Managing Suppliers

Supply Chain Management
Managing Suppliers In A Global Environment
This guideline is for training purposes only; Not ISO controlled
Managing the Global Supply Chain

The Quality in Asia is not as good as that in the USA.
True or False?
To get competitive and lower overall costs, we must go overseas.

True or False?
Managing suppliers overseas requires double the resources.

True or False?
Basic Data
77% of all US companies are looking at sourcing Internationally to take advantage of lower costs and increased production capacity 44% of those looking at International sourcing are planning on spending up to 25% of their supply chain budget on International sourcing 19% plan on spending from 50% to 100%
Reported Problems (Not Pareto)

61% Late Deliveries 43% Poor Quality 38% Customs Delays 28% Not to Specification 24% Total Higher Costs 11% Loss of Intellectual Property Only 14% reported No Problems with International sourcing
Price is not the only contributor to supply chain cost Global costs are distributed differently than domestic expenses Managing the global supply chain requires a more technical approach
70 60 50 40 30 20 10 0 global Domestics Price Quality Logistics

What Do We Need To Know To Be Successful?

Supply Chain content percentages continue to grow
Content from suppliers can reach 70% of Total Product Value
With no end in sight of this trend, relationship and communication with the supply chain is vital for program success
How do we proceed?

As content increases, the importance of the Supply Chain Management business process also increases More risk to the business is introduced when suppliers are involved Therefore, risk provides a platform to measure and mitigate the potential of failure in Supply Chain Management Risk determines
Who What Where When How Much How Often

Supply Chain Management Process

The SCM business process recognizes key activities which help reduce the risk of failure A five phase approach is offered The 5 Phases are:
SCM Strategy and Planning Supply Chain Engagement Supply Chain Collaboration Supply Chain Demonstration Supply Chain Development / Replication

Strategy
Replication
Engagement
SCM
Demonstration
Collaboration

Each phase is made up of multiple sub processes supported by disciplines and techniques / tools Each Phase is measured as the process continues

Strategy and Planning
Strategy and Planning

Developing a strategy for Supply Chain development assumes that all supply chains or the links in the chain are not equal Engagement with various suppliers (internal and external) that make up the supply chain is different Strategic Planning assures that the proper resources are applied to obtain the desired benefits Elements of Strategy include:
Safety and Regulatory Impact Price to Cost Target Planning Value Driven Activity = Benefit / Cost History and Legacy New Innovation Expectations Early Sourcing Planning Negotiation
Risk Based Approach

The impact of failure is greater when an International supplier is involved There is a disproportionate amount of resources applied in detection and reaction related to International suppliers This is costly as expenses increase exponentially the longer it takes to find a failure (mode)
A failure in this context relates to:
Cost Quality Delivery / Logistics
Failure Mode Creation
Number of failures found
2 Failure Mode Discovery (3 Counter Measure adopted) 1 Failure Mode Creation
Number of counter-measures
too much time

Cost of developing Counter-measure
Strategy Engagement Collaboration Demonstration
Production/Replication
Achieving the Ideal State
Number of counter-measures
Number of failures found
2 Failure Mode Discovery (3 Counter Measure adopted) 1 Failure Mode Creation
time minimized
Strategy Engagement Collaboration
Cost of developing Counter-measure

Demonstration
0
Production/Replication
Address Failure Modes Early

Engagement timing
Latitude to take counter-measures
# failure modes found
Hard to find, easy to fix

Time
Easy to find, hard to fix
Address Failure Modes Early

Applying the philosophy of preventing failures early drives us to classify the level of risk each supplier may pose to your success The level of risk is a function of:
Design Risk Supplier Risk
Risks are determined for

Cost Quality Delivery / Logistics
Supply Chain Risk Management

Safety / Regulatory Design Changes Define Level of Control Technology / Materials Design Risk Matrix
Supplied Product Risk Assessment
5 4 3 2 1 1 2 3 4 5
Level 1 Risk APQP/Quality System Mentoring Level 5 PPAP / PSO Level 2 Risk Limited APQP/Quality System Mentoring Level 4 PPAP with High Scrutiny Level 3 Risk Level 4 PPAP with Med Scrutiny Level 4 Risk Level 4 PPAP with Low Scrutiny
Design Risk
Defect PPM Delivery Supplier Risk Matrix
Supplier Risk
QMS Capability
Design Risk Assessment Criterion

High Safety / Regulatory Performance Critical Appearance Safety / Regulatory System/Subsystem/Component High Performance Critical, High Severity ranking (7-8) Key Appearance Item, High Customer Visibility none Medium none Low
Medium Performance Item, Severity ranking (57) Moderate Appearance Item, Moderate Customer Visibility
none
Low Customer Visibility
Basic Function
Interface Complexity
Key Functional Component

High Number of Critical Interfaces (Physical, Electrical, Data Exchange)
Moderate Functional Item

Moderate Number of Critical Interfaces (Physical, Electrical, Data Exchange)
Low Functional Item

Low Number of Critical Interfaces (Physical, Electrical, Data Exchange)
Robustness / Noise Sensitivity

Design Maturity
Lack of Robustness against Environmental and User Noise factors

New Design
Somewhat Robust against Environmental and User Noise factors

Design Changes from Current Established Design
Very Robust against Environmental and User Noise factors

Carry-Over Designs
Design Risk Assessment Criterion
High
Technology Complexity Technology Experience Heavy Automation, High Scrap Rates, High Maintenance New Technology with little Industry Experience
Medium
Some Automation, Moderate Scrap Rates, Moderate Maintenance Industry Established Technology; New to your business Materials in use in Industry; New to your business
Low
Low Automation, Low Scrap rates, Typical Maintenance Industry Established Technology w/ business Experience Materials in use in Industry w/ business Experience
Materials Experience
New Materials with little Industry experience
System / Sub-System / Component
Assignment of Design Risk
Risk Severity
Steering sub-system
Brake Sub-system
Design Risk Criteria

Design History
Design Risk
Front Suspension
Rear Suspension
Seat sub-system
Instruments
Carborator
Fuel Tank
Electrical
Exhaust
Wheels
Engine
Pedals
Frame
Direction of Improv ement Safety/Regulatory 9 Performance Cri tical Appearance Basic Functional Interface Compl exity Robustness/Noi se Sensi tivi ty Design Maturity T echnology Compl exity T echnology Experience Materials Experience
Technology / Materials
F H F F H
F F F F F H
5 3 1 9 5 3 9 5 3
Supplied Component Risk Assessment

5 4 3 2 1 1 2 3 4 5
Design Risk Criterion
F F
H
H G
H
G F
F
H H
G
F G
H
G F
F
F H
H
H G
F
H H
G
H H
G
G F
G
H H
H
H G
G
H G
G
Design Risk
F H H
267
F H F
245
H F G
237
F H H
231
F H H
215
H F H
207
G G F
191
F G F
187
H G H
167
H H H
141
G H G
129
G H G
123
G F G
119
G F G
107
Weighted Importance
Relativ e Importance
Priority Translated to Risk Level
Supplier Risk
Standard Domestic Supplier Risk Criteria

High
Delivery Performance Delivery Performance less than 80%
Medium
Delivery Performance 80-90%
Low
Delivery Performance 90100%
Defect PPM
PPM >100
PPM 25 - 100
PPM <25
Responsiveness
CAR response frequently late and incomplete
CAR response adequate with limited effectiveness
CAR Response in a timely manner with effective implementation

TS16949 or ISO9000:2000
Quality Management System
No established QMS
ISO9000:1994 or TS16949 implementation ongoing
Use of Quality Tools (PCP, FMEA, Critical Characteristics) Established Facility
No effective use of quality tools
Some use of quality tools
Effective use of quality tools
Establisher <3 years
Established 3-10 years
Established >10 years
Resources
Little to no design, engineering or program management resources
Some design, engineering or program management resources
Experienced design, engineering or program management resources
Global Supply Chain Additions

Elements of Supply Chain Risk for International sourcing are similar but not the same as Domestic (NA) Additional items to consider are:
Distance Response time (time zones) Language Culture Financial Condition
Resources for evaluation may not be available (D&B)
Currency Stability and Fluctuation
Assignment of Supplier Risk

Suppliers
System/S ub-System/Com ponent
Risk Severity
Frames Incorporated
Connector Electrical
Pedals Supplier
XYZ Steering
Springs to go
Seats are Us
ABC Wheels
Lees Brakes
Instruments
Supplier Risk Criteria

Past Performance Supplier Risk Criteria
Shocks Inc.
Supplier Risk (Sorted)
Fuel Tank Supplier
ABC Incorporated
Exhaust Supplier
Direction of Improv ement Delivery Defect PPM CAR Response QMS Use of Qual ity T ool s Established Facili ty Resources 5 5 3 5 5 3 3
Carborator
Supplied Component Risk Assessment

5 4 3 2 1 1 2 3 4 5
Design Risk
F F H H F F
201
F F H G H F
173
H G F F H G
165
H H F F H H
147
H H F H G H
111
H G F H H H
111
H F G G F H
103
G H F H H H
97
H H G F G G
95
G H G G F F
83
G H H H H H
67
G G G G H F
59
H G H H G G
59
G G G G H H
41
Weighted Importance
System Capability
Priority Translated to Risk Level
Supplier Risk
Risk Assessment
Supplied Product Risk Priority Matrix

5 4 3 2 1 1
Low Risk
Level 1 Risk
Level 2 Risk Level 3 Risk Level 4 Risk
5
High Risk
Supplier Risk
Supply Chain Risk Measurement

Understanding what risks we need to measure is the start to a successful Supply Chain Strategy Measures to consider:
Quality
Qualitative Quantitative
Cost
Price Expense
Logistics
Time to Market Delivery Performance
International Supply Chain Risks

Caution should be exercised when the following are indicated as risk factors:
Safety and Regulatory Shelf-life Limitations Inventory Costs vs. Bulk Buys (logistics purposes) Size and Mass Intellectual Property
Impact of Distance on Risk

Distance brings with it special issues that must be considered Major failures come from our ignorance of the impact distance
Impact is not overcome by our level of energy or desire to succeed
These issues can be managed effectively, but only when planned strategically and tactically executed with additional care
Impact of Distance on Risk

Distance issues:
Communication is impacted Body Language Meanings of Words (slang or interpretation) How do we interpret the word when spoken by our Japanese or Chinese partners? The avoidance of using the word no gives the impression that the supplier understands, when in fact they do not
Example: The word Difficult
Example: You may never get a no
Experiences of those companies who use international suppliers indicate a 3X increase in communication is necessary to compensate for distance
Must include this extra expense in overall cost estimates
Mitigation Strategies for Risk

Mitigation Tactics to include in Strategy:
Cisco / Best Video Quality Supply Chain Software Frequent Travel
Face time increases trust
Cultural Exchange Activities Investigate Local Customs Well written requirements cascaded to specifications
Technical Tools of APQP QFD
Mitigation Strategies for Risk

Well written requirements are not enough
Assumptions on how to (specifications) may not be clearly defined Leaving it to interpretation can have dire circumstances
Example: Pet food incident

An ingredient (melamine) was added to achieve a required level of protein which met the requirements document Who or what was at fault in this incident?
QFD Requirements Cascade

Product Planning Design Planning
Special Characteristics Matrix
Daily Activities
MFG Planning
Production Planning
Examples of Standard Work
Critical Requirements
Technical Specifications = Design Parameters = DFMEA Functions
Focus Process Planning On High Risk Items
Process Parameters On High Risk Items
Focus Process Quality On High Risk Items
34

Engagement
Engagement
Engaging the right supplier at the right time
Desired benefits of collaboration
There are multiple levels of engagement which require different resourcing levels These levels can be adjusted to achieve best value and stay within budget vs. risk Elements of Engagement
Communication and Relationship Building Program and Project Management Planning Supply Chain Risk Assessment APQP (Requirements and Specifications) Concept Designs and Processes Refined Negotiation of Price and Cost
Communication in Engagement
One basic rule exists in engagement that must be followed regardless of topic:
In Communication, it is the deliverer (purchaser) who bears all of the responsibility if the receiver (supplier) does not understand or misinterprets the message
This one point is the primary reason for poor quality / not to specification, and total higher costs
Communication in Engagement
Determine the level of and types of communication based on risks and develop a written plan for:
Points of communication When the communication must occur
according to process
Types of communication
technical data vs. non-quantifiable concepts
Interpretation Verification and Validation Use a Product Assurance Plan
Supply Chain Engagement

Supply Chain/Product Risk Assigned.
Design Risk Matrix Standard Process Legacy FMEAs -failure modes Standard Control -causes Plans -methods -frequencies -sample sizes
Info.
5 4 3 2 1 1 2 3 4 5
Supply Chain Management Tasks Defined
Supply Chain Mentoring -APQP -QMS
Supply Chain Risk
PPAP -Level? -Supply Chain/SDE Ratio?
Design Risk
Ongoing Supply Chain Monitoring
Supply Chain Risk Matrix
Project Timeline Task Responsibility Matrix
Supply Chain Development

Best Practices Matrices -Failure Mode
Supply Chain PPAP -Warrant -FMEA -Control Plan -Dimensional/Lab data
-Cause
-Controls
Supply Chain Engagement

Standard Process Failure Mode/ Cause
Standard Process
Failure Mode/ Cause -Heavy Fab Supply Chain APQP Mentoring -Special Process (APQP) -Standard process (APQP) On-going Performance Monitoring PPAP -Level?
Cause & Effect
Characteristic & Parameter Matrices

Customer Importance
QMS Mentoring
Direction of Improv ement
Feedback Loop
Phase 1
What is the overall Project Risk? How can we help?
Assessment Process Questionnaire.

Assessment of key processes and requirements
1.1 VOC / CCRs 1.1.1 Market Research ( Regulations) 0.6 Understand Requirements
1.2 Business Plan/Market Strategy 1.3 Product Process Benchmark Data reviewed
REQUIREMENTS ASSESSMENT
1.1.3 Team Experience
1.5 Product Reliability Studies 1.7 Design Goals

PRODUCT ASSURANCE PLAN
1.4 Product/Process Assumptions
1.10 Preliminary Process Flow Chart
1.1.2 History (If possible)

PRELIMINARY PRODUCT/ PROCESS CHARACTERISTICS
1.9 Preliminary Bill Of Materials
Phase 2
ROBUSTNESS
1.11 PRELIMINARY PRODUCT/ PROCESS CHARACTERISTICS
DFA/DFM
REQUIREMENTS Technical Specifications
2.1 Design FMEA
3.7 Pre-Launch Control Plan
1.10 Preliminary Process Flow Diagram
2.11 REFINE LIST OF SPECIAL CHARACTERISTICS
2.4 DVP&R
3.3 Process Flow Diagram
3.5 CHARACTERISTIC MATRIX
3.10 PRELIMINARY PROCESS CAPABILITY STUDY PLAN ( AS APPLICABLE)
Phase 3
3.3 Process Flow Diagram
3.5 Characteristic Matrix (Process/Links)
2.1 DFMEA 2.11 Special Characteristics
Capability Calculations
3.10 Preliminary Process Capability Study Plan
3.6 Process FMEA ( Special Characteristics Only )
3.7 Pre-Launch Control Plan ( Pilot )
3.9 Measurement Systems Analysis Plan
3.8 Process Instructions
Mitigation Strategy for Risks

Mitigation of risks for engagement
Develop a Communication Plan
How to communicate Frequency of communication The verification of communication
Connectivity and data transfer Develop a technical product assurance plan Add resources (3 X normal) for distance Avoid sourcing proprietary technology
Remember todays partners are tomorrows competitors

Collaboration
Collaboration
Collaboration permits the engaged parties the opportunity to design the product and process simultaneously Considerations in CPPD include cost, timing, ease of assembly and manufacturing and reliability planning Elements of Collaboration include but are not limited to:
Design Reviews Project Management Technical Risk Assessments and Mitigation Test Planning Verification and Validation Collaborative Product and Process Design (CPPD) Design for Assembly and Manufacturing Cost Optimization
Collaboration
Collaboration is the concurrent communication process of developing a product and process simultaneously CPPD is best deployed in:
Design for Six Sigma (specific high value activities) Product Development Processes (overall delivery activities)
In CPPD, risk is a substitute for actual failure
Failure is to avoided, not experienced Risk is uncovered by utilizing linked reliability and design tools combined with discipline
Collaboration
Collaboration must be applied in order to assure the process capability and design performance are matched with the lowest cost The value equation must be applied during collaboration
Any change in quality (design / process ) must be compared to cost and delivery; change in cost compared to quality and delivery; change in delivery compared to cost and quality
1.0 Plan & Define the Project

1.0 Planning 1.1 VOC -New Requirements -Wants/Needs/Desires Regulations Input 1.1 QFD Requirements Specifications 1.7 Design Goals Develop Concept Designs
Collaborative Product Development

As Required: 1.2 Business/Market Plan 1.3 Product/Process Bench Data
1.1 FMA Quality History
1.11 Preliminary List of Special Characteristics
1.10 Preliminary Process Flow
TIME
3.0 Process Design & Development 4.0 Product & Process Validation
2.0 Product Design & Development
2.0 Design & Robust Develop
2.6 Product 2.7 Design
2.2 DFA/ M
DF(x)
3.3 Process Flow
3.0 Process Design & Develop
2.1 DFMEA Path 1 & 2
2.11 Special Characteristics
3.5 Characteristics Matrix
DVP&R
2.1 DFMEA Path 3 Test Development
Special Characteristics Error/Mistake Proof Collaboration -Improved Statistical Capability
3.6 PFMEA
2.6 Engineering Drawing. Design Tooling Drawing
3.7 Pre Launch Control Plans
4.1 Production Trial Run
4.7 Production Control Plan
4.0 Product & Process Validation

4.3 Preliminary Process/Capability Studies Process Instructions

Design Review Formalized and Scheduled
Agenda and Action follow-up Project Management Discipline
Measures prompt actions to improve

Cost, Quality, Delivery Value equation used relentlessly
APQP Tools Linkage (Product Assurance Plan)

Design FMEA and Process FMEA linkage Design for Manufacturing and Assembly
Preliminary Process Methods agreed upon and Capability (Impact of Variation) assessed

Demonstration
Demonstration
New Products are often a challenge for Process Applications
This is magnified if the process is on another continent
The primary purpose of Demonstration is to increase confidence Achieve desired Reliability through Technical Evidence
Created prior to ever running one piece when possible
Demonstration
Demonstration and Validation activities focus on the evidence that risk is reduced in design, technology, cost, manufacturing and assembly Evidence is first gathered with a Prevention (virtual and proactive) focus and then Detection (physical and measured) Elements of Demonstration are:
Readiness Reviews Computer Aided Engineering and Simulation Statistical Studies and Capability Control Strategy Value Engineering Value Stream Mapping Process Failure Mode and Effects Analysis Measurement Systems Analysis Problem Resolution Process PPAP Submission
Conformance of Product
How do we measure parts for conformance?

Gauging and Measurement Systems Agreement Gage R&R often not completed Identical Gage Procurement Different methods of inspection translate to disagreement as to acceptance
Process Capability
Cp & Cpk > 1.67 Compare Cp (Pp) & Cpk (Ppk) for Targeting Implication 6 Sigma Strategy
Capability Study Example
Production Validation
Product Validation Tests

Material Testing Performance Testing
Ensure no degradation of design intent has occurred due to process inputs Evaluation of Process Affect on Product Performance
Packaging Evaluation Is material received at point of use according to the plan?

Correct Packaging (returnable's, dedicated trays, etc.) Correct Purchase Level Correct Sequencing with other components Delivered to Right Location
2.2.7 Control Plan

Risks at this point are converted to actual failure
Prevention of Failure is Success
Prior to this point we have measured risk as a substitute for quality, cost and delivery
The Demonstration phase gave us our first actual data of performance
PPAP or First Article
The use of Eight Disciplines of Problem Solving (8D) or other methods are used to find root causes and solutions as soon as possible

Replication
Replication
Taking what you have learned and applying it has the benefit of not having to relearn Legacy and Replication keeps moves the Supply Chain forward and increases velocity for the next iteration Failure and Continuous Process Improvement must also be addressed in the Replication phase to assure that we do not repeat them Elements of Replication:
Warranty Return CPI / Six Sigma Rapid Improvement Processes (Lean) Variation Reduction Delivery Performance Improvement
Relentless Pursuit of Continuous Improvement Failure Mode Avoidance
FMA Example
Data Source(s) of Past Failure Information
Recall or Campaign Warranty Past CPI Issues Mfg and Assy Test Data
QIS - SPC Capability data
QIS - Prod. Quality
HVC-CDIM
HVC-RWA
HVC-RWA
HVC-RWA
ITEM No.
CDIM-CPI
PAST FAILURE / ISSUE DESCRIPTION

SIMS
CYLINDER LINER > DEFECTIVE OIL DRAIN PLUG RING > DAMAGED OIL DRAIN PLUG RING > OMITTED PISTON RING > ASSEMBLED WRONG PISTON RING > BROKEN PISTON RING > CONTAMINATED PISTON RING > DAMAGED PISTON RING > DAMAGED WHEN ASSEMBLED PISTON RING > DEFECTIVE PISTON RING > OMITTED PISTON RING > OMITTED PART
MAGNITUDE (Number of failures, warranty cost, etc.)
SEVERITY (use ratings from DFMEA Severity Chart)
ROOT CAUSE of ISSUE / FAILURE MODE
ACTIONS TAKEN TO ELIMINATE ROOT CAUSE
1 2 3 4 5 6 7 8 9 10 11
X X X X X X X X X X X
PERG
SIMS
SIMS
RDS
QIS
5 1 1 42 5 1 21 1 6 60 10
Ring Design, Cracked, Cross Hatched, Oversized, Too Smooth, TooAdd Vision System STA-S010 9 Rough 5 10
10Ring Design, Operator Error, Supplier, Material Handling, Transport Vision System STA-S010 Add
10
Operator Error
Add Vision System STA-S010
FMA Data Flow Overview

Failure Modes Severity Product Components / Scope of Analysis Scope of Analysis
Product Components
FPA Product Definition / Specification QFD

Product Specification Product Specification
Boundary Diagram
Failure Modes
Product Components / Scope of Analysis
PDiagram
Failure Legacy Matrix

Failure Modes Noise Factors Controls
Historical Failures
Design FMEA
Functions Failure Modes Severity Causes
Priority of Analysis
FMA Outputs
Data Source(s) of Past Failure Information
Recall or Campaign Test Data Supplier
HVC-CDIM
HVC-RWA
ITEM No.
CDIM-CPI
PAST FAILURE / ISSUE DESCRIPTION

SIMS
CYLINDER LINER > DEFECTIVE OIL DRAIN PLUG RING > DAMAGED OIL DRAIN PLUG RING > OMITTED PISTON RING > ASSEMBLED WRONG PISTON RING > BROKEN PISTON RING > CONTAMINATED PISTON RING > DAMAGED
MAGNITUDE (Number of failures, warranty cost, etc.)
SEVERITY (use ratings from DFMEA Severity Chart)
1 2 3 4 5 6 7
X X X X X X X
Q-NET
PERG
RDS
QIS
5 1 1 42 5 1 21
9 5 10
10
CGI Operation / status / rate
Severity
Excessive back pressure
Thermal Loading / power density
Failure Modes
Operating Conditions
Severity / Impact
Requirements / Functions
Seals combustion gas from crankcase Prevents oil transport in combustion chamber Conform to piston ring groove Conform to the cylinder liner Accommodate ring thermal expansion and bore size variation Provide clearance to ring groove Provide acceptable wear life Accommodate expansion for assembly
Failure Mode
Fails to seal gas due to ring breakage Fails to seal combustion gas Oil in combustion chamber Fails to conform to piston ring groove Fails to conform to cylinder liner Fails to accommodate ring thermal expansion and bore size variation Fails to provide clearance to ring groove Wear life not acceptable Fails to accommodate expansion for assembly
9 9 9 9 9 9 9 9 9
3 1 1
1 2 1 2 2 2 2 3 2 2 2 2 4 3 1 2 1 1
1 1 1
Top Ring
Bottom Support
Engine Braking
Piston Speed
P-Diagram
Piston Acceleration
Cylinder Pressure
Cold Starts
Plan Do Study Act
Legacy Knowledge drives Velocity
Quality Associates International Inc.
Summary
Summary of Key Points

Have a Plan for Supply Chain Business Processes Focus on Strategy and Engagement Risk-based Supply Chain Process Communication Plan
Distance Culture and Customs Language Interpretation Financial Stability Currency Fluctuation Logistics Intellectual Property
Business Process
Summary of Key Points

Collaboration
APQP / Product Quality Plan Tools use (FMEA Design and Process)
Demonstration
Measurement Systems Capability Process Validation Control Plan Strategy PPAP / First Article
Replication
Failure Mode Avoidance

Strategy
Replication
Engagement
SCM
Demonstration
Collaboration

Managing Suppliers

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