance. Prior to issuing the PRR, if possible, the issuing
location should contact the supplier (e.g. by telephone or e-mail), notify the supplier of the
problem, and discuss immediate containment actions if necessary.
Whenever possible, the supplier is required to participate in identifying and verifying the non-
conformances. If relevant evidence to support problem solving, such as the part, photograph is not
available, then the Quality PRR should be deleted within 7 days from the PRR issue date by the
initiating location if costs already associated to the PRR. If no costs associated, the quality PRR
should be deleted or re-classify as Supplier Alert.
The issuing location will keep the parts for supplier disposition for 2 working days from initial
contact. Supplier shall provide parts disposition during the initial response in GQTS. If no response
of the supplier is received within 2 working days, parts will be scrapped at the expense of the
supplier.
2.5 Supplier Requirements

2.5.1 General
The supplier shall promptly notify all the affected customer plants whenever suspect and/or
nonconforming products or material (may) have been shipped. After detection of nonconforming
parts in a customer plant, supplier still needs to inform all the other affected customer plants.

These plants will then document it in GQTSGP-5 as a supplier-initiated PRR (ref. 2.5.3) if not yet
impacted, otherwise they will raise a quality PRR with a bid list impact.
If a supplier does not alert the other affected customer plants, a quality and customer satisfaction
PRR, both with a bid list impact, may be issued by these plants.
2.5.2 GQTS Monitoring
The supplier shall access GQTS daily to check for any relevant PRR activity. A customer
satisfaction PRR with direct impact to the bid list can be raised when supplier is not
compliant.
2.5.3 Problem Identification
The supplier shall provide proactive participation in problem identification if requested.
2.5.4 Initial Response
Within one (1) working day of the issuance of the PRR, the supplier should provide an initial
response consisting of the following information:
 Immediate and ongoing containment actions to be taken by the supplier to prevent further
shipments of nonconforming parts or material. Containment shall be extraordinary (non-
standard production process), visible (e.g. colored dot on part label) and temporary.
Containment will include data collection and analysis AND has to be agreed upfront with the
customer. In addition Containment should remain in place until customer approval
 When appropriate, initiate rework or sorting as an immediate containment at the customer

location. Rework or sorting may be performed by the customer, supplier, or a rework
company at the supplier’s expense. Rework or sorting will be agreed with the customer
prior to implementation.
 Disposition (scrap or return) of the nonconforming parts or material at the customer

locations and in-transit. The supplier must analyze the entire delivery chain to identify any
suspect material at any customer location or in-transit to the customer location(s).
 Date of the next shipment of conforming parts or material (guaranteed batch), including how
it will be identified. The identification procedure will be agreed upon prior to shipment with
the customer and will follow the logistic requirements e.g. no glued labels on the container,
EDI label needs to be readable.
 The supplier must consider that the conforming material ship date should reflect all
customer plants receiving the corrected parts or material.
 Name, title, and phone number of the supplier representative who provided the above
information.
 A list of every customer plant or location the parts are shipped to, who was contacted at
that facility, and what was/will be done to protect them from the issue will be documented in
the containment section of the PRR response.
If an initial response is not received from the Supplier within one working day, the customer may
issue a Customer Satisfaction PRR with direct impact to bid list.
2.5.5 Problem Solving
The supplier shall promptly complete appropriate problem solving activities.


GP-5
At a minimum, the supplier shall conduct a Drill Deep analysis for the issue. The Drill Deep
analysis addresses the following questions and can be documented using the Drill Deep
Matrix (See GM 1927-84):
Why did the manufacturing process not prevent this failure mode?
Why did the quality process not protect from this failure mode?
Why did the planning process not predict this failure mode?
2.5.6 Final Response

The supplier shall provide a final response within 15 working days of issuance of the PRR.
The final response shall include at a minimum:
 Containment actions taken
 Methods used to evaluate the success of containment actions taken (see 1.5.4)
 Root cause of the problem, including methods used to identify the root cause, and Drill
Deep analysis for manufacturing, quality, and planning failures.
 Corrective and preventive action implemented (error proofing), including the rationale used
in evaluating any alternatives
 Elements of the proposed implementation process:
- Contact information of those assigned responsibility for actions taken
- How the success of proposed actions will be evaluated
- How the solution is to be institutionalized with respect to other similar processes and
products. A “Read Across” (GM 1927-69) shall be used to document and implement
corrective action across similar processes.
- Dates when revised process Failure Mode and Effects Analysis (FMEA) and Process
Control Plan (PCP) will be available for customer review. If no revisions were made,
then enter today’s date and make a note in the corrective action text field indicating that
no revisions were made to the FMEA or PCP.
- Identification of the responsible tier 2 supplier (directed-buy or not), if applicable. This
does not absolve the tier 1 supplier of any responsibility, but rather documents where
the issue may have originated.
NOTE:
If an adequate response cannot be completed within 15 working days, the supplier must
notify the customer issuing location of the actions already taken and an acceptable action
plan to close the PRR in a timely manner. Failure to respond, without prior notification, may
result in a Customer Satisfaction PRR.
Compliance by the supplier to its general performance commitments towards GM does not free
the supplier from his obligations to react and protect its GM customer if an incident occurs.
2.6 Customer Requirements

2.6.1 PRR Resolution
A PRR is considered closed after the customer has moved the PRR from an “Open or “Rejected”
status to an “Approved” status. The initiating location should approve the PRR within 15 working
days after receiving an acceptable final response from the supplier. Approval can be based on, but
is not limited to:
 Review of the corrective actions. e.g. production process adaptation
 Review of the PCP/FMEA.
 Physical review of parts.

2.6.2 Corrections to a PRR GP-5

If any information on a PRR, provided by a GM representative, is found to be inaccurate, the
issuing location MUST ensure that corrections are made. Corrections may be made only
while the PRR is Open, unless an appeal is pending. If the supplier contests any PRR
information, the issuing location MUST assist in investigating the details and then correct
the information, where applicable.
2.7 PRR Appeal Process

2.7.1 General
The supplier may appeal the issuance of a PRR or specific information (e.g.
vehicle/powertrain/component or plant impact) contained in the PRR. To appeal, the
supplier shall provide objective evidence, in writing, to the issuing location demonstrating
rationale for the appeal. Any request for change to a PRR due to an error MUST be
submitted within 15 working days of issuance of the PRR.
If the issuing location and the supplier do not agree, and the supplier wants to pursue the
appeal further, the appeal should be directed to the responsible customer contact for
revision or deletion. The correct contacts are (1) for Quality: Supplier Quality and (2) for
Supply Chain: Supply Chain Management and (3) for CCA/Aftersales: CCA Management.
2.7.2 Incident Cancellation/Modification (Quality only)
At the end of the root cause analysis, if the supplier demonstrates and GM agrees that the supplier
may not be responsible for the creation and non-detection of the non-conformance, then GM
should re-categorize the incident as a supplier alert in GQTS.
At the end of the root cause analysis, if the supplier demonstrates and GM agrees that the supplier
is not responsible for the creation and non-detection of the non-conformance, then GM should
delete the PRR in the GQTS.
2.8 Cost Recovery Process

(applies to regions using GQTS to document cost recovery)
2.8.1 General
The customer uses the Cost Recovery process to recover costs incurred as a result of a supplier’s
nonconformance on issues occurring before vehicles are shipped to commerce (in plant).
In plant Cost Recovery requests shall have adequate supporting documentation regarding the
issue. Typically, man-hours, downtime, vehicles or units impacted and investigation costs may be
used to determine the amount of cost recovery.
2.8.2 Cost Limits and Restrictions
1.8.2.1 Total ACTUAL/incremental costs will be determined by each initiating location
1.8.2.2 Man-hours shall be charged at the rate currently in effect at the location
executing the cost recovery.
1.8.2.3 Downtime, within the main line of the customer plant, (excluding buffer,
feeder lines, etc.) shall be charged at US $500 per minute and shall be 5 minutes or
greater in duration. Downtime less than 5 minutes may be recorded in a cost
recovery but will NOT generate any request for actual payment. Other regions may
apply a different charge back rate.


GP-5
1.8.2.4 Downtime incurred in feeder lines, buffer lines, stamping presses, individual
component manufacturing and / or assembly lines, etc. shall be charged based on
the man-hours lost. (See 1.8.2.2.)
1.8.2.5 Stock-out charges shall be assessed based on the man-hours expended to

correct or retrofit vehicles or units.
1.8.2.6 Premium freight is to be covered by the originator in the amount it occurred.

Does not apply to Warranty Cost Recoveries.
1.8.2.7 Other costs associated with the impact of a nonconformance that results in
additional cost to the customer are eligible for a cost recovery request. These costs
include, but are not limited to the following:
 Expenses incurred by the customer for travel to the supplier location
 Re-billing of supplier responsible costs attributable to Quality Major Disruptions
 Incidental laboratory, machining, or retrofit costs
 Rescheduling of vehicle orders
In such cases, these charges shall have complete supporting documentation.
1.8.2.8 Costs that are ineligible for a cost recovery request include, but are not
limited to, the following:
 Excessive or unreasonable man-hours
 Cost of nonconforming scrap parts
1.8.2.9 Manufacturing and Service Part cost recoveries less than US $50,000, with
no supplier response, can be debited through the financial organization to the
supplier after six weeks from issuance of cost recovery.
1.8.2.10 Cost recovery charges issued against GMNA Containerization are issued for
the purpose of tracking costs associated with returnable dunnage. GMNA is not a
cost center and has no funding allocated toward the payment of cost recoveries.
NOTE: Cost recoveries issued to GMNA Containerization must have $0 listed in the
negotiated cost field of the PRR.
2.8.3 Cost Recovery Response

The supplier shall provide a response to any cost recovery request issued to them by the
customer within 15 business days of cost recovery issue date.
2.8.4 Appeal Process

The supplier may appeal a cost recovery request. To appeal, the supplier shall use
the following process.
1.8.4.1 If the supplier does not agree with the Cost Recovery PRR as written, and the
supplier wants to pursue the appeal process, the appeal should be directed to the
Quality Management at the issuing location and noted in the supplier response
section of the PRR within 15 business days.
1.8.4.2 The appeal process shall be concluded within six weeks from the date the
cost recovery was issued.

1.8.4.3 The supplier shall initiate GP-5

any appeal within 15 calendar days of issuance of
the cost recovery request by contacting the customer location initiating the request
and providing written objective evidence. Failure to reply or appeal within 15
calendar days may result an automatic debit of the cost recovery amount.
NOTE: An electronic response in GQTS is required in addition to the written appeal

with objective evidence.
1.8.4.4 The supplier shall provide objective evidence that the charge is inaccurate. If
the customer and supplier agree on a revised cost, the cost recovery request shall be
amended by the issuing location and the revised amount shall be debited or invoiced
to the supplier.
If no agreement is reached between the customer and supplier, the supplier may
then appeal to the customer purchasing buyer. If the customer buyer and supplier
agree on a revised cost, the cost recovery request shall be amended and the revised
amount shall be debited or invoiced to the supplier. If no agreement is reached
within six weeks of issuance of the cost recovery request, and the customer has
approved no extension, the original cost requested may be debited or invoiced to the
supplier. All Cost recovery requests equal to or greater than US $50,000, where
agreement between the issuing location and the supplier cannot be reached, shall be
approved by the requestor’s Purchasing Director before debit to the supplier.

3. Quality GP-5
This chapter refers to all PRRs impacting the Quality Ranking on the Global Purchasing and
Supply Chain Bid list and does not take into account PRRs written by CCA / Aftersales.
3.1 References
The following documents are referenced in this chapter:
 Quality Management System and Requirements (ISO-TS 16949), AIAG

 Packaging and Identification Requirements for Production Parts (GM1738)
 Shipping/Parts Identification Label Standard (GM1724)
 Potential Failure Mode and Effects Analysis, AIAG
 Advanced Product Quality Planning and Control Plan, AIAG
 Global Quality Tracking System (GM GQTS), User Guide For PRR Module
 Global Supplier Quality Manual (GM 1927)

3.2.1 Third party provider
A company chosen and approved by the customer, working directly under the responsibility of the
supplier in ensuring product quality.
Activities eligible for Third party providers include, but are not limited to: Controlled shipping level 2
inspection, sorting, rework.
3.2.2 Supplier Resident Engineer
Engineers working at GM facilities to support the expectations of their customer. GM can request
to have a resident engineer onsite as long as it is required to support the customer.
3.2.3 Quality Performance Reports
Monthly performance charts that graphically display the data contained in GQTS. Refer to Supplier
Performance Metrics (SPM) in Supply Power.
3.2.4 Critical Failure
Nonconformance that may
 Cause an event that presents a risk of affecting safety/health of user, third parties or
anyone working on the vehicle.
 Be declared by the final customer, such as preventing a vehicle from starting or operating.
 Be declared as a regulatory compliance failure (e.g. CCC : China Compulsory Certificate).

3.3 PRR definition GP-5

Quality or Supplier partnership PRR
A Quality PRR should be issued when the customer has verified that a nonconformance on a part
was caused by the supplier manufacturing process.
A supplier relationship PRR should be issued when the customer has verified that a
nonconformance in the supplier-customer relationship was caused by the supplier.
Engineering PRR or Supplier Alert

An Engineering PRR should be issued when the customer has verified that a nonconformance on
a part was caused by the supplier engineering process.
A Supplier Alert should be issued when the customer requests support from the supplier for root
cause analysis. (see 2.5.4)
Non-conformances that may result in a Quality PRR include, but are not limited to, discrepancies
or problems with (see Appendix 5.1.1):
 Appearance
 Functional / Manufacturing
 Noise / Sealing
 Mislabeling
Non-conformances that may result in a Supplier partnership PRR include, but are not limited to,
discrepancies or problems with (see Appendix 5.1.1):
 Customer Satisfaction
 Program management issue (see 2.6.2)
 Cost Recovery
The impact of a supplier-customer partnership PRR is defined in Appendix 5.1.2 and will have a
direct, predefined impact on the Bid list.
The impact of a quality PRR will be defined based on the plant impact and the vehicle /
powertrain / component impact (PRR event) of the incident caused by the supplier manufacturing
(see Appendix 5.1.3). All PRRs of the last 6 months will be used to calculate the supplier quality
performance in the Global Purchasing and Supply Chain Bid list.
Vehicle/Powertrain/Component impact (PRR event):

 Line accumulations (see 2.5.2)
 Supplier-initiated (see 2.5.3)
 A single case non-conformity
 Multiple non-conformities
 Mislabeling (see 2.5.5)
 Repeat PRRs
 Critical failure (see 2.2.4)
Plant impact:
 Part sorting / rework / scrap (not yet assembled)
 Vehicle / Powertrain / Component on hold
 Schedule attainment
 Yard hold

 Downtime GP-5
 Plant disruption
 Field Impact

3.4 Supplier Performance GP-5
Identification of Severity of PRR

When a quality PRR is issued to a supplier, the issuing location shall accurately record the
vehicle/powertrain impact and the plant impact on the PRR. The Severity Matrix will used to
determine the weight factor of the incident. Every quality PRR will be weighted through the quality
severity matrix (see Appendix 5.1.3).
3.4.1 Incidents per Billion (IpB)
(# Incidents last 6 months)

IpB = ------------------------------------------------ X 109
(# Parts delivered last 6 months)
PRRs of level A, B and C are excluded from IpB.

3.4.2 Severity IpB
Severity score = (incident 1 x weight + incident 2 x weight + …) in the last 6 months
“Severity score”
Severity IpB = -------------------------------------------------- X 109
(# Parts delivered last 6 months)
3.4.3 Performance calculation
Based on how the Severity IpB compares to the supplier Severity IpB target there will be a
deduction of 10, 20 or 30 points.
CREATIVITY TEAM X Severity score
PRRs of level A, B and C are excluded from Severity IpB. For quality performance each supplier is
given a credit of 100 points on the bid list (6 months rolling). A supplier quality ranking is Green if
their score is 80 or above; Red if score is 79 and below.
3.5 Part-related PRR Events

3.5.1 PRR for Bulk Material / Steel coils / Fluids
The following paragraph will explain the procedure for specific parts/material received at
Manufacturing Locations such as:
 Steel coils/blanks
 Bulk Materials for Product.
 Fluids (e.g. paint, coolant fluid)
Issues on parts shipped in bulk (fasteners, labels, clips, small stampings, etc.) or steel coils/blanks
or fluids will be counted using the following escalation process as long as the issue did not impact


GP-5
GM manufacturing process and/or did not result in vehicles/powertrain/components to be put on
hold or reworked.
 For the first offense, from a supplier Duns, in the last 6 months, the issuer will consider the
issue as Single non-conformity. The PRR will be classified as Level D according to the PRR
Severity Matrix.
 For the second offense with same issue, from the same supplier Duns, in the last 6 months,
the issuer will consider the complete discrepant quantity. The PRR will be classified as
Level E. The supplier may also be placed in Controlled Shipping.
 For the third same offense with same issue, from the same supplier Duns, in the last 6
months, the issuer will consider the issue as repeat multiple non conformities and will count
all parts against the supplier. The PRR will be classified as a Level F repeat issue
according to the PRR Severity Matrix. The supplier may also be placed in Controlled
Shipping.
3.5.2 Line accumulations
Line accumulations are defined as unavoidable discrepancies or single cases of commodities

where only initial response is needed. These PRRs will be issued on a monthly basis per part or
part group. It includes those parts that are scrapped in customer lines due to internal defects in
the part, not detectable by the supplier, and which are revealed by the customer’s internal
processes. The PRR should be entered in the system only after the full impact and the monthly
quantity is available to the issuer.
If the frequency of the re-occurring discrepant parts disturbs the customer’s manufacturing
process, the line accumulation PRR can be upgraded to a regular Quality PRR according to the
PRR Severity Matrix (Appendix 5.1.3).
3.5.3 Supplier-initiated PRR
 The issuing location may categorize a PRR as “Supplier-Initiated” if the supplier notified the
customer of a possible nonconformance prior to the customer identifying/detecting the
problem. If the customer is already impacted (nonconforming parts at production line or
already built in), a quality PRR with bid list impact will be raised.
 Costs incurred by the customer (e.g. sorting …) may still be charged to the supplier.
 The weight of the incident will be based on the PRR Severity matrix as defined in Appendix
5.1.3.
3.5.4 Supplier Alert
A Supplier Alert may be issued by GM in case of:

 The issuing location requests support from the supplier for root cause analysis of a
nonconformance found in the customer’s production process / warehouse when
responsibility has not been established.
 The issuing location detects a slight drift within the tolerances of a part.
There will be no impact to supplier metrics. By default supplier needs to provide findings within 15
working days. If a response is not received from the supplier within 15 working days, the customer
may still issue a Customer Satisfaction PRR with direct impact to the Global Purchasing bid list.
In cases where during the root cause analysis of the nonconformance, supplier responsibility has
been determined, the supplier alert will be re-categorized as a quality PRR.


GP-5
3.5.5 Mislabeling
In case of mislabeling (identification error on the part itself) is detected on the production line
which could lead to a wrong usage of the part, following rule will be followed:
 For the first offense of a supplier Duns, in the last 6 months, the issuer will classify the PRR
as level E- Mislabeling. The supplier may also be placed in Controlled Shipping.
 For the second offense of a supplier Duns, in the last 6 months, the issuer the issuer will
classify the PRR as level F - Repeat. The supplier may also be placed in Controlled
Shipping
Note: Parts that are mislabeled and cannot be used in the GM facility will result in a Quality PRR
being issued.
3.5.6 Field Action
A special cause product deficiency in the field, with confirmed supplier responsibility, that results in
implementation of Extraordinary Warranty.
3.6 Supplier relationship PRR

3.6.1 Customer Satisfaction PRR
A Customer Satisfaction PRR may be issued when the customer has verified that any other
nonconformity, excluding pricing or other commercial issues, was the result of a supplier’s
action or inaction.
NOTE: A Customer Satisfaction PRR can be issued to a supplying location with or without
reference to a part number
Non-conformances that can result in a Customer Satisfaction PRR include, but are not limited to
failures regarding:
General:
 Communication requirements for data or information
 Lack of responsiveness, timeliness, or deadline issues
 Procedural requirements (e.g. PRR response, PPAP, …)
 Unauthorized Change (see 2.6.3)
3.6.2 Program Management

A Program Management PRR may be issued by GM Supplier Quality, for a nonconformance that
does not result in part damage or does not affect the salability of the part.
Nonconformance’s that may result in a Program Management PRR include, but are not limited to
the following:
 BTAB (Business Transfer Approval Board) management failure
 Engineering changes management failure
 Data submission issues (APQP)
 Non-responsiveness or lack of cooperation
3.6.3 Unauthorized Change
An Unauthorized change PRR is a special case of a customer satisfaction PRR and will only be
raised by Supplier Quality management in case of:
A supplier changes their Manufacturing process or material without prior approval from GM which
subsequently impacts GM. An Unauthorized Change does not have to result in a Plant Disruption.

An Unauthorized Change will directly result in GP-5

a predefined impact to the Global Purchasing and
Supply Chain Bid list.
Examples of Unauthorized Change PRRs include, but are not limited to:
 changes to a manufacturing location
 material changes
 Tier 2 location changes
 Engineering changes without prior approval by GM.
Every supplier relationship PRR will have a predefined impact to the Global Purchasing and
Supply Chain Bid list.
3.7 Plant impact

3.7.1 Yard hold/Field Impact
A Yard hold is when a nonconformity delivered by a supplier can result in a yard hold.
All affected vehicles/powertrain/components in the GM customer plant will be held until risk
evaluation and/or rework has been finalized.
A Field impact is when a Non-confirming or Suspect products have been shipped from GM
Production plants (to e.g. shipping yards), but have not yet impacted the final Customer (e.g.
dealer / end-customer)
3.7.2 Downtime / Plant Disruption

A Downtime incident, which includes any of the following:
 A problem has been identified and verified as supplier fault AND
 Requires a plant to stop production of its products AND
 The downtime experienced is 1 minute or longer AND
 The line stoppage occurred in the “main production” line.
A Plant Disruption incident is a part quality issue, a design issue, or a plant process issue such as
welding, torque, or miss-builds and which includes all of the following:
 A special cause circumstance that drives operations out of normal standardized work that
ultimately impacts quality, cost, and throughput
 Plant daily production mix is significantly altered
 Main assembly line with a downtime of 20 minutes or more cumulative downtime within the
same shift
 A verified quality concern or nonconformance that impacts nonstandard labor for a
minimum of 50 hours. This includes inspection and/or repair and/or reconfirmation
 Yard hold, ultimately resulting in rework or
 Increase on hand float by 40 products (vehicle/powertrain/components) for a single issue.
Yard Hold, Downtime, Plant Disruption and Field Impact will have oversight and will be approved
by GM Quality management.

3.8 Controlled Shipping GP-5

3.8.1 General
Controlled Shipping is a demand by the customer that a supplier put in place an additional
inspection process at the supplier manufacturing location to sort for a specific nonconformance,
while implementing a root cause problem solving process. The data obtained from the additional
inspection process is critical as both a measure of the effectiveness of the secondary inspection
process and the corrective actions taken to eliminate the initial nonconformance.
Two levels of Controlled Shipping exist:

a) Controlled Shipping - Level 1 includes a problem solving process as well as an additional
inspection process. The supplier’s employees at the supplier’s location enact the inspection
process in order to isolate the customer from receipt of nonconforming parts/material.
b) Controlled Shipping - Level 2 includes the same processes as Controlled Shipping - Level 1,
with an added inspection process by a third party representing the customer’s interests specific
to the containment activity. The third party is selected by the supplier, approved by the
customer, and paid for by the supplier. Suppliers may select the third party from an approved
listing maintained by the customer.
The 3rd party or a Customer representative will perform audits. The data obtained from the 3rd party
redundant inspection process as well as the audits are critical as both a measure of the
effectiveness of the secondary inspection process and the corrective actions taken to eliminate the
initial nonconformance.
In special cases, the Controlled Shipping - Level 2 inspection may be required to be performed
outside the supplier’s facilities at a facility deemed appropriate by the customer.
Note: The term “Designee” in Controlled Shipping refers to the Supplier Quality Engineer, Plant
Quality Engineer, CS Coordinator, 3rd Party Provider Quality Engineer, or other approved
Customer Representative. The latest regional/divisional Controlled Shipping letter templates can
be found in the Quality library of GM SupplyPower: Controlled Shipping Forms.
3.8.2 Criteria for application for Controlled Shipping - Level 1 or 2
The customer makes the determination whether the supplier can effectively correct the
nonconforming material situation through the PRR process and isolate the customer from the
problem. One or several of the following issues may be considered for implementation of
Controlled Shipping:
 Repeat PRRs
 Supplier’s current controls are not sufficient to ensure conformance to requirements
 Duration, quantity, and/or severity of the problem
 Internal/External Supplier data
 Controlled Shipping Level 1 failures
 Quality Problem in the field (e.g. PRTS, Warranty, …)
 Supply Power bulletins
Based on consideration of the above, the customer decides whether Level 1 or Level 2 would be
appropriate.


GP-5Process
3.8.3 Controlled Shipping - Level 1 (CS1)
3.8.3.1 Assessment
a) Customer Manufacturing/Assembly centers or Designee make a request for CS1, referencing
the non-conformances / PRRs, observations at the supplier, the supplier’s internal /external
data, or other criteria for application.
b) The Designee reviews the request / documentation to ensure it complies with the criteria for
application, and if applicable, makes the decision to place the supplier in CS1.
3.8.3.2 Entry and Implementation
a) Designee verbally notifies the supplier (staff level) they are being placed in CS1 and
that a confirmation letter will follow.
b) The Designee, via GQTS, sends formal confirmation to the supplier a Controlled
Shipping Level 1 Entry letter (GM 1927-55), addressed to the supplier’s Top Management.
c) Designee shall conduct the Kick-off Meeting with the supplier (via conference call or
meeting) to:
 Review the non-conformance that resulted in the CS1 entry.
 Review and approve the supplier’s containment process which includes:
- Data collection utilizing an I-chart (GM 1927-66)
- Communication back to Customer (including frequency)
- Control of non-conforming product
 Review and approve the supplier’s escalation/reaction plan for the containment activity.
 Establish boundary samples and/or specifications for acceptance/rejection of the parts.
 Establish exit criteria for the CS1.
d) Designee requests the support of the Customer buyer if the supplier is uncooperative in
implementing CS1 to the Customer’s requirements.
e) Supplier does the following:
 Ensure understanding of the nonconformance.
 Return the confirmation reply as required (GM 1927-53) by Acknowledging in GQTS.
 Develop an escalation/action plan.
 Immediately establish a separate containment activity area at their location that is
acceptable and approved by the Customer.
 Notify additional customer facilities that use the same part, inform them of the
nonconformance, and provide containment activities as necessary.
 Track breakpoints of nonconforming material with a containment worksheet. (Purge pipeline
of suspect material, i.e. at Customer’s facility, in transit and at all storage locations.)
 Mark individual parts, material, and containers, as agreed upon by Customer, to identify
parts certified for production.
 Provide proper layout and instruction documents, space and tooling to perform Controlled
Shipping - Level 1.
 Commence the sort activities and display the results in a public and visible location.
f) Buyer does the following:
 If requested, intervene to support the Designee if the supplier is uncooperative in
implementing CS1 per Customer’s requirements.
 Notify Purchasing Manager if intervention is required.
3.8.3.3 Monitor and Check

Supplier does the following:
a) Perform a redundant inspection of all suspect non-conforming products per the agreed
upon process and ensure defect free parts/material are delivered to Customer.
b) Determine and demonstrate the root cause to the Designee (Drill Deep – GM 1927-84)

c) Develop, implement and validate theGP-5permanent corrective actions, along with improved
process controls (i.e., error proofing, layered audits, setup checklists, standardized work,
operator training and certification program, etc.)
d) Implement lessons learned by conducting mandatory a Drill Wide Matrix (GM 1927-69).
e) Conduct a daily management meeting at the sort location to review the results, ensure
the corrective actions taken are effective, and plan required changes.
f) Update all applicable documentation, (i.e. Process Control Plan, PFMEA, Flow Diagram,
and Standardized work Instructions etc.).
g) Document containment data in I-chart format (GM 1927-66)
h) Communicate the action plan, inspection status, and results of problem resolution
activities to the Customer in a format and with a frequency agreed to by the Customer
representative.
i) If the PRR has been written around a dimensional issue involving a PQC (Powertrain
Quality Characteristic), KPC (Key Product Characteristic), or critical measurement point, the
data submission frequency shall revert to the frequency defined in the GP12 plan for a period
of 30 production days or until capability is reestablished.
The Designee does the following:

a) Monitor supplier’s containment data (I-chart.)
b) Verify the supplier has a documented process control validation program in place (such
as job setups, setup error proofing, process error proofing, layered auditing, operator training &
certification etc.)
c) Verify supplier’s root cause analysis and corrective actions.
3.8.3.4 Verification for Exit
a) Meet the defined exit criteria.
b) Request exit from Controlled Shipping - Level 1 and provide supporting documentation
and assessments on performance and corrective actions to the appropriate Customer
representative (Customer plant representative will be notified if required.)
The Designee does the following:

a) Conduct PCPA (Process Control Plan Audit), if applicable.
b) Verify that the supplier has met all exit criteria. The Supplier is removed from CS1 after
all exit criteria are met and the established time has expired without further non-conformances
at the Customer Assembly /Manufacturing Center, or coming out of the Supplier’s process.
c) Notify the supplier verbally that they have met the criteria and that they will be removed
from CS1 upon receipt of the CS1 exit letter.
d) Enter the exit information into GQTS.
3.8.4 Controlled Shipping – Level 2 (CS2) Process
3.8.4.1 Assessment
a) Customer Manufacturing/Assembly centers or Designee make a request for CS2, referencing
the non-conformances / PRRs, observations at the supplier, the supplier’s internal / external
data, or other criteria for application.
b) The Designee reviews the request / documentation to ensure it complies with the criteria for
application, and if applicable, makes the decision with involvement of GM Supplier Quality
management, to place the supplier on CS2.
3.8.4.2 Entry/Implementation Phase:
a) GM Supplier Quality verbally notifies the supplier that:
 Supplier is being placed on CS2.
 Containment must be initiated immediately, in order to protect the customer.

 Entry letter will follow. GP-5

 rd
Supplier must contract an authorized 3 party CS Provider.
 Supplier Quality will be holding a kickoff meeting/conference call.
b) GM Supplier Quality or approved designate, via GQTS, sends formal confirmation to the
supplier a Controlled Shipping Level 2 Entry letter (GM 1927-57), addressed to the supplier’s
Top Management.
c) GM Supplier Quality and the Supplier complete a Kickoff Worksheet (GM 1927-59), if
applicable, and agree on 3rd party provider.
d) Supplier contacts a Controlled Shipping 3rd party and issues a purchase contract for
Controlled Shipping Level 2 activities within 24 hours of receiving the CS2 letter.
e) Supplier returns confirmation reply as required (GM 1927-53.) by acknowledging in
GQTS.
f) GM Supplier Quality and 3rd party provider hold a kickoff meeting or conference call with
the Supplier’s Quality Manager and Plant Manager to:
 Review the non-conformance that resulted in the CS2 entry.
 Review and approve the supplier’s containment process which includes:
 Data collection utilizing an I-chart (GM 1927-66.)
 Communication back to Customer (including frequency.)
 Control of non-conforming product.
 Review 3rd party provider actions/assessments as required.
 Review and approve the supplier’s escalation/reaction plan for the containment activity.
 Establish boundary samples and/or specifications for acceptance/rejection of the parts.
 Establish exit criteria for CS2.
 GM Supplier Quality obtains signatures from appropriate Customer and Supplier
Representatives on CS2 Purchase contract addendum when required.
g) Supplier performs a redundant inspection of all suspect nonconforming products per the
agreed upon process to ensure defect free parts (CS1). CS1 is a separate and independent
inspection process from CS2
h) Supplier notifies additional Supplier and customer facilities that use the same part,
i) Suppliers Track breakpoints of nonconforming material with a containment worksheet.
(Purge pipeline of suspect material, i.e. at Customer’s facility, in transit and at all storage
locations.)
j) The 3rd Party Provider performs an additional redundant inspection of all suspect non-
conforming products per the agreed upon process to ensure defect free parts are delivered to
Customer.
k) If applicable, 3rd party Provider Quality Engineer or GM Supplier Quality reviews the
Supplier’s process and quality history, and completes the Assessment (GM 1927-52) and
Matrix (GM 1927-51).
l) GM Supplier Quality requests the support of the Customer buyer if the supplier is
uncooperative in implementing CS2 and/ or supplying a purchase order number for 3 rd party
provider to Customer’s requirements.
m) Supplier submits irreversible corrective action plans to the TS16949 registrar for review
and/or assessment and authorizes TS16949 registrar to submit the review and/or assessment
findings to the Customer.
n) Buyer does the following:
 If requested, intervene to support GM Supplier Quality if the supplier is uncooperative in
implementing CS2 and/or supplying a purchase contract number for 3 rd party provider per
Customer’s requirements.
 Notify Purchasing Manager if intervention is required.
o) The Customer reserves the right to require all or portions of the standard CS2 process
requirements (e.g. 3rd party inspection results, but no 3rd party provider assessment). This
determination will be made by the Customer only.

3.8.4.3 Monitor and Check Phase GP-5

a) Perform a redundant inspection of all suspect non-conforming products per the agreed upon
process and ensure defect free parts/material are delivered to Customer.
b) Determine and demonstrate the root cause to the GM Supplier Quality (Drill
Deep-GM 1927-84)
c) Develop, implement and validate the permanent corrective actions, along with
improved process controls (i.e., error proofing, layered audits, setup checklists, standardized
work, operator training and certification program, etc.)
d) Document containment data in an I-chart format (GM 1927-66)
e) Implement lessons learned by conducting mandatory a Read Across (GM 1927-
69).
f) Conduct a daily management meeting at the sort location to review the results,
ensure the corrective actions taken are effective, and plan required changes.
g) Update all applicable documentation, (i.e. Process Control Plan, PFMEA, Flow
Diagram, and Standardized work Instructions etc.)
h) Communicate the action plan, inspection status, and results of problem resolution
activities to the customer in a format and with a frequency agreed to by the Customer
representative.
GM Supplier Quality does the following:

a) Monitor supplier’s containment data (I-chart.)
b) Verify the supplier has a documented process control validation program in place (such
as job setups, setup error proofing, process error proofing, layered auditing, operator training &
certification etc.)
c) Verify supplier’s root cause analysis and corrective actions.
d) Provides requirements to the supplier for exit package submission content by
completing the CS2 exit package checklist form (GM 1927-54). Completion of the checklist
does not impact the criteria established for the supplier to exit CS2, (see section 2.8.7).
3.8.4.4 Verification for Exit
a) Meet the defined exit criteria.
b) Request exit from Controlled Shipping - Level 2 and provide supporting
documentation and assessments on performance and corrective actions to the appropriate
customer representative (Customer plant representative will be notified if required.)
GM Supplier Quality does the following:

a) Conduct PCPA (Process Control Plan Audit) or other appropriate Quality Audit, if
applicable.
b) Verify that the supplier has met all exit criteria. (May be performed by the 3 rd
party.) The Supplier is removed from CS2 after all exit criteria are met and the established
time has expired without further non-conformances at the Customer Assembly /Manufacturing
Center or coming out of the Supplier’s process.
c) Notify the supplier verbally that they have met the criteria and that they will be
removed from CS2 upon receipt of the CS2 exit letter.
d) Complete a CS2 exit checklist (GM 1927-54), as required, and issue a CS2 exit
letter via GQTS (GM 1927-58) to the supplier for official notification that they have met the exit
criteria.
e) Enter the exit information into GQTS.

3.8.5 Containment Guidelines for CS1-2 GP-5

The intent of the Controlled Shipping containment guidelines is to outline and describe a rigorous
process that insulates the customer assembly plant from the receipt of nonconforming parts and
material. The Controlled Shipping containment guidelines are as follows:
a) Containment area must be highly visible and properly lighted, equipped, etc.
b) Containment area must have well defined efficient material flow including clearly identified
areas for incoming and outgoing parts/material.
c) Repairs will not be done in the containment area.
d) Unless it is not feasible for the most effective containment, containment areas must be
independent of the supplier production process
e) Information boards (See 2.8.6) must prominently display non-conformances, measures, action
plan and status, and results of the containment activity.
f) Charts must be updated on a daily basis and reviewed by top supplier management.
g) Problem solving must be formal, data driven and documented.
h) Containment operators must have available to them proper job instructions, quality standards,
boundary samples, tools, and equipment, etc.
i) Operators must be properly trained.
j) Preventive maintenance must be employed if required.
3.8.6 Information Boards
Information boards should prominently display the following:
a) Quality standards such as boundary samples, technical specifications, drawings, etc.

b) Nonconformance descriptions and resolution action plans (including the CS2 entry letter, PRR,
and Drill Deep responses)
c) Process Control Plan highlighted to show where in the process the nonconformance occurred.
d) Operator instructions, inspector instructions and training records.
e) Trend charts and SPC charts, if applicable (I-Chart)
f) Inspection Control Plan, Inspection Flow Diagram, and Inspection FMEA (CS2 only).
g) The Control Plan Special Characteristics (CPSC) form for inspection item(s) (CS2 only).
3.8.7 Exit criteria controlled shipping
Exit criteria must:
a) Include clear and measurable elements
b) Be specific and relevant to the nonconformance issues to be addressed
c) Require documentation to demonstrate corrective actions taken are permanent
d) Remain constant for each nonconformance
e) Include workshops if requested by the Customer
The default exit criteria will be used when no other exit criteria is defined. The default criteria is
listed below and must be provided to the customer representative when requesting removal from
Controlled Shipping:
a) Twenty (20) working days of data from the containment activity, and a summary, which verifies
that the normal production controls are effective for controlling the discrepancies identified in
the Controlled Shipping activity. The time begins accumulating from the date of implementation
of permanent corrective action.
b) Documentation showing the root cause was identified and verified
c) Documentation indicating that corrective action was implemented and validated
d) Copies of all documentation revised as required (control plan, FMEAs, process flow diagram,
operator’s instructions, etc.)
e) Documentation indicating that every effort was taken to implement error proofing.

f) Mandatory, a Read Across (documented on GP-5

GM 1927- 69) on all PRRs issued for a given time
frame as indicated on the Controlled Shipping Letter or defined at the Kick- off meeting.
3.9 New Business Hold

3.9.1 General
This section defines the Global New Business Hold Process. (See GM 1927-67)
3.9.2 Placing a supplier on New Business Hold
Suppliers with ongoing quality problems may be placed on New Business Hold (NBH). The
process to place a supplier on NBH is as follows:
1. Customer region or division
communicates issues with creativity team
2. GM Regional/divisional
Supplier Quality organization recommends hold and submits NBH Quad Report. (GM 1927-71)
3. GM Global Supplier Quality solicits worldwide input (all commodities, all regions)
4. If consensus is reached, the involved commodity and GM Global Supplier Quality
issue a joint letter to the supplier.
5. GM Regional Supplier Quality director creates a NBH PRR for the involved
Supplier Duns. Supplier loses 100 points on the bid list.
6. Purchasing and GM Supplier Quality review the improvement expectations with
the supplier
7. Responsible functional organization monitors supplier’s progress
3.9.3 Removing a supplier from New Business Hold
Once a supplier has met the defined exit criteria, the process to remove a supplier from NBH is as
follows:
1. The GM Regional/divisional Supplier Quality organization provides a recommendation to
the GM Global Supplier Quality organization to remove the hold
2. GM Global Supplier Quality solicits worldwide agreement
3. Upon agreement, the involved commodity and GM Global Supplier Quality issue a joint
letter to the supplier
4. GM Regional Supplier Quality director closes the NBH PRR. Supplier regains 100 points
on the bid list.

4. Supply Chain GP-5
This chapter refers to all PRRs impacting the Service Ranking on the Global Purchasing and Supply
Chain Bid list and does not take into account PRRs written by CCA / Aftersales.
4.1 References
The following documents are referenced in this chapter:

 Supply Chain Requirements (GM1700 for GM)
4.2 Supply Chain PRR definition
This section describes GM’s expectations from Suppliers when there is a (potential) supply chain
disruption to GM facilities.
The impact of a supply chain PRR is defined in Appendix 5.1.4 and will have a direct, predefined
impact on the Global Purchasing and Supply Chain Bid list.
A Supply Chain PRR should be issued when the customer has verified that a nonconformance on
a part shipping, labeling and logistics service and/or in the supplier-customer relationship was
caused by the supplier.
Non-conformances that may result in a Supply Chain PRR include, but are not limited to,
discrepancies or problems with:
 Label (on packaging)

 Packaging
 Shipping
 EDI
 Communication (customer satisfaction)
If required for issue resolution, inspections, sorting and rework activities are carried out under
Supplier’s responsibility but can be checked by GM.
For further details of the nonconformities please refer to Appendix 5.1.4.

For all Supply Chain requirements please refer to GM1700 (GM).
4.3 Supply Chain Plant impact
The plant impact is not limited to vehicle plant impact. It also does cover Powertrain and or
Component impact.
Examples of Supply Chain PRR events are:
 Single incident
 Out of stock (no line disruption)
 Plant production sequence changed
 Incomplete vehicle/powertrain/component
 Launch impact
 Production downtime (line disruption)


GP-5
4.3.1 Single incident
Every PRR initiated for a supplier Duns results in a base value deduction of 0.25 points.
Further points can be deducted with the same PRR depending on the impact to the plant
operations (example: value of “stock out” PRR receives a -0.25 (base value) and a – 2 (stock out)
for a total PRR value = -2.25 points).
All failure codes (nonconformities) and values can be found in the Appendix 5.1.4.
4.3.2 Out of stock (no line disruption)
PRR used to report any material availability nonconformance resulting in a lack of stock situation,
which did not result in a line disruption (e.g. line disruption was mitigated by using premium freight
shipment)
4.3.3 Plant production sequence changed
PRR issued following any material availability related need to reschedule planned production due
to supplier failure.
4.3.4 Incomplete vehicles / powertrain / components
PRR issued following any material availability related need to build incomplete
vehicle/powertrain/component due to supplier failure.
Cost recovery for rebuilding/completing the affected units is covered by a cost recovery PRR (see
1.8).
4.3.5 Launch impact
PRR issued following any material availability related impact to the preproduction and or ramp up
phase of the product introduction.
4.3.6 Production downtime (1 minute or longer)
PRR issued following any material availability related issue where:
 A problem has been identified and verified as supplier fault AND
 Requires a plant to stop production of its products AND
 The downtime experienced is 1 minute or longer AND
 The line stoppage occurred in the production line in a vehicle assembly, powertrain or
component plant (either serial or pre-production)
4.4 Supplier Performance calculation
For supply chain performance each supplier is given a credit of 100 points. Every nonconformance
deducts defined and fixed number of points. For failure code and failure weight please refer to the
Appendix 5.1.4.
The impact of a supply chain PRR will be defined based on the Supply Chain KPI: Failure codes
and Weighting matrix. The total sum of all PRRs of the last 6 months will be used to calculate the
effect on the Global Purchasing and Supply Chain Bid list.


GP-5
4.5 Supply Chain cost recovery
Premium freight is to be covered by the party responsible for the failure in the amount it occurred
4.6 MMOG/LE
Global MMOG / LE ™ (Materials Management Operations Guidelines / Logistics Evaluation) is a

Supplier Self-Assessment Tool. Used by both supplier and GM and providing comprehensive
evaluation of supply chain performance and capability.
Suppliers are required to supply the MMOG/LE assessment per each supplier DUNS in order to
be eligible for new business nomination.

5. CCA / Aftersales GP-5
This chapter refers solely to PRRs written by the CCA / Aftersales organization and their predefined impact
on the Global Purchasing and Supply Chain Bid list.

5.1.1 COO – Country of Origin
“Country of Origin” means the country of manufacture, production, or growth of any article of foreign origin
entering the U.S.” Failure to comply with U.S. Country of Origin marking laws & regulations will result in a
debit for:
 All costs incurred in bringing goods into compliance
 All costs to air freight additional materials to cover customer requirements while nonconforming
goods are brought into compliance with marking requirements
 Any fines, penalties, forfeiture actions taken by the U.S. Customs, as well as GM’s costs to legally
defend against such actions as result of noncompliance.
5.2 CCA / Aftersales PRR definition
This section describes GM’s expectations from Suppliers when there is a disruption to GM CCA /
Aftersales facilities.
A CCA / Aftersales PRR should be issued when the customer has verified that a quality or service
nonconformance was caused by the supplier and will have a direct, predefined impact on the
Global Purchasing and Supply Chain Bid list.
Non-conformances that may result in a CCA / Aftersales PRR include, but are not limited to,
discrepancies or problems with:
 Labeling
 Packaging
 Shipping
 Quality
 Indirect Material
 Customer Satisfaction
If required for issue resolution, inspections, sorting and rework activities are carried out under
Supplier’s responsibility but can be checked by GM.
5.2.1 Labeling
A Labeling PR/R should be issued when the customer has verified that the supplier did not provide
COO Certification, correct COO Marking, or label a part(s)/ container(s) correctly.
Non-conformances include:
 COO Incorrect/Missing
 COO registration missing
 Labeling
 Miscellaneous


GP-5
5.2.2 Packaging
A Packaging PRR should be issued when the customer has verified that the supplier caused a
packaging nonconformance which could result in part damage or affect the salability of the part.
Non-conformances that may result in a Packaging PRR include, but are not limited to:
 Part or material that was inadequately secured in the container

 Container was inadequately secured in the carrier vehicle
 Container design, ergonomic interface, and/or fabrication was inadequate
 Container that has been damaged by improper handling
 Mixed pallets built incorrectly
 Labeling issues that do not affect part identification
 Container misappropriation
 Parts not packaged to specification for service
Supplier responsible package designs which do cause part damage or affect the salability of the
part will be issued as a Quality PRR. See 4.2.4 for related requirements.
5.2.2.1 Container Misappropriation:
A Container Misappropriation PRR may be issued when the container does not function properly.
These types of issues do not result in part damage. Examples of non-conformances in this
category that may result in a PRR include, but are not limited to:
 Insufficient container close offs

 Swing arms not closing properly
 Parts not secured (improper hold)
 Part interference issues (dunnage locations)
 Inadequate part presentation
 Inadequate protection resulting in dirty or wet parts
5.2.2.2 Parts not packaged according specification:
A Part Damage PRR may be issued when there are part quality concerns resulting from the
container. These types of issues will ultimately result in part damage. Examples of non-
conformances in this category that may result in a PRR include, but are not limited to:
 Jumbled parts
 Scratches on parts
 Warped / Deformed parts / Broken parts
 Packaging not according to specification (both bulk specification and/or individual part
specification)


GP-5
5.2.3 Shipping
A Shipping PRR should be issued when the customer has verified that a shipping or
scheduling-related nonconformity was caused by the supplier.
Non-conformances that may result in a Shipping PRR include, but are not limited to:
 Noncompliance to schedule requirements
 Documentation noncompliance, i.e. missing or inaccurate shipping documents
 Nonconformity, or nonconformance caused by transportation carrier
 Nonconformity, or nonconformance caused by Logistical Service Provider
 Electronic communication issues or problems
 Premium shipment issues, i.e. prepayment, coordination, excessive use
 Schedule responsiveness warning letter
5.2.3.1 Service Downtime (GM North America only)
A downtime condition within the North American service parts inventory system is characterized as
a Major Disruption when the following occurs:
 Supplier repeatedly fails to ship to schedule and performance is verified as supplier fault
Service downtime may result in cost recovery (refer to sections 1.8).

Premium freight is to be covered by the party responsible for the failure in the amount it occurred.
5.2.4 Quality
A Quality PRR should be issued when the customer has verified that a nonconformance was
caused by the supplier.
Non-conformances that may result in a Quality PRR include, but are not limited to, discrepancies
or problems with:
 Appearance
 Assembly
 Dimensionally Out of Specification
 Fabrication Discrepancies
5.2.5 Indirect
An Indirect PRR may be issued to document a supplier responsible problem caused by a non-
production supplier (tooling, equipment repair parts, capital equipment, etc.) at the customer plant.
This would include scheduled work activities that cannot be completed due to the supplier’s failure
to meet prior delivery commitments.
5.2.6 Customer Satisfaction
A Customer Satisfaction PRR should be issued when the customer has verified that any
other nonconformity, excluding pricing or other commercial issues, was the result of a
supplier’s action or inaction.
Non-conformances that can result in a Customer Satisfaction PRR include, but are not
limited to failures regarding:
 Failure to Meet Packaging Specification Submission Dates
 Lack of responsiveness, timeliness, or deadline issues
 Failure to Return Phone Calls
 Failure to honor promised corrective action
 Shipped without PPAP Approval
 Failure to supply documentation


GP-5
5.3 Supplier Performance
For CCA / Aftersales performance each supplier is given a credit of 100 points. Every PRR
deducts defined and fixed number of points. Impact can lead to sources being ranked red, or non-
sourceable, on the bid list if they go below 75 points in either the CCA/Aftersales Quality or
CCA/Aftersales Supply Chain columns. Each PRR has a failure weight from 1.0 through 12.5
based on the failure code. (For failure code and failure weight please refer to Appendix 5.1.5)
The total sum of all PRRs of the last 6 months will be used to calculate the effect on the Global
Purchasing and Supply Chain Bid list.

6. APPENDIX GP-5
1.
5.1 List of Quality/Supplier relationship/Engineering PRRs and Customer alerts in
GQTS
PRR Type Primary Nonconformance Secondary Nonconformance
Color Mismatch (Add Variance)

Surface flaws
Coating Discrepancies
Appearance Scratches / Cracks
Deformed/broken
Rust
Contamination of Parts / Materials
Fabrication / Machining/Shavings
Quality Assembly Discrepancies
Dimensional Discrepancies
Functional/Manufacturing
Electrical Malfunction
Weld / Solder / Heat Stake Discrepancies
Metallurgy/Material Discrepancies
Noise
Noise/Sealing
Sealing
Unreadable / Missing
Labeling/Barcode
Wrong reference
Lack of responsiveness, timeliness, or deadline issues
Communication
Customer Satisfaction
Procedural requirements
Unauthorized Change
Failure to Provide Required APQP Data
Failure to meet Run at Rate Dates
Supplier Relationship Failure to Meet PPAP Submission Dates
Failure to implement effective GP12
Program Management issue
Specific audit noncompliance (CQI, Specific process audit... etc.)
Moved Production / tooling without GM approval - Business Transfer Process
Engineering change managment
Non-responsiveness, lack of cooperation
SQD Cost Recovery Not Applicable
Engineering Alert Customer requesting supplier support to reported problem or concerns - response
required
Shipping Alert Customer requesting supplier support to reported problem or concerns - response
required
Packaging Alert Customer requesting supplier support to reported problem or concerns - response
Customer Alert
required
Indirect Material Alert Customer requesting supplier support to reported problem or concerns - response
required
Quality Alert Customer requesting supplier support to reported problem or concerns - response
required
Does not work as designed
Design
Appearance not according to specifications
Engineering
Ergonomics At customer location
Customer Effi ciency Hard to assemble
NBH NBH NBH
5.2 Supplier-customer relationship PRR: bid list impact


GP-5
Primary NC Description Secondary NC Description Direct Impact
Lack of responsiveness, timeliness, or deadline issues 1

Communication 1
Procedural requirements 1
Unauthorized Change 20
Failure to Provide Required APQP/Q3P Data 5
Failure to meet Run at Rate Dates 5
Failure to Meet PPAP/Initial Sample Submission Dates 5
Failure to implement effective GP12 5
Specific audit noncompliance (CQI, Specific process audit...
Program Management issue
etc.) 5
Moved Production / tooling without Customer approval -
Business Transfer Process 5
Engineering change managment 5
Non-responsiveness, lack of cooperation 5
For all: Repeat = Direct Impact *2

5.3 Quality severity Matrix: WeightGP-5

factors
Plant Impact -Impact on schedule
attainment.
parts sorting/rework Vehicle/Powertrain/Components
< 40 vehicles / powertrain Plant Disruption
on hold, potentially resulting in Yard hold /
affected per production (See Terms and Field Impact
(part not assembled on rework or scrapping of Downtime
day. Definitions)
the vehicle/powertrain) vehicle/powertrain/components
Vehicle / Powertrain / -Downtime on sub assy
Components Impact line/station
Line accumulations
Level A (See Terms and Definitions) 0
Supplier initiated
LevelB Not detected by the customer 0
Customer alert
-GM request for support
Level C from supplier 0 0
A single case non-conformity
-no critical failure
-no downtime
-parts not yet mounted OR
rework time on vehicle /
LevelD powertrain less than 10 minutes 0 0 3
Multiple nonconformities of level D
-total rework time less than 20 minutes
OR
Mislabeling with
-no line shutdown
Level E -no rework 0.25 1 3 5 12.5 20
Level F repeat of B, C , D or E 0.5 2 4 6 13.5 21
G.1 Nonconformitie(s)
-not covered by Level D & E
Level G
-no critical failure 1 3 5 7.5 15 22
G.2 Critical failure 2 4 7 15 20 25
repeat of G1 3 5 10 20 25 30
Level H
repeat of G2 4 6 12 22 30 35
5.4 Supply Chain metrics

Plant production Incomplete car / Production
PRR type Single incident = out of stock (no
Primary NC Description Secondary NC Description sequence powertrain/ Launch impact down time (line
description base value line disruption)
changed component disruption)
Container Dirty / Damaged
Wrong Container Used
Mixed Pallet Built Incorrectly
Packaging
Parts not properly secured / put in container
Container not properly secured
Other
Quantity Shipped Differs from Label Quantity
Missing / unreadable information on Label
Label Missing / Format Incorrect
Label
Double / Obsolete Labels not removed
Wrong Label - Parts and Label Do Not Match
Other
Improper loading / stacking of container
Supply Chain -0,25 -2,25 -5,25 -7,75 -7,75 -12,75
Wrong parts shipped
Under - Shipped Scheduled Quantity
Over - Shipped Scheduled Quantity
Shipping
Shipment date / time not met
Missing / Wrong / Incomplete shipping document
Sequencing error
Other
EDI / ASN Communication failure / missing
EDI (Electronic Communication Wrong ASN
Discrepancies) ASN - not on time
Other
Communication (customer Communication failure - non collaborative
satisfaction) Other


5.5 CCA / Aftersales metrics GP-5
PRR type Primary NC Direct Impact Direct impact

Secondary NC Description
description Description CCA Quality CCA Service
Failure to Meet Packaging Spec Submission Dates 2
Failure to meet PRR response time initial / final responses 2
Failure to Return Phone Calls 2
Failure to Supply Documentation 2
Inadequate Corrective Action Responses 2
Shipped without PPAP / EI Approval 5
Inadequate Corrective Action Responses 2
Indirect material
Other 5
Appearance Discrepancies 5
Assembly Discrepancies 5
Quality Dimensionally Out of Specification 5
Fabrication Discrepancy 5
Miscellaneous 1
CCA / Aftersales Container Misappropriation 5
Packaging Miscellaneous 1
Parts not packaged to specification for service 5
Documentation / Paperwork Discrepancies 5
Electronic Communication Discrepancies 2
Miscellaneous 1
Shipping Responsiveness, Reliability, Flexibility 2
Schedule Discrepancies 12,5
Transportation / Carrier Discrepancies 2
Schedule responsiveness warning letter 5
COO Incorrect/Missing 5
COO registration missing 5
Labeling
Labeling 5
Miscellaneous 1

7. Revision History GP-5
Revision History – March 2015

Old Section New Section
Number/ Number/
Section Description Change
Document Document
Number Number
Table of Contents Added a table of content
All sections Changed business day to working
day
1.4.2 PRR Issuance Updated PRR Issuance to Directed-
Buy Rasic B suppliers
1.7.2 PRR Appeal Process Added actions for issuing location
2.3 Quality PRR definition Updated definition of Quality PRR
to be issued for Supplier
Manufacturing issues
2.4 Supplier Performance Replaced PPM (Parts per Million)
with S-IpB (Severity Incident per
Billion)
2.7.1 Plant Impact Added definition for Field impact
2.7.2 Plant Impact Added GM Management oversight
for Yard Hold, Downtime, Plant
Disruption and Field Impact
2.8 Controlled Shipping Clarified requirement
Revision History – March 2014

Old Section
New Section
Number/
Number/ Section Description Change
Document
Document Number
Number
3.7, 3.21, 3.22 Yard Hold, Critical Failure, BTAB Added
3.10.1 Engineering Plant Disruption Removed Section

3.12 Stockout Removed Section
5.2.1 Supplier Relationship PRR Introduction of Supplier
Relationship PRR
5.2.4 Supply Chain PRR Introduction of Supply Chain PRR
5.2.5 Quality PRR Updated description of quality
PRR to include plant impact and
vehicle/powertrain impact
5.2.6 CCA & Aftersales PRR Introduction of CCA & Aftersales
PRR
5.3 PRR Issuance Updated Tier1/Directed Buy
responsibility, Material
disposition, PRR approval
5.4 Supplier requirements Updated communication
requirements
5.6 5.6 Cost Recovery Revised to pre-August 2012
revison.
10 PRR types in GQTS Added overview of PRR types in
GQTS
Revision History – February 2013


GP-5
Old Section
New Section
Number/
Document
Document Number
Number
4.2, Removal Quality Alert Section Removed Section
5.2.1 5.2.1 Customer Satisfaction Added Program Management

Primary Nonconformance area
5.2.8 5.2.8 PRR Type Added Supplier Alert
information. Moved Program
Management PRR to
Customer Satisfaction section.
Revision History – August 2012

Old Section
New Section
Number/
Document
Document Number
Number
5.6, 5.6.2.2, 5.6, 5.6.2.2, 5.6.2.3, Removal of references to Warranty PRR Removed various references
5.6.2.3, 5.6.2.4, 5.6.2.5, type
5.6.2.4, 5.6.2.10, 5.6.2.11,
5.6.2.5,
5.6.2.10,
5.6.2.9 Cost recovery without response removed
5.6.2.11 Removal of references to Warranty PRR removed
type
5.6.3 5.6.3 Cost Recovery Response Added 15 day required response
5.6.4.1 5.6.4.1 Appeal Process of Cost Recovery PRR Direction was for Supplier to
appeal to issuer of PRR and
escalate to manager of PRR.
Changed to respond officially in
PRR within 15 days.
5.6.4.3 5.6.4.3 Appeal Process of Cost Recovery PRR Failure to reply note removed,
added the issuing plant must
conduct a joint review within 5
business days of any
contested PRR.
5.6.4.4 5.6.4.4 Appeal Process of Cost Recovery PRR Added mandatory notification
from the Buyer to the issuing
plant. Removed automatic
debit of less than $50k.

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Front Page

Supplier Quality & Development

SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

1. Table of Contents GP-5

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

2.3 Terms and Definitions

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

2.3.10 Bid List GP-5

2.4 Problem Reporting and Resolution (PRR)

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

2.5 Supplier Requirements

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

 When appropriate, initiate rework or sorting as an immediate containment at the customer

 Disposition (scrap or return) of the nonconforming parts or material at the customer

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

2.5.6 Final Response

2.6 Customer Requirements

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

2.6.2 Corrections to a PRR GP-5

2.7 PRR Appeal Process

2.8 Cost Recovery Process

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

1.8.2.5 Stock-out charges shall be assessed based on the man-hours expended to

1.8.2.6 Premium freight is to be covered by the originator in the amount it occurred.

In such cases, these charges shall have complete supporting documentation.

2.8.3 Cost Recovery Response

2.8.4 Appeal Process

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

1.8.4.3 The supplier shall initiate GP-5

NOTE: An electronic response in GQTS is required in addition to the written appeal

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

The following documents are referenced in this chapter:

 Quality Management System and Requirements (ISO-TS 16949), AIAG

3.2 Terms and Definitions

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

3.3 PRR definition GP-5

Engineering PRR or Supplier Alert

Vehicle/Powertrain/Component impact (PRR event):

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SUPPLIER QUALITY & DEVELOPMENT PROCESSES AND MEASUREMENTS PROCEDURE

3.4 Supplier Performance GP-5

Identification of Severity of PRR

3.4.1 Incidents per Billion (IpB)

(# Incidents last 6 months)

PRRs of level A, B and C are excluded from IpB.

Severity score = (incident 1 x weight + incident 2 x weight + …) in the last 6 months

CREATIVITY TEAM X Severity score

3.5 Part-related PRR Events