Supplier Performance Management Program Survey

nuthookcanteenManagement

Nov 20, 2013 (3 years and 6 months ago)

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Supplier Performance

Management Program Survey









TABLE OF CONTENTS



OPERATIONAL ASSESSMENT OVERVIEW

-----------------------------


2


REQUIREMENTS

--------------------------------
--------------------------------
-


5


SUPPLIER INFORMATION

--------------------------------
--------------------


6


ASSESSMENT INDEX
--------------------------------
----------------------------


7


ASSESSMENT QUESTIONS

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------------------


8


SCORING

--------------------------------
--------------------------------
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22



OPERATIONAL ASSSESSMENT

DIRECT SUPPLIER FORMAT

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OPERATIONAL ASSESSMENT OVERVIEW

This Operational Assessment measures the current state of a supplier’s quality,
manufacturing and business systems in order to identify those suppliers that meet the
minimum qualification to become an ATK Supply Chain preferred supplier. They also
aid the

supplier in continuously developing and improving its business processes.
AS9100 (current revision) provides the baseline for the questions contained within this
assessment. Many of the AS9100 (current revision) requirements are directly related to
a su
pplier’s quality system. This Operational Assessment is not intended to probe
deeply into the supplier’s quality program. A separate Quality Assessment is used for
that purpose.

The key characteristics that form the questions and answers in this assessme
nt are
used to assist the ATK supplier that desires to improve its operational performance. In
conjunction with ATK Supplier Development initiatives, the supplier is encouraged to
expend the resources necessary for improvements in its overall performance,

including
cost reduction and waste elimination. These efforts combine to help the supplier
improve its quality, delivery and service levels not only for ATK but also for the benefit of
its entire customer base.

ATK Quality team members perform a supplier

Quality Assessment that complements
this Operational Assessment. In conjunction with the supplier’s quality and delivery
performance, this Operational Assessment and the corresponding Quality Assessment
form the elements of the ATK Supply Chain Supplier
Performance Management
Program.

Suppliers are encouraged to complete a self
-
audit of this operational assessment. By
examining each aspect of this assessment and providing honest sincere responses, the
supplier is able to see its strengths and opportuniti
es for improvement. This
assessment is not designed to punish suppliers but to assist them in identifying
weaknesses or oversights in its operations and business processes.

When deemed necessary, ATK business units may also perform an on
-
site operational
assessment or validate a supplier’s self
-
assessment. This validation is typically
performed when significant production rate increases are anticipated and/or when the
supply base is being rationalized for focused supplier opportunities.







Supplier dev
elopment improvements implemented through this performance management
program are not an assurance or guarantee of actual improvements nor is any reference to a
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preferred status or other designation an assurance or guarantee of business with ATK. Actual
s
upplier performance improvements and/or increases in customer business are the sole
responsibility of the supplier.

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BASIC SUPPLIER INFORMATION

Supplier Type:

Contact




Manufacturing


Raw Material




Distributor




Service

Supplier
Name


Supplier Number







Point of Contact







POC Email







Address



















Phone Number







Fax Number







Website







Quality
POC
Name








Quality Contact #









Profile

Annual Sales







Sales to ATK







Government Sales %







Commercial Sales %







Commodity Product Types







Core Competencies







Strengths / Capabilities







Facility Equipment List







Qualified Processes








Assessment

Assessment Type:




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In捵mbent†


剥Ra汩da瑩on

Date of Assessment







Supplier Self Assessment


ATK Validated Assessment


Supplier Personnel Participating in Assessment











































ATK Personnel Participating in
Assessment












































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Quality
Certification



AS9100 Certified


AS and/or ISO Compliant



ISO 9001:2000 Certified


MIL
-
I Compliant




NADCAP




Other (Specify) ___________

Please attach copies of all current 3
rd

Party Certifications.


ITAR Registration

Supplier

ITAR Registration #

____________________

Expiration Date
______________

(Attach copy)
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QUESTIONS AND RESPONSES

1
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12

All Suppliers

13
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20

All Suppliers Not Certified to AS9100

21
-
27

All Su
ppliers Not Certified to AS9100,
ISO 9001:2000

or TS 16949

Questions posed in this operational assessment are intended to reach beyond the essential
business requirements of having programs and processes in place to sustain normal business
operations. They are designed to ascertaining how well each
program and process is
implemented and engrained into the supplier’s core methods, techniques, behaviors, and culture.

The ATK Operational Assessment questions are patterned after the requirements of AS9100
(current revision) and designed to focus on a sup
plier’s operational capability in executing its
quality processes as described by the ATK Systems Quality Assessment. Responses to each
question are based on general expectations drawn from the Baldridge National Quality Program,
National Institute of Sta
ndards and Technology.



Each question and its corresponding responses are structured by these criteria.

1 Points


No systemic approach is evident; information is anecdotal. Little or no deployment is
evident. Improvement is achieved through reaction to problems. Individual work areas
operate independently.

There are no business results, trends or comparative information
reported.

2 Point


The beginning of an effective approach to requirements is evident. The approach is in its
early stages of deployment in most work areas. Early stages of transition from reaction
to problems to a

general improvement orientation are evident. A few business results
are reported. Little trend or comparative information is reported or it is reported for a few
areas of importance.

3 Points


An effective systemic approach is evident. The approach is deployed although some
areas are in the early stages of deployment. The beginning of a systemic approach to
process evaluation and continuous improvement is evident. Improvement
s and
performance levels are reported in many areas. Early stages of trends and comparative
information are evident.

4 Points


The approach is well deployed in all areas. A fac
t based systemic evaluation and
improvement process and some organizational learning is in place. Business results are
reported in most areas. No patterns of adverse trends or poor performance are evident.
Early stages of relevant comparisons and benchma
rking are evident.

5 Points


An effective systemic approach, fully responsive to the requirements is evident. The
approach is fully deployed without significant gaps or weaknesse
s. A fact
-
based
evaluation and improvement process is evident throughout the organization. The
approach is well integrated with the organizational needs and culture. Business results
are reported for all areas. Trends, comparisons and benchmarks are re
ported and
analyzed for improvement opportunities. Business processes and results fully address
customer and market requirements.

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1

Does the supplier have a risk assessment/risk management program that address at a
minimum the two basic questions of
risk management, (1) what could keep the supplier
from achieving its objectives, and (2) what actions could be taken to assure success in light
of these challenges?

1 Point


The
supplier does not have a risk management plan and does not recognize a need to
assess its risks or a need to determine steps necessary to mitigate any risks.

2 Points


The suppli
er recognizes a need for a risk management plan but has not yet initiated a
process or procedure for implementing such a plan.

3 Points


The supplier has initiated a process for i
dentifying and assessing its risks. Evidence of
Risk Assessment activities is visible (e.g. process maps, value stream maps, design
trees, etc.) A Risk Management plan is not available or is in the early stages of
development.

4 Points


The supplier has an active process for Risk Assessment and has implemented
fundamental steps of a Risk Management program. Evidence of reactive risk
management efforts is visible.

5 Points


The supplier has implemented risk assessment/risk management plans that address
both preventative and reactive risk management activities, resulting in risk
-
informed
decision
-
making.

Risk Management appears to be a culture instilled by and driven from
the top levels of decision makers. The supplier’s risk management culture is a
continuous improvement culture.

Supplier comments









2

Does the supplier have a robust internal continuous improvement process and is it flowed
down to sub
-
tier suppliers?

1 Point


There is no evidence of a continuous improvement process at supplier.

2 Points


Supplier has evidence of a continuous improvement process on some customer products
but not on all products.

3 Points


Supplier and key sub
-
tier suppliers have evidence of a continuous improvement process
on all customer products but not on other products.

4 Points


Supplier has evidence of
continuous improvement throughout their business.
Continuous improvement initiatives are flowed down to some key sub
-
tier suppliers.

5 Points


Supplier and key sub
-
tier suppliers have evidence of continuous improvement process
throughout their businesses.

Supplier comments









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3

Does the supplier manage customer due dates and does it administer due date changes
effectively and promptly? Does the supplier effectively manage due dates with its sub
-
tier
suppliers?

1 Point


The supplier does not have any process for managing customer due dates after the
original customer order has been accepted.

2 Points


The supplier has an informal process for managing customer due dates that usually is
implemented only when customer delivery issues arise.

3 Points


The supplier has a documented due date management process. It reviews customer
due dates as necessary. The supplier generally tracks its customer due date
performance. No sub
-
tier due date mana
gement process is evident. Significant effort is
given to expediting sub
-
tier shipments and line shutdown occurs regularly.

4 Points


The supplier has a formal process for ensuri
ng due date performance with its customers
and sub
-
tier suppliers. This performance is not typically shared with its customers or
sub
-
tiers.

5 Points


The supplier has a formal process for managing and coordinating due dates with its
customers. Regular due date reviews are conducted to ensure customer satisfaction.
The supplier utilizes custom
er furnished web sites and other electronic media to
coordinate due date performance. The supplier promptly notifies its customers when due
date constraints arise. The supplier tracks its performance to customer due date, tracks
its sub
-
tiers’ due date p
erformance and provides performance feedback to its sub
-
tier
suppliers. Corrective actions and continuous improvement efforts are taken to improve
due date performance.

Supplier comments







4

Is the supplier’s receiving function organized, orderly, and are receipts processed quickly?

1 Point


No organized flow

2 Points


Organized but Receiving takes too long on the dock. No method of handling expedited
shipm
ents for critical jobs.

3 Points


Supplier has a fast track process for processing time
-
critical receipts. Data supporting
product quality is available at time of shipment of pro
duct.

4 Points


Receiving cycle time is monitored. Aging reports and data supporting product quality is
available at time of receipt of product. The supplier utilizes machine
-
readable labeling
such as bar code o
r 2
-
D matrix coding.

5 Points


The supplier shall establish and implement the inspection or other activities necessary
for ensuring that purchased product meets specified purchase

requirements. Verification
activities may include obtaining objective evidence of the quality of the product from
suppliers, inspection and audit at supplier’s premises, review of the required
documentation, inspection of products upon receipt, and deleg
ation of verification to the
supplier, or supplier certification.

Supplier comments









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5

Does the supplier support point
-
of
-
use shipments, kanban or other rapid replenishment
methods?

1 Point


None

2 Points


No customer replenishment program functioning.

3 Points


Limited knowledge and implementation. Monitors shipments by

use of computer
application.

4 Points


Does some kitting and/or small lot frequent shipments for some customers.

5 Points


The supplier has an internal and external small lot rapid replenishment program in
operation. It is capable of supporting Kanban, JIT, point
-
of
-
use consigned inventories or
other rapid replenishme
nt programs. The supplier monitors replenishment cycle
-
times
and product lead
-
times and has lead
-
time and cycle
-
time reduction efforts in place.

Supplier comments








6

Does the

supplier have procedures & work instructions that define methods of packaging
and handling finished goods for shipment to its customers? Is the packaging adequate for
the product type to ensure damage will not occur during normal delivery process? Does
the
supplier provide shipment tracking services?

1 Point


No formal shipping procedures are evident.

2 Points


Informal work instructions are available to generally guide the shipping function. Little or
no evidence of customer requirements are evident.

3 Points


Formal procedures or work instructions are in use. The instructions cover basic common
shipping practices but do not address special packaging requirements or carrier
selection.

4 Points


The supplier has procedures or work instructions that address basic shipping practices,
special packaging and cartage requirements. There is little or no evidence of customer
shipment n
otification or shipment tracking capability.

5 Points


The supplier follows a documented shipping procedure to meet customer requirements.
Shipping containers are designed to a
dequately protect the customers’ products during
transit. The supplier utilizes a formal process for managing logistics, including the
selection of carriers and the payment of shipping premiums. It is capable of and
supports customer requirements for adv
anced shipping notices. The supplier provides
shipment
-
tracking services to its customers. The supplier also complies with market
requirements for environmentally friendly packing and dunnage.

Supplier comments









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7

Does the supplier have a current disaster preparedness plan?

1 Point


Supplier does not have any procedures addressing disaster preparedness.

2 Points


A policy statement exists on disaster preparedness. The supplier has an informal
disaster plan.

3 Points


The supplier

has a documented disaster plan. The plan identifies key individuals,
location of key documents, and general actions to be taken in case of a disaster.

4 Points


The supplier’s d
isaster plan identifies how business activities will be carried out in case
of a disaster (including the death of any key personnel). Included are plans for
contacting customers and maintaining production flow.

5 Points


The disaster plan allows for one or more contingencies (variations from the basic plan).
The plan provides for transferring supplier’s technology and work to other facilities if
necessary in orde
r to provide continuing customer support.

Supplier comments






8

Does the supplier have a defined environmental, health, and safety program in use?

1 Point


Supplier’s procedures do not address safety. Unsafe conditions observed in supplier’s
facility.

2 Points


Hazardous
conditions (e.g. guards removed from machinery in operation, oil on floor,
tripping hazards, blocked exits, safety glasses not worn while operating equipment, etc.)
are ignored in the supplier’s facility. Personnel safety is a low priority.

3 Points


Supplier has a policy statement addressing safety. Personnel are trained / instructed in
safety issues (training records maintained). Hazardous materials are identified, properly
s
tored and disposed of. Supplier has the MSDS sheets for all chemicals on
-
site and they
are readily available to supplier’s personnel. Supplier has proper handling equipment /
protective equipment available and it is in use. Observation shows that perso
nal
protective equipment is used (e.g. safety glasses, closed toe shoes). Observation
indicates that no piping feeds directly into an open drain, and that there is proper venting
of any paint booths, plating / etching operations, and chemical hoods.

4
Points


Supplier’s procedures address environmental and health issues via a policy statement.
Supplier has identified an individual responsible for overseeing EHS program within
its
facility. Safety records (accidents) tracked. Visual controls in place relative to safety
performance. Personnel are trained/instructed in safety, environmental, and health
issues. OSHA 200 log of recordable injuries is available and annual postin
g is displayed
and current.

5 Points


Procedures address safety in manufacturing process, material handling, and design of
work. Procedures address notifying customers if safety

matters (e.g. accidents, lost
time) will affect product quality or delivery. Supplier utilizes a safety checklist and
conducts audits to evaluate environmental, health, and safety conditions. Supplier is
conducting hazard analysis, covering the programs

of energy control, machine guarding,
powered industrial trucks, cranes, hoists and lifts, radiation, confined spaces, and blood
borne pathogens (as applicable to supplier’s site). All applicable regulatory agencies’
permits are in place.

Supplier commen
ts






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9

Does the supplier and major sub
-
tier suppliers (if required by contract) have a robust
process for evaluating incoming materials?

1 Point


Suppliers do not have certs on all in
-
coming materials 100% of the time.

2 Points


Supplier and sub
-
tier suppliers get certs 100% of time but supporting data is not received
100% of the time.

3 Points


Supplier and sub
-
tier suppliers get certs and supporting data 100% of the time.

4 Points


Supplier and sub
-
tier suppli
ers get certs with supporting data and validate data against
requirements 100% of the time.

5 Points


Supplier and sub
-
tier suppliers get certs with data and validate data against requirements
100% of the time. Supplier also has an internal process for performing random audits to
independently va
lidate cert data.

Supplier comments









10

Are the production status, yield rates, and other cost of quality factors available and visible
in the production and administration

areas?

1 Point


The supplier does not have any production status, yield rates or cost of quality data.

2 Points


Some production status

and/or quality yield information is available but it is not shared
with the employees or customers.

3 Points


Significant production status information and quality performance information is tracked
but only some of it is shared with the employees.

4 Points


Production status and quality performance information is tracked and shared with
employees but no objective evidence of corrective actions can be found.

5 Points


Extensive production status and quality performance information is tracked and shared
with employees and customers. Corrective actions are implemented on a regular basis.
Status charts tracking production and quality performance can be found
in the production
and office areas.

Supplier comments









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11


Is the supplier actively adopting and implementing lean manufacturing principles and
practices?

1 Point


Suppli
er does not have a documented lean manufacturing strategy. Observation of the
supplier’s facility shows that jobs run on a “batch” system, with a focus on spreading set
-
up costs across a large lot size.

2 Points


Supplier verbally recognizes the benefits of lean manufacturing principles and the need
to utilize those concepts. No evidence is observed that any lean principles have been
adopted.

3 Points


Supplier’s management personnel have received training on lean manufacturing
principles.

Supplier has a policy statement concerning adoption and implementation of lean
manufacturing
in its facility.

4 Points


Supplier has conducted at least one Kaizen event per year. Majority of supplier’s work in
process has a lot size equal to or less than one month’s worth of customer demand.


5 Points


Supplier is actively working to reduce set
-
up times, and those efforts and results are
being tracked and reported. Supplier is using visual controls throughout its facility.
Obse
rvations indicate that the concepts of 5
-
S are being applied. Supplier has identified
an individual to lead/champion the use of lean manufacturing principles and practices.
Plan is in place to train supplier’s personnel on lean manufacturing. Supplier ha
s defined
continuous improvement projects and is measuring and reporting on those projects (e.g.
kaizen newspaper).

Supplier comments








12


Does the supplier have a robust process for achieving ‘systems contracting’ requirements
for complex/major sub
-
contract work?

1 Point


No evident of complex/major sub
-
contract cap
ability can be found.

2 Points


The supplier has some capability for supporting major sub
-
contract work as described in
the definitions section of this assessment. It is evident that the supplier is beginning to
acquire the
capability of performing major sub
-
contract work.

3 Points


The supplier has a documented quality program plan and is in the early stages of
implementing the plan. Process contr
ol, validation and audit documentation is weak or
missing.

4 Points


The supplier has a quality program plan, a list of key characteristics by sub
-
tier supplier,
and production pr
ocess documentation with process flowcharts. The documents are
weak in defining how each sub
-
tier controls its critical characteristics. There is evidence
of occasional sub
-
tier process audits.

5 Points


The supplier has a complete documented process for ensuring that it meets the
expectations of major sub
-
contract work and sub
-
tier management. Capability is evident
for continuous improvement, pro
cess mapping, fault trees, mistake proofing and other
critical system characteristics. It is also capable of meeting the extensive reporting
requirements of its immediate customers, prime customers, and/or regulatory agencies.


Supplier comments









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Additional Questions for Suppliers not Certified to AS9100


AS 9100 Certified Suppliers Stop Here and Proceed to the Scoring Summary


13

Are records of conformity to requirements and effective implementation of the quality

management system maintained and the records are readily available when requested by
the

customer?

1 Point


The supplier does not maintain records of conformity to requirements or to its quality
management system.

2 Points


The supplier maintains records. Some of the records are not legible and/or do not tie to
the quality management system.

3 Points


The supplier maintains conformity and quality ma
nagement records but the records are
not well organized or managed. Some of the records are not legible and/or some records
are missing and not readily retrievable.

4 Points


The
supplier maintains legible complete conformity and quality management records.
The records are legible, readily identifiable and retrievable.

5 Points


Procedures define the cont
rols needed for the identification, storage, protection, retrieval,
retention time and disposition of the records. Records are established and maintained to
provide evidence of conformity to requirements and of the effective operation of the
quality manag
ement system. The records are readily available when requested by the
customer.

Supplier comments






14

Does the supplier monitor sub
-
tier quality and delivery and are
performance reports
communicated to the internal and external customers?

1 Point


The supplier does not monitor or report its sub
-
tier supplier performance.

2 Points


The supplier tracks its sub
-
tier suppliers’ quality performance but does not report its
findings to the sub
-
tier. No evidence can be found regarding sub
-
tier delivery
performance.

3 Points


The supplier tracks its sub
-
tier suppliers’ quality and delivery performance. Some reports
are sent to the sub
-
tier suppliers but this reporting is not provided on a regular basis or
it
is limited to only some of the sub
-
tier suppliers.

4 Points


Sub
-
tier quality and delivery performance is tracked and reported on a regular basis with
the entire sub
-
tier supp
ly base. Formal corrective actions are required for sub
-
standard
quality performance. No formal corrective action is required for sub
-
standard delivery
performance.

5 Points


Sub
-
tier quality and delivery performance is tracked and reported on a regular basis with
the entire sub
-
tier supply base. Supplier performance is tracked and reported to the sub
-
tier supply base

along with minimum performance expectations. Sub
-
tier suppliers falling
below the established minimums are issued corrective actions.

Supplier comments







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15

Are applicable customer requirements flowed down to the sub
-
tier suppliers through
purchasing documents?

1 Point


The supplier does not have a clearly defined process for flowing down requirements
through purchasing documents.

2 Points


There exists weak or missing portions of the requirements in the purchasing documents
that are flowed down to the sub
-
tier suppliers.

3 Points


Requirements are flowed down
to the sub
-
tier suppliers. The collection and
dissemination of documentation is awkward and cumbersome.

4 Points


Customer requirements are flowed
-
down to the sub
-
tier suppliers.

Re q u i r e me n t s a r e
d e t a i l e d b u t n o t i n c l u d e d i n p u r c h a s e o r d e r d o c u me n t s.

5 Po i n t s


Pu r c h a s i n g i n f o r ma t i o n d e s c r i b e s t h e p r o d u c t t o b e p u r c h a s e d, i n c l u d e s r e q u i r e me n t s f o r
a p p r o v
a l o f p r o d u c t, p r o c e d u r e s, p r o c e s s e s a n d e q u i p me n t, r e q u i r e me n t s f o r
q u a l i f i c a t i o n o f p e r s o n n e l, a n d t h e s u b
-
t i e r s ’ q u a l i t y ma n a g e me n t s y s t e m r e q u i r e me n t s.

Su p p l i e r c o mme n t s










16

Does the supplier have a documented sub
-
tier management plan? Does the supplier utilize
an Approved Supplier List for its sub
-
tier suppliers and is that list maintained and up to date
in accordance with the supplier’s sub
-
tier management plan?

1 P
oint


No sub
-
tier supplier management plan is evident.

2 Points


Supplier has a method to manage sub
-
tiers but such method is not documented. Does
not utilize an approved supplier list.

3 Points


The Supplier’s sub
-
tier management plan documents controls for sub
-
tier suppliers and
captures all the elements of the standards that are required by ATK for the Tier 1
Supplier. Supplier has an
Approved Supplier List but it is not maintained or reviewed.

4 Points


The supplier has a documented sub
-
tier management program that defines the controls
required for each critic
al purchase and the extent of control is consistent with the
criticality of the parts being purchased. Plan includes regular reviews and corrective
action for non
-
conformance. Supplier uses and maintains an Approved Supplier List.
There is no evidence of

process audits or validation efforts.

5 Points


The supplier has a documented sub
-
tier management plan that ensures its purchased
products conform to specified purchase requirements. The supplier regularly audits its
sub
-
tiers for compliance.

The supplier has a current register of approved suppliers that
includes the scope of the approval; periodically reviews supplier performance; and
records these reviews. The supplier further defines the necessary actions to take when
dealing with supplier
s that do not meet requirements.

Supplier comments







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17

Does the supplier have documented procedures that provide instructions on how components,
assemblies and raw materials

are to be handled, packaged, and stored? Does the supplier have a
formal procedure for controlling component and raw material use and does the process prevent
commingling of material?

1 Point


Supplier’s procedures do not address material handling, packaging, or storage. Material
handling is inadequate and places product at risk of handling damage.

2 Points


Handling, packaging, and storage of material appear to be adequate to prevent damage.
Aged and environment controlled material storage is available. No procedures exist that
define storage and handling controls.

3 Points


Supplier’s procedures define how material and products are to be handled, packaged, and
stored throughout the manufacturing process. Supplier’s procedures identify the records to be
maintained, th
e duration of retention, and method for disposal of obsolete records.
Procedures define the storage and handling of aged and environmentally controlled materials.

4 Points


Supplier’s procedures define how product is to be stored so that oxidation and contamination
are prevented. Procedures define authority for releasing product from storage areas to either
producti
on or shipping. Aged and environmentally controlled product storage is monitored
and validated on a periodic basis.

5 Points


The supplier tracks inventory turns. It has a formal process for ensuring stock rotation and
the management of date sensitive shelf life components and materials. Prevention of product
damage. T
he supplier has a process for preserving product integrity, including correct
storage facilities, temperatures and humidity. Non
-
conforming material is quarantined in
controlled areas and not allowed to commingle with other inventory. Purchased product i
s not
consumed or processed until it has been verified as conforming to specified requirements
unless it is released under positive recall procedure.

Supplier comments







18

When the supplier outsources production processes that impact product quality, does it
have a

documented method of selecting, qualifying and controlling those processes?

1 Point


There is no evidence of a documented process for managing outside processing sub
-
tier
suppliers.

2 Points


The supplier has an informal process for selecting and managing outside processes.

3 Points


The supplier has a documented process for managing an outside process that only
applies to

sources required by its customers.

4 Points


The supplier has a documented process for selecting outside processing sources but
does not have

a documented method for controlling those processes.

5 Points


The supplier has a thorough and documented process for ensuring control over outside
processes

which includes the use of statistical process control techniques with regular review and
corrective

action. Control of
such outsourced processes is identified within the quality management
system.

Supplier comments






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19


Does the supplier have effective process control? Are sub
-
tier critical processes
controlled?

1 Point


No
supplier process controls are evident.

2 Points


Some process control requirements are evident. Some sub
-
tier process control requirements
are issued to the sub
-
tier. They are informal or randomly used.

3 Points


The Suppliers has established process limits and signals with limited use of statistical
techniques for some critical processes and is moving toward more effective process controls.
Documented sub
-
tier pro
cess controls are equally applied to all purchases, regardless of
criticality or impact on the subsequent product or assembly.

4 Points


The supplier has a documented process cont
rol program, for itself and sub
-
tiers, that defines
the controls required for each critical process. The extent of control is consistent with the
criticality of the parts being produced. Process control includes the use of statistical process
control tec
hniques with regular review and corrective action. There is no evidence of process
audits or validation efforts.

5 Points


The supplier has effective process controls that assure products conform to specified
purchase requirements. Process controls are equally applied broadly to critical and
supporting processes. Proc
ess controls include the use of statistical process control
techniques that measure and communicate process variability and conformance to
specifications. The supplier regularly audits, it’s own and its’ sub
-
tiers, controlled processes
for compliance and
has signals that initiate immediate action when a process goes outside of
established limits. The supplier also ensures that both the supplier and its sub
-
tiers use
customer
-
approved special process sources. The supplier utilizes manufacturing and process

analysis tools (e.g. FMEA and PFMEA). It is also capable of freezing the manufacturing
method or ‘locking the process’ and has a documented method of managing process changes
and process change requests to its customers.

Supplier comments







20

Does the supplier assure contamination free, clean products throughout its manufacturing
process?

Does the supplier have a Foreign Object Damage (FOD) control program?

1 Point


Procedures do not address product cleanliness. Products seen during manufacturing
processes are contaminated.

2 Points


Supplier assures that completed products are clean both internally and externally from rust,
oil, loose powder, metal chips or any other contaminants that may remain from the
manufacturing operations. Clean parts are coated with preser
vatives and packaged
protectively prior to shipment to customers.

3 Points


Supplier provides parts that have been subjected to a final cleaning process that is in
compliance
with the requirements. Parts delivered to customers are clean and free of
contamination. Supplier appears to have a FOD program but there is no evidence of
management support or compliance activity.

4 Points


Product handling and packaging throughout manufacturing processes is designed to prevent
contamination. FOD program appears active and compliance is encouraged.

Supplier Performance Management Program Survey

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5 Points


Supplier has cleaning capability in accordance with the requirements. Product cleanliness is
routinely verified on all products prior to stocking and prior to delivery to customer as
required. The sup
plier has provisions for cleaning; prevention, detection and removal of
foreign objects; special handling for sensitive products; marking and labeling including safety
warnings; shelf life control and stock rotation; and special handling for hazardous mate
rials.

Supplier comments










Supplier Performance Management Program Survey

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18

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Additional Questions for Su
ppliers not Certified to AS, ISO or TS Standards

ISO 9001

/TS 16949
Certified Suppliers Stop Here and Proceed to the
Scoring Summary



21

Does the supplier have a documented quality manual, does it utilize the quality manual in its daily

operations, and does it periodically validate the quality manual’s effectiveness?

1 Point


The supplier does not have a documented quality manual.

2 Points


The supplier quality manual is documented but is not being used by the business
operation.

3 Points


The supplier quali
ty manual is used for production activities but does not have provisions
for administrative use in the office areas.

4 Points


Production and office personnel use the quality ma
nual.

5 Points


The supplier has an established and documented quality management system and
continually improves the effectiveness of the quality system through regular validation
with its business processes.

Supplier comments







22

Does the supplier top management demonstrate its commitment to the development and
implementation of its quality management system by direct involvement and support?

1 Point


The top management verbally indicates its support of a quality management system.

2 Points


Top management provides wr
itten support for its quality management system through memos,
posters, email or other written means.

3 Points


Top management has delegated the obligation to support its quality

management system to its
quality assurance department and has direct involvement with its quality assurance personnel.

4 Points


Top management directly participates in the
development of its quality management system.
Communication with the customer is delegated to the supplier’s business or sales departments.
Top Management provides a metric that shows it holds individuals accountable for quality and
process improvement.

5 Points


Top management has documented evidence if its commitment to the development and
implementation of the quality management system and continually improving its effectivenes
s. Top
management also communicates to the supplier the importance of meeting customer, statutory
and regulatory requirements by ensuring that quality objectives are established, conducting
management reviews, and ensuring the availability of resources. T
op Management provides a
metric that shows it holds individuals accountable for quality and process improvement.

Supplier comments






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23

Does the supplier track its customers’ satisfaction and product performance in service?

1 Point


Supplier does not monitor performance of its products or its customer
satisfaction.

2 Points


Supplier retains data on customer returned goods.

3 Points


Supplier’s procedures define how records will be kept of c
ustomer returned goods and
customer notifications of problems / nonconformities. Summary data and trends are
maintained.

4 Points


Supplier periodically reviews historical data
on product performance and reviews with
action items are documented. (e.g. meeting minutes)

5 Points


Preventive action is taken, based upon product performance data. Such preventive
actions are documented and reviewed to promote improved customer satisfaction.

Supplier comments








24

Does the supplier have a defined training program that assesses training needs, provides
training, and evaluates training effectiveness?

1 Point


Supplier’s procedures do not address training. No training program in place.

2 Points


Supplier has an informal training program, based upon peer and “on the job” training.

3 Points


Supplier’s procedures
define training requirements for personnel performing quality
functions (inspection and disposition of nonconformance’s), including operators or test
technicians performing inspections / tests. Records of training conducted are current
and available for r
eview.

4 Points


Supplier identifies training needs for all personnel associated with product manufacturing
and inspection and has a documented plan for such training. Records of

training are
current.

5 Points


Supplier identifies training needs for all of its personnel. Supplier has a documented
training plan and the training records are current. Supplier periodically assesses the
effectiveness of its

training program.

Supplier comments






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25

Does the supplier have adequate equipment, space, organization, lighting, cleanliness, and
other facility provisions for production
and administrative personnel?

1 Point


Working space is restricted, lighting is poor, machines appear worn and other conditions
exist that might impair compliance with the custome
r’s requirements. Offices and
administrative areas are not organized.

2 Points


Working space, lighting, machinery and other conditions are basically adequate in the
production areas. Offices and administrative areas are adequately organized to ensure
customer satisfaction.

3 Points


Working space appears conducive but no evidence of basic 5
-
S techniques can be
found. There is no visible flow of materials or information.

4 Points


The supplier has plans for 5
-
S but the plans have not been fully implemented. The plans
do include some focus on the availability of work instructions and equipment, and the use
of measuring devic
es.

5 Points


The supplier has implemented a 5
-
S plan. The plan includes the availability of
information, the availability of work instructions and equipment, and the use of measuring
devices. The supplier ha
s also provided for the infrastructure needed to achieve
conformity to product requirements. Infrastructure includes, as applicable buildings,
workspace and associated utilities, process equipment, and supporting services such as
transportation, communicat
ion, and administration.

Supplier comments










26

Does the supplier have a documented contract review process for reviewing its customers’
contracts prior to acceptance to
ensure it can meet the contract requirements and does the
process include all affected departments?

1 Point


The supplier does not have a documented contract review process or pro
cedures.

2 Points


The supplier has documented contract review procedures. No evidence is available to
indicate that the process is being followed. Quality, procurement or other affected
departments are not
involved in the review process.

3 Points


The supplier has a documented contract review process and the sales/contracts
personnel are following the procedures. Other affected de
partments are not involved in
the contract review process.

4 Points


The supplier has a documented contract review process and the sales/contracts
personnel are following the proc
edures and other affected departments are involved in
the contract review process. Evidence that the supplier has contacted the customer
regarding vague or conflicting requirements are not available. Includes review of
requirements from a design, manufact
uring, inspection, etc., process as applicable.

5 Points


The supplier reviews all of the requirements related to the customer’s product. The
supplier conducts the review prior to giving its commitment to the customer. The supplier
also ensures that pro
duct requirements are defined, and contract or order requirements
differing from those previously expressed are resolved.

Supplier comments






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27

Does the supplier have a
formal maintenance program for its manufacturing equipment?

1 Point


Procedures do not address maintenance of equipment. Corrective maintenance is
performed on equipment only when

failure occurs.

2 Points


Preventive maintenance is performed irregularly. Records of corrective and preventative
maintenance are not complete. Equipment is clean and appears t
o be maintained.

3 Points


Procedures define a preventive maintenance program. A preventive maintenance
schedule exists and is followed. Records reflect that preventative mainte
nance is
performed per schedule and corrective maintenance is fully documented.

4 Points


Historical maintenance of each piece of equipment is tracked. Machine availability (up
time) is measured. A Total Productive Maintenance (TPM) process has been introduced
and is in the early stages of implementation.

5 Points


Machine capability studies are
performed. Visual controls on equipment maintenance
are seen throughout manufacturing areas. An active fully implemented TPM process is
in place to ensure machine availability (up time).

Supplier comments










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Supplier Name

_______________________


SCORING SUMMARY

(partial scores are allowed, using one decimal point)


Question

Score


Question

Score

N/A

1

2

3

4

5


N/A

1

2

3

4

5

All Suppliers


15












1













16












2













17












3













18












4













19












5













20












6













All Suppliers Not Certified to AS9100 or ISO

7













21












8













22












9













23












10













24












11













25












12













26












All Suppliers Not Certified to AS9100


27












13




















14























TOTAL SCORE






AVERAGE SCORE










Reasons for NA Responses


Question Number

_____











Question Number

_____











Question Number

_____











Question Number

_____















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BUSINESS MANAGEMENT REVIEW

DIRECT SUPPLIER FORMAT


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BUSINESS

MANAGEMENT

REVIEW



ABC MANUFACTURING

SOMEWHERE USA

(vendor number)



ATK
IWS

Mesa, AZ




BUSINESS MANAGEMENT REVIEW

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Objective


ATK
IWS Mesa

(ATK
-
IWS
) is driven to seek and develop a high
-
performance
supply base that has the capability, capacity and operational excellence required
by the demanding expectations of aerospace and outer space products.


The Business Management Review is de
signed to focus on key criteria found in
high performance world
-
class suppliers. In addition to the traditional aspects of
quality and delivery, the BMR will also address operational excellence, process
stability, and business methods.


Process


The BMR i
s divided into three parts


a review of performance details and
expectations from the
ATK
-
IWS

perspective


an update of the supplier’s
resources


and a combined discussion on future plans and issue resolution.


Discussion is not limited to just the to
pics listed. The topics are provided as a
guide to encourage dialogue in all relevant aspects of the business relationship.
Breaks will be taken as needed and between the three parts.




BUSINESS MANAGEMENT REVIEW

DIRECT SUPPLIER FORMAT


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ABC Manufacturing Inc.

123 Main Street

Somewhere, Utah 00000


00 March 2009



ATK
Integrated Weapon Systems



Quality Performance Expectations



Delivery Performance Expectations






Supplier

Performance Management Program



Cost Performance Index



Operational Assessment






Procurement Structure



Industry Trends / Goals



ABC Manufacturing Inc.



Core Competencies



Self Performance Measurements



Sub
-
Tier Performance / Measurements & Controls



Succession

Plan


Organization Chart



Business Plan


Vision




Capacity Measurements

(Update ATK Records)



Capability Profile

(Update ATK Records)



Sales Mix

(Update ATK Records)



Compliance

(Update Reps & Certs)



Group Discussion



Current Improvement Accomplishments



Fu
ture Improvement Plans / Actions



Current Contract Performance / Status



Issues and Constraints


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The BMR is an opportunity for a supplier to provide documentation and commentary
regarding its core competencies, capabilities and capacities. The

following topics are
given as a guideline but the list is not inclusive; suppliers may present additional topics
during the BMR.


Core Competencies

What sets this supplier apart from other competitors in its field of expertise?

What attributes does the su
pplier possess that would encourage a favorable business
relationship?


Self
-
Performance Measurements

How does the supplier measure its performance and utilize the measurements to make
long
-
term improvements?


Sub
-
Tier Performance / Measurements & Controls

How does the supplier measure its sub
-
tier supplier performance?

How does it ensure quality parts and services are being procured from suppliers that
use controlled processes and stable manufacturing methods?


Succession Plan


Organization Chart

What con
tingencies are established to ensure a continuous supply in the event of
natural disasters or business leadership changes?

How is the supplier organized for operational performance?


Business Plan


Vision

What is the supplier’s long
-
range vision for futur
e business?

What changes are planned in the core competency, in the market share, in the overall
business plan?

What impact will these changes have on the current supplier relationship?


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During the BMR meeting,
ATK
-
IWS

supplier profile records

will be updated to reflect
current information in the following areas:


Capacity Measurements

What is the supplier’s capacity?

What tools and techniques are used to calculate capacity?

What controls are used to manage capacity and capacity issues?


Capabi
lity Profile

What are the supplier’s core capabilities?

How does the supplier control the integrity of these capabilities?

What secondary capabilities are available?

Are the secondary capabilities a hindrance or an asset?


Sales Mix

Who are the supplier’s
main customers?

What industry drives the bulk of the supplier’s activities?

What percentage, influence and impact does ATK
ATK
-
IWS
have on the supplier’s
overall business activity and focus?


Compliance

Is a current Annual Reps and Certs form on file at
AT
K
-
IWS
?

To what FAR subcontract classification does the supplier certify? [e.g. small business,
women owned, etc.] Has the classification changed since the last report?

Is the supplier certified to an industry standard quality program? [ISO9001, AS9100]
W
hat is the name of the certifying agency? When does the certification expire?

Is the supplier compliant with an industry standard quality program but not certified?
Which customer determined the compliance status?



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APPENDIX A


INDIRECT SUPPLIER
ASSESSMENT





APPENDIX A


APPENDIX C


INDIRECT SUPPLIER PERFORMANCE SCORECARD





APPENDIX B


APPENDIX C


INDIRECT SUPPLIER PERFORMANCE SCORECARD






APPENDIX B


APPENDIX C


INDIRECT SUPPLIER PERFORMANCE SCORECARD




APPENDIX B


APPENDIX C


INDIRECT SUPPLIER PERFORMANCE SCORECARD




APPENDIX B