Supplier Assessment



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Company Details

COMPANY ASSESSMENT SHEET
  Name   Comments Only N=New Client
E=Existing
Company: Company Status:
Category:

Date:
Address 1: Address 2:
Town/City: County:  
Postcode: Country:  
Telephone: Email:  
Website:  

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Health & Safety

Health and Safety
(Please provide answers to each of the questions below by clicking on the text that best describes your company.
When you have completed ALL tabs, please return to Company Details tab to submit your details)
  5
Good		 4 3 2 1
Poor		 Actual Data/Comment Actual Score
Safety requirements & enforcement Clear visual requirement displayed on the shop floor at all factory entrances and on all processes. Management actively enforce rules   Clear visual requirement displayed on the shop floor with management enforcement but not in all areas   No visual requirement displayed on the shop floor. No management follow-up
Analysis of accidents by KPI's Clear visual control of factory accident status. Every accident has defined containment and root cause analysis. Actively followed by plant management.   Clear visual control of factory accident status. Every accident has defined containment but weak root cause analysis. Actively followed by plant management.   No understanding of factory accident status. Weak follow-up by plant management.
Organisation Clearly defined Health & Safety team with qualified members. Clear escalation and contact list in case of concern. Include and reported within company policy.   Clearly defined Health & Safety team with qualified members. Clear escalation and contact list in case of concern.   No defined structure for Health & Safety, or resource is not enough.
Training Safety orientation given to all new workers, contractors and visitors. Safety critical points are hilighted on visble work standards with active management confirmation.   Safety orientation given to all new workers, contractors and visitors. Weak management follow-up after initial training.   No safety orientation, or safety orientation is inadequate.
            Total Score for Health & Safety

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Cost

Cost
(Please provide answers to each of the questions below by clicking on the text that best describes your company.
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  5
Good		 4 3 2 1
Poor		 Actual Data/Comment Actual Score
Raw material deliveries More than two times a day deliveries and good FIFO Daily deliveries and good FIFO Twice or more per week deliveries with some FIFO Weekly deliveries with no FIFO Monthly deliveries with no usage order control
Consumable tool replacement All tools have life control with routine changing based on Jidoka principle All tools have life control with routine changing based on quantity Most tools controlled but some left to operators to decide Only key tools controlled. Most are left to operators to decide Replaced when worn out (no life control)
Stock control - Work in progress (WIP) WIP in clearly defined locations to ensure FIFO is maintained with Max. and Min. levels defined WIP in clearly defined locations to ensure FIFO is maintained. Max./Min. levels defined to visualise condition WIP in clearly defined locations to ensure FIFO is maintained. Unable to determine (quickly) if good or bad condition WIP in defined locations but FIFO is not maintained or hard to manage No clear standards for WIP - parts are located anywhere
Quantity of Finished Goods Stock (Based on Customer demand) < 2 Days 2-3 Days 3-5 Days 1 Week 2 Weeks
Shift labour effort and effectiveness Less than 2 secs of operators time is spent waiting and work combination is balanced 2 to 3 secs of operators time is spent waiting 3 to 10 secs of operators time is spent waiting 10 to 30 secs of every operators time is spent waiting More than 30 secs of every operators time is spent waiting
Absenteeism 1 - 1½% 1½ - 3% 3 - 4% 4 - 5% > 5%
Direct manpower turnover 1 - 1½% 1½ - 3% 3 - 4% 4 - 5% > 5%
Indirect manpower turnover 1 - 1½% 1½ - 3% 3 - 4% 4 - 5% > 5%
Use of temporary labour No DIRECT temporary labour used 0 - 5% DIRECT labour is Temporary but strategy developed to make Permanent 5 - 15% DIRECT labour is Temporary but strategy developed to make Permanent > 15% DIRECT labour is Temporary but some strategy exists to make Permanent > 15% DIRECT labour is Temporary. No strategy to make Permanent
            Total Score for Health & Safety

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Quality

Quality
(Please provide answers to each of the questions below by clicking on the text that best describes your company.
When you have completed ALL tabs, please return to Company Details tab to submit your details)
  5
Good		 4 3 2 1
Poor		 Actual Data/Comment Actual Score
Quality Defect Level Defect Level is less than 1% Defect level is 1% to 5% and continuous counter measure activities have been carried out Defect level is 1% to 5% and some counter measure activities have been carried out but not effective Defect level is >5% and no counter measure activities are being carried out No target for Quality defect level or not being recorded
Defect Analysis On occurrence Shiftly Daily Less frequently than daily No analysis
Quality Check Standards

Available lineside, visible and easy to understand.

Standards are updated accordingly (with revision dates)

 Available lineside, visible and easy to understand Available lineside, visible but difficlut to understand Available bu not visual None available
Confirmation of production Quality As 4 but frequency is greater

Test facility on site. Supplier has clear standard / frequency for testing parts.

Frequency appears reasonable to confirm quality

Test facility on site. Supplier has clear standard / frequency for testing parts.

Frequency appears reasonable to confirm quality

Test facility off site.

Standard available but supplier is not following or no confirmation that checks are being done

Test facility off site.

No standard available, Unable to determine is tests are being done
Production Preparation Capability
(Part Quality)		 No part appearance, dimension or function concerns

Some part appearance, dimension or function concerns at Production Trial Stage

Good root cause/counter measure activity

Some part appearance, dimension or function concerns at Production Trial Stage

Good root cause/counter measure activity

Some part appearance, dimension or function concerns at Production Trial Stage

Weak root cause/counter measure activity

Some part appearance, dimension or function concerns still found at SOP

Concerns due to supplier error
Quality Control of Incoming Stock

FIFO is kept, capability is OK and frequency of quality check is so arranged that prevention activity is possible. It is actually done.

Auditing system by supervisor exists.

 FIFO is kept, capability is OK and frequency of quality check is so arranged that prevention activity is possible. It is actually done.

Preventative activites/Quality checks exist and are completed.

FIFO is kept

Preventative activites exist but are not completed to the standard / frequency

FIFO is not maintained

 No preventative activites or systematic approach
Reject Parts Flow

As 4, with clear supervisor escalation system

Detection at a glance at each process. Clear containers for defects with flow away from good parts

Process by process checks. Container identified for defects. Bad parts stopped

Final inspection only

 Not adequate detection. Good and bad parts mixed
Process Capability All process conditions are controlled within tolerance and records kept at least a year   Process is controlled within tolerance but no record is kept   Process condition is not controlled at all
Specification Adherence 100% adherence   95% adherence   90% and below
Material Certification 100% adherence   95% adherence   90% and below
Impact Test Certificates 100% adherence   95% adherence   90% and below
            Total Score for Quality

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Delivery

Delivery
(Please provide answers to each of the questions below by clicking on the text that best describes your company.
When you have completed ALL tabs, please return to Company Details tab to submit your details)
  5
Good		 4 3 2 1
Poor		 Actual Data/Comment Actual Score
Manufacturing Capacity 10% spare capacity with normal shift pattern (as agreed with SPM) 0 - 10% spare capacity with normal shift pattern (as agreed with SPM) 0 - 10% spare capacity weekend overtime required, bottleneck identified <0% spare capacity weekend overtime required, bottleneck identified Capacity unclear, bottlenecks are not known
Scheduling / Planning of Production Clear visualised plan with clear action plan if behind schedule Clear visualised plan but no clear action plan if behind Clear plan exists and is adhered to but not visual to all members Plan is available but not adhered to (constant revisions made) No schedule or plan exists
Production Reporting and Visual Control Hourly and react Shiftly and react Daily and react Weekly and react Weekly or longer
Visualisation of productivity target and actul condition Visible and updated on a shiftly basis Visible and updated on a daily basis Visible and updated on a weekly basis Visible and updated on a monthly basis Not visible and updated on a frequency greater than one month
Finished Goods Despatch / Consolidation

Clearly defined lanes / designated area for manifest consolidation

Easy to understand whether manifest is ahead or behind

FIFO is maintained

  

Finished goods are located in designated lanes / shelves to ensure FIFO is maintained

No designated area for manifest consolidation

Unable to determine (quickly) if good or bad condition

  

No clear standard for Finished Goods - parts are located anywhere

Unable to determine if ahead or behind

Consolidations are not dedicated
Data Collection (Scrap / Rework / Downtime / Changeover)

Data is collected hourly and displayed on a visual board lineside (PAB) or similar

Daily trends presented graphically to show process stability with clear action plans in place to improve

Data is collected hourly and displayed on a visual board lineside (PAB) or similar

Daily trends presented graphically to show process stability but no clear action plans in place to improve

Data is collected hourly but not displayed on a visual board (PAB) or similar

Daily trends presented graphically to show process stability with some action plans in place to improve

Data is collected daily but not displayed on a visual board (PAB) or similar

No clear action plan to improve performance

 Data is not recorded
Machine / Line Downtime Achieves or exceeds machine efficiency targets Actual <5% than target with clear containment / coutermeasure plan in place Actual <5% than target but with frequent breakdowns Actual <5% than target. Targets not achieved No target for Efficiency or Efficiancy not recorded
Bottleneck Cycle Time against Target Bottleneck Cycle Times are well below TCT and can achieve +10% increase in volume Bottleneck Cycle Times are are achieving required TCT Bottleneck Cycle Times are are achieving within +10% of required TCT Bottleneck Cycle Times are > +10% of required TCT Bottleneck Cycle Times unclear. Unable to confirm vs target
Line Balance Less than 2 secs of operator time is spent waiting and work combination is balanced 2-3 secs of operator time is spent waiting 3-10 secs of operator time is spent waiting 10-30 secs of every operators time is spent waiting More than 30 secs of every operators time is spent waiting
On time delivery 100% adherence   95% adherence   90% and below
In full delivery 100% adherence   95% adherence   90% and below
Safely Packaged 100% adherence   95% adherence   90% and below
Safely loaded 100% adherence   95% adherence   90% and below
            Total Score for Delivery

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