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Materials Management Operations Guideline/Logistics Evaluation

Materials Management Operations Guideline/Logistics Evaluation January 2008 MMOG/LE Agenda Why MMOG/LE? What is MMOG/LE? Completing the Self-Assessment Who is Requiring MMOG/LE? MMOG/LE Key Criteria AIAG/Odette MMOG/LE Benefits Survey Customer Success Stories

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Materials Management Operations Guideline/Logistics Evaluation

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  1. Materials Management Operations Guideline/Logistics Evaluation January 2008 MMOG/LE

  2. Agenda Why MMOG/LE? What is MMOG/LE? Completing the Self-Assessment Who is Requiring MMOG/LE? MMOG/LE Key Criteria AIAG/Odette MMOG/LE Benefits Survey Customer Success Stories Supporting Training and Documents Available

  3. Why MMOG/LE?

  4. Improving Supply Chain Delivery Performance Gain control of processes Reduce inventory carryingcosts, premium freight, rework, line stoppages, lead times Gain control of supply chain Increase inventory visibility Reduce supply chain risk Support continuous improvement Increase customer satisfaction Increase competitiveness Actionline Magazine, Fall 2006

  5. Who is Implementing MMOG/LE? Suppliers to comply with OEM requirements Suppliers in emerging markets Companies looking to Reduce supply chain risks Improve supply chain compliance and Increase delivery and long distance performance Regional industry associations Brazil, Romania, China, etc.

  6. MMOG/LE Outside the Automotive Industry Universities High Schools Other non-automotive industries Hospitals Construction Aerospace Chemistry Electronics Industrial Retail

  7. What is MMOG/LE?

  8. Principles of Global MMOG/LE Recommended standard for materials and logistics Self-assessment tool for identifying gaps in processes Based on agreed business processes By OEMs and suppliers Ford, Chrysler, PSA, Renault, Volvo Car, Volvo Truck, etc. Based on extensive, best practices 6 chapters 206 criteria Determine current level of plant performance

  9. Scoring Summary (ABC Classification)

  10. MMOG/LE Self Evaluation Categories Strategy and Improvement Work Organization Production and Capacity Planning Customer Interface Production and Product Control Supplier Interface

  11. MMOG/LE Translations Available in 10 languages including: English French German Spanish Portuguese Chinese Romanian Czech Russian Turkish

  12. What Does this Mean to Me? Attend AIAG/Odette MMOG/LE standard training Understanding and building a team to complete assessment Complete self-assessment Attend self-assessment education and review Develop gap analysis and action plan customer, internal, and sub suppliers Implement Action Plan Internal processes and systems Sub suppliers (e.g, Tier 2) Customer certifies self-assessment score

  13. Completing the Self-Assessment

  14. Download the Self Assessment odette.org or aiag.org ENGLISH FRENCH CHINESE

  15. Complete the FormEach Question is Yes (“X”) or No (Blank) Populates the gap analysis tab

  16. Each Question is Weighted

  17. Submit Scoring Summary

  18. Submit Gap Analysis List of All Unanswered Questions (Blank)

  19. Who is requiring MMOG/LE?

  20. OEM Focus During MMOG/LE Audits Strategy and Improvement Management commitment Capacity and Production Planning Supplier Interface (Tier 2) Performance measurement Sub-tier supplier communication Sub-tier suppliers in emerging markets Improvement Plan Self-Assessment Quality

  21. Key MMOG/LE Criteria

  22. MMOG/LE Processes

  23. Key Criteria Materials Management Objectives Analyzed, measured (action plans if necessary) Defined, documented, communicated and understood Identify continuous improvement opportunities Corrective action for bottleneck processes Job descriptions, work instructions and training plans

  24. Key Criteria Key Performance Metrics Delivery Performance Supplier Performance Internal performance (plan versus actual)

  25. KPI’s for MMOG/LE* KPI4GMML 5 Production Disruption Schedule Modifications Incomplete units Line Stops KPI4GMML 6 Supplier Communication & Cooperation Criteria : Self-sufficiency, Reliability, Responsiveness Supplier problem notification, Availability, Flexibility KPI4GMML 4 Material Handling & Identification or Delivery Requirements ASN Message Customer Plant DOCK DOCK Warehouse Supplier Plant Assembly Line or KPI4GMML 2 Delivery Accuracy KPI4GMML 3 “VMI” KPI4GMML 1 ASN Performance *Key Performance Indicators for Global Materials Management and Logistics

  26. Key Criteria Resource Planning Flexibility and availability are optimized Contingency plans and emergency procedures exist Employees are trained Capacity Planning Long, medium, short-term plans reviewed regularly Process in place to notify of shortages Support all requirements for all customers Minimize inventory Obsolescence Raw material WIP Finished goods

  27. Key Criteria Communication Scheduling automatically integrated into system without manual intervention 830/DELFOR/Planning Releases 862/DELJIT/Shipping Releases System compares resources versus requirements Process in place to notify of resource limitations Material Identification Segregate good/bad material Packaging and bar code labeling

  28. Key Criteria Production and Product Control Process to monitor inventory levels Safety stock, minimum stock, etc. Count Accuracy Product structure accuracy Control and handling of WIP, scrap, rejects, returns Traceability

  29. Key Criteria • Engineering Change Control • Participate and formal sign off • New parts/past models/inactive parts • Shipping • Timing, contents and accuracy of shipping labels • Labels match customer requirements • Data content of ASN is 100% accurate • Controls in place to prevent shipping discrepancies • Customs clearing process (if applicable)

  30. Key Criteria • Supplier Communication • Process to ensure sub-tier suppliers can support production on-time with the right quantities • Electronic communication (EDI or Internet) • Releases, schedules and ASNs • Planning horizon is appropriate • In-transit visibility from ASNs • Customs clearing process (if applicable) • Process for suppliers to notify of shortages

  31. Key Criteria • Supplier Packaging • Bar code labels • Process to define packaging and pack size • Ensure sufficient packaging material is available

  32. Key Criteria • Supplier Assessment • Methodology to select and evaluate suppliers • Continuous improvement process for sub-suppliers • Supplier performance metrics

  33. AIAG/Odette Benefits Survey

  34. AIAG and Odette MMOG/LE Survey Survey administered in March/April 2007 Over 160+ survey respondents North America Europe China Respondent demographics Tier 1, Tier 2, Tier 3 and Aftermarket Large, Midsize and Small Companies Implementation time was from 1 to 3+ years Management commitment was not measured

  35. Top Five Performance Improvements: Tier 1 and Tier 2-3 Ability to meet ISO TS-16949 Ability to keep existing business Data accuracy Ability to support lean (Tier 1) Overall supplier rating (Tier 2-3) Inventory Control Regardless of Tier:

  36. Top Five Performance Improvements: Large, Midsize and Small Companies Data accuracy Ability to meet ISO TS-16949 Ability to keep existing business Large suppliers also indicated Delivery accuracy and inventory control Midsize suppliers also indicated Supports lean implementation and new business Small suppliers also indicated Overall supplier rating and new business Regardless of Size:

  37. Top Five Performance Improvements: by Time Implemented Data accuracy Ability to meet ISO TS-16949 Ability to keep existing business Also indicated: < 1year: Ability to support lean and inventory control 1-2 years: Inventory control 2-3 years: Delivery accuracy and line shortages 3+ years: Reduced manual entry and inventory control Regardless of Time Implemented:

  38. Data Accuracy Positive Performance Improvement Mean Score Over Time 70 68 66 64 62 60 58 <1 Year 1-2 Years 2-3 Years 3+ Years • Notes: • On a 100 point scale • Over 60 is considered a strong positive response

  39. General Findings Meeting customer requirements and data accuracy are consistent benefits regardless of time, size or tier MMOG/LE usage continues to improve year after year MMOG/LE is an investment in first year of implementation Continuous improvement is a journey, not a destination Minimal differences between N.A. and Europe Performance improvements were consistent

  40. MMOG/LE Results Identified by OEMS

  41. Renault and MMOG/LEGlobal Benefits Renault requires the use of Global MMOG/LE in project phase (vehicles or engines) In July 2007 for the “Twingo” program: For 28 suppliers using Global MMOG/LE Service Rate = 91 % For the others : Service Rate = 80 %

  42. Ford and MMOG/LE Delivery Rating Improvements • 1641 suppliers in North America completed MMOG/LE • As of December 31st, 2007: • 90% of suppliers reporting MMOG/LE Level “A” • 90% of suppliers have a delivery rating > 80 • 15% delivery improvement in the past 10 years

  43. Ford and MMOG/LEBenefits • Improved Ford Delivery Ratings • ASN data accurate and timely • Up-to-schedule shipments • Correct packaging and labeling • Premium instances reduced • Improved communication with the Ford customer locations • Fewer Ford plant shut downs due to materials management issues All of which lead to increased customer satisfaction!

  44. Ford and MMOG/LEBenefits Feedback and observations from supplier onsite audits • Cost reductions; specifically inventory carrying cost of raw material, WIP, and finished goods • Optimization of inventory safety stock levels • Improvement in floor space utilization • Adherence to FIFO practices • Accurate labeling of material • Efficiencies in shipping and receiving areas with established window times • Accurate part tracking • Correct shipment being loaded on the truck • Better understanding of material management system • Visual organization – Plan For Every Part

  45. Ford and MMOG/LE China Tier 1 Supplier’s Opinions • Reduction in raw material, work-in-process and finished inventory • More efficient process from receiving raw material to shipping inventory • Visible signs on shop floor identifying manufacturing operations • Use of metrics to capture failure in process • Importance of appropriate packaging • More organized warehouse: FIFO process used more effectively • More control and accountability in the material ordering process • More warehouse space • Ease of production planning and scheduling process • Ability to compare material received versus material shipped • Ability to see ASN’s from tier 1’s and pay tier 1’s electronically • Improved communications within the supply chain • Less errors in delivery rating

  46. Chrysler and MMOG/LEDelivery Score Improvements • 600+ suppliers completed MMOG/LE in 2006/2007 • 54% improved in Chrysler delivery rating • Average improvement in Chrysler rating = 30% • 36% improved MMOG/LE score • 85% are at “A” Level

  47. For Chrysler Improved Delivery Ratings in multiple categories: Shipment data is improved Maintained deliveries to schedule Reduction in expedited freight Improved plant up-time Improved communication with plants Provides measurable, objective data for supplier improvement For Suppliers Supports LEAN principles Reduction in material, inventory, safety stock Improved communications with customers Reduced downtime incidents Improved quality and efficiency of window time conformance Provides measurable, objective data for supplier improvement Chrysler and MMOG/LEMMOG Benefits

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