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TBINA SOP Readiness Check sheet

TBINA / PUD Div.

S O P Readiness Guideline
Master
1K / 1A LVPT QC Approved HVPT SOP Ready
Schedule
Milestone OTOP @ 100% Q OTOP @ 100% Q OTOP, Q Approved OTOP, Q Approved HVPT OK

SPTT 3 SPTT 4
Tool Production Ready
SPTT SOP Readiness
QC Co check complete,
Check Sheet Check sheet
Quality Process Ready Approved for HVPT HVPT HVPT Complete
(ref SQAM) & Stress Test
Result
Production Process Ready

SPTT 3 HVPT SOP Readiness

1) Tool Readiness Check 1) Process Explanation 9) HVPT Summary Page 1) Safety

2) Production Capacity Plan 2) Tool Ready
2) Quality Readiness Check 3) Volume Image - HVPT Audit Result 3) Quality Ready
4) Planned Up time 4) Process Ready
3) Process Readiness Check 5) SPTT 3 Check sheet 5) Part Approval
6) Safety confirmation 10) HVPT Check items 6) Capacity
4) LVPT 7) QC Approved / Self -4M 7) Tier 2
Audit QC items - Outflow Prevention 8) Initial Control
8) Supplier HVPT Self 9) Packing
Audit Capacity 10) Risk Management

Should be completed already as Should be completed already Should be completed already Conduct activity and confirm
part of SPTT 3 before final HVPT with Capacity confirmed readiness items

Final Declaration of Readiness by

If all items "O", Should be S.O.P Ready. Supplier Top Management
(MD, President Level)

Supplier Objective - To confirm peak month ( first 3 months volume) capability

PIC Timing
PC N-3 Step 1 - Calculate Vol per day base on lastest forcast
- Decide production pattern ( Lot/day, Lot/ week, Lot/Month)
PC N-3 Step 2 Input Production performance evaluation plan for N-2 month
PC N-3 Step 3 Confirm readiness activity e.g. Raw Mat't, Component, Manpower,. Etc.
PC N-2 Step 4 Confirm achievement of KPI & Target ( Initial Stock, Capability % OA)

Activity KPI

Quality : No problem outflow to TBINA ( No remaining issues which is impact SOP )

Delivery : Smooth Supply to TBINA ( Initial stock avalible)

 Page 2/3
TBINA SOP Readiness Check sheet
Supplier Name: Contact:
Supplier Top Management (MD, President Level) S O P Declaration MD / President Sign
Project code: No. of Parts:

Date: Name of Parts: QCS / SOP

Readiness
Judgement

Pre - Start Of Volume Production (SOP) Readiness

SPTT#4 sheet HVPT
Task Check Item Check Method / Document Comment Countermeasure Resp Date
Tool Quality Process Quality Capacity
Production Tooling / Quality / Process is ready, HVPT
0.0 All SPTT Check items are completed.
is complete, Quality & Capacity meet plan, all = "O"

Start Of Volume Production (SOP) Readiness

Judgement (O/X) Final
Task Check Item Check Method / Document Comment Countermeasure Resp Date
Supplier TBINA * O D X
1.0 Shop Floor Safety
1.1 All new Tool / Machine / Equipment / etc Safe New Line Safety confirmed by Safety Shop Floor Evaluation Sheet (S-SFM) O 1
1.2 All Shop Floor staff have received Safety training Safety Training matrix complete D 1
1.3 All Shop floor wearing appropriate PPE against STD All operator are wearing set PPE / STD is set X 1
1.4 All Operation standard with safety key points (WI level 3) Complete & clearly in safety operation with safety awareness & complete X 1
training record (WI level 3)

2.0 Production Tool Readiness

2.1 All Tooling is Complete - All ECI / PFUS Part confirmation received to latest ECI O 1
2.2 All Required Check Fixture in final location, to latest ECI / PFUS ECI, PFUS Record - All items closed O 1
2.3 All Tooling is mass production capable & in Production location Completely confirm Tooling readiness in SPTT check sheet for all parts O 1

3.0 Production Quality Readiness

3.1 All STDW, WI (level 3) complete including latest ECI's etc Review STDW & Work instruction on all lines O 1
3.2 Inspection Stds standardised and Inspectors trained Review Stds, Training matrix complete D 1

4.0 Production Process Readiness

4.1 Process Capability is OK, No Open Process problems Cp, Cpk confirmed, all PFUS items closed O 1
4.2 Pokeyoke for critical process confirmed and operational Confirm with challenge (known out of spec) parts D 1

5.0 Part Confirmation

5.1 PPAP approval from TBINA plant-QC PPAP approved for all parts O 1
5.2 Checking Fixtures / other measuring devices reflect Confirm Check Fixture trial results / PFUS closed O 1
5.3 All Parts have boundary samples and/or limit sample Confirm Boundary Samples and/or limit sameple with TBINA plant QC O 1
approved/agreed

6.0 Production Capacity

6.1 Capacity confirmation sheets confirm capacity plan is approved HVPT Documents equal N-6, equal production plan O 1
6.2 Capacity trials reflect achieve plan (HVPT pass) HVPT documents confirm capacity is OK O
6.3 All required capacity countermeasures from HVPT are closed HVPT & PFUS items are all closed O 1

7.0 Purchased Parts / Raw Materials

7.1 All purchase parts / Raw materials are confirmed Confirm Tier 2 Supplier parts / material approved O 1
7.2 All Tier 2 Supplier capacity / capability confirmed & ready Confirm Tier 2 Supplier HVPT data sheets O 1
7.3 All purchase orders for safe launch and ongoing production Confirm material orders - Material / component is ready O 1
7.4 Minimun stock as Tier 1 policy Minimun stock as Tier 1 policy has been set O 1

8.0 Initial Production Control

8.1 Run out of current production confirmed / finalised Current model production complete or schedule completion O 1
8.2 Safe Launch plan established with daily production monitoring Production plan, Daily Asakai to confirm plan vs actual D 1
8.3 Supplier production performace & minimun stock guideline ≥ 3 days Confirm daily production performance on peak vol.on initial stage & stock X 1
of peak month volume on initial stage (1st 3 month production) making Result (attached Supplier Production Performance Evaluation Sheet)
8.4 Safety Stock strategy (Incoming stock / FG parts) Build plan includes safety stock to cover initial production X 1

9.0 Packing Confirmation

9.1 Packing System confirmed - to avoid Packing error Confirm packing system's quality to prevent mis-packing problem to TBINA-plant O 1
9.2 Packaging STD Approved,Internal & External Logistic Ready Confirm Packaging & Logistics Ready(STD approved byTBINA-packing Div) O 1
including future incoming plan syncronize with mass production vol. plan
9.3 Packaging Q'ty preparation Confirm packaging Q'ty preparation enough as mass production vol.plan O 1

10.0 Supplier Risk Management

10.1 Quality Gate / Defect Outflow prevention established Process established, with stds as per approved D 1
10.2 Daily Asakai / Prod'n Management / Escalation process Confirm Daily Production Plan v Actual O 1
10.3 Back up plan (Man, M/C, etc) back up plan established Back up plan for any abnormality / shortfall in SOP O 1
10.4 Preventive Maintenance Plan Plan / Schedule confirmed O 1
10.5 Back up parts / Spares ordered / FG parts Confirm Critical Spares on site / ordered / available O 1
actual parts against STD safety stock in check sheet

SOP Readiness Summary

5 23 O All requirements complete, SOP Ready 72% TBINA
4 Representative
Current Status
3 5 D Not Complete, Can SOP with scheduled Countermeasure
2
1
4 X Not Complete, Cannot SOP
0
SFM Tooling Quality Process PPAP Capacity Tier 2 In Control Packing Risk 28% Supplier
O D X 32 Total
Open items
Representative
 SOP Readiness Confirmation - Supplier Production Performance Evaluation Page 3/3

Supplier Marketing / TBINA PS

Supplier Name: Production Month Jul'20 Route : Supplier Production
Engineering
TBINA PN
Management
Date :

Supplier Production & Delivery Trial Problem Root Cause Countermeasure PIC Date
Part No Day : #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #14 #15 #16 #17 #18 #19 #20 #21 #22 #23 #24 #25 #26 #27 #28 #29 #30 #31
Description Date : 1-Jul 2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 8-Jul 9-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 22-Jul 23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 29-Jul 30-Jul 31-Jul
Production Plan Supplier Daily Production Plan Daily Plan : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 0
Actual Production Supplier Total Parts Produced OK + NG : 0
Actual Good Parts ① Supplier Total Parts produced Less Defects Total - NG : 0
Efficiency ② Supplier Actual Efficiency Target 95% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Defect Ratio ③ Supplier Actual Good / Actual Prod'n Target Defect : 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
TBINA Delivery Plan TBINA Delivery schedule 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Actual Delivery Actual Delivery to STM / TBINA Actual Delivery : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Stock in Store ④ Balance (Production - Delivery) Start Volume : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Safety Stock (Pcs) Stock in Store / Average daily volume Target Days : 0.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Overall Judgement : ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
Peak month Average daily volume Peak Volume is Oct 0 / TBINA working 22 days = 0 X = Did not achieve any target, D = Did not achieve daily production plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan or NG ratio, Safety stock level is OK, O = Achieved all

Peak month of initial stage (3 months)

Supplier Production & Delivery Trial Problem Root Cause Countermeasure PIC Date
Part No Day : #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #14 #15 #16 #17 #18 #19 #20 #21 #22 #23 #24 #25 #26 #27 #28 #29 #30 #31
Description Date : 1-Jul 2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 8-Jul 9-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 22-Jul 23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 29-Jul 30-Jul 31-Jul
Production Plan Supplier Daily Production Plan Daily Plan : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0
Actual Production Supplier Total Parts Produced OK + NG :
Actual Good Parts ① Supplier Total Parts produced Less Defects Total - NG :
Efficiency ② Supplier Actual Efficiency Target 95% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Defect Ratio ③ Supplier Actual Good / Actual Prod'n Target Defect : 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
TBINA Delivery Plan TBINA Delivery schedule 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Actual Delivery Actual Delivery to STM / TBINA Actual Delivery : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Stock in Store ④ Balance (Production - Delivery) Start Volume : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Safety Stock (Pcs) Stock in Store / Average daily volume Target Days : 0.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Overall Judgement : ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
Peak month Average daily volume Peak Volume is Oct 0 / TBINA working 22 days = 0 X = Did not achieve any target, D = Did not achieve daily production plan
X = Did
or NG
notratio,
achieve
Safety
any stock
target, D
level=isDid
OK,not
O achieve
= Achieved
daily
all
production plan
X = Did
or NG
notratio,
achieve
Safety
any stock
target, D
level=isDid
OK,not
O achieve
= Achieved
daily
all
production plan
X = Did
or NG
notratio,
achieve
Safety
any stock
target, D
level=isDid
OK,not
O achieve
= Achieved
daily
all
production plan or NG ratio, Safety stock level is OK, O = Achieved all

Peak month of initial stage (3 months)

Supplier Production & Delivery Trial Problem Root Cause Countermeasure PIC Date
Part No Day : #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #14 #15 #16 #17 #18 #19 #20 #21 #22 #23 #24 #25 #26 #27 #28 #29 #30 #31
Description Date : 1-Jul 2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 8-Jul 9-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 22-Jul 23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 29-Jul 30-Jul 31-Jul
Production Plan Supplier Daily Production Plan Daily Plan : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0
Actual Production Supplier Total Parts Produced OK + NG :
Actual Good Parts ① Supplier Total Parts produced Less Defects Total - NG :
Efficiency ② Supplier Actual Efficiency Target 95% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Defect Ratio ③ Supplier Actual Good / Actual Prod'n Target Defect : 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
TBINA Delivery Plan TBINA Delivery schedule 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Actual Delivery Actual Delivery to STM / TBINA Actual Delivery : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Stock in Store ④ Balance (Production - Delivery) Start Volume : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Safety Stock (Pcs) Stock in Store / Average daily volume Target Days : 0.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Overall Judgement : ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
Peak month Average daily volume Peak Volume is Oct 0 / TBINA working 22 days = 0 X = Did not achieve any target, D = Did not achieve daily production plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan or NG ratio, Safety stock level is OK, O = Achieved all

Peak month of initial stage (3 months)

Supplier Production & Delivery Trial Problem Root Cause Countermeasure PIC Date
Part No Day : #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #14 #15 #16 #17 #18 #19 #20 #21 #22 #23 #24 #25 #26 #27 #28 #29 #30 #31
Description Date : 1-Jul 2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 8-Jul 9-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 22-Jul 23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 29-Jul 30-Jul 31-Jul
Production Plan Supplier Daily Production Plan Daily Plan : 0 0 0 0 0 0 0 0 0 0 0 0 6 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 28 0
Actual Production Supplier Total Parts Produced OK + NG :
Actual Good Parts ① Supplier Total Parts produced Less Defects Total - NG :
Efficiency ② Supplier Actual Efficiency Target 95% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Defect Ratio ③ Supplier Actual Good / Actual Prod'n Target Defect : 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
TBINA Delivery Plan TBINA Delivery schedule 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2 1 0 0 0 0 0 0 3 0 0
Actual Delivery Actual Delivery to STM / TBINA Actual Delivery :
Stock in Store ④ Balance (Production - Delivery) Start Volume : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Safety Stock (Pcs) Stock in Store / Average daily volume Target Days : 0.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Overall Judgement : X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X
Peak month Average daily volume Peak Volume is Oct 6 / TBINA working 22 days = 0 X = Did not achieve any target, D = Did not achieve daily production plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan or NG ratio, Safety stock level is OK, O = Achieved all

Peak month of initial stage (3 months)

Supplier Production & Delivery Trial Problem Root Cause Countermeasure PIC Date
Part No Day : #1 #2 #3 #4 #5 #6 #7 #8 #9 #10 #11 #12 #13 #14 #15 #16 #17 #18 #19 #20 #21 #22 #23 #24 #25 #26 #27 #28 #29 #30 #31
Description Date : 1-Jul 2-Jul 3-Jul 4-Jul 5-Jul 6-Jul 7-Jul 8-Jul 9-Jul 10-Jul 11-Jul 12-Jul 13-Jul 14-Jul 15-Jul 16-Jul 17-Jul 18-Jul 19-Jul 20-Jul 21-Jul 22-Jul 23-Jul 24-Jul 25-Jul 26-Jul 27-Jul 28-Jul 29-Jul 30-Jul 31-Jul
Production Plan Supplier Daily Production Plan Daily Plan : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4 0
Actual Production Supplier Total Parts Produced OK + NG :
Actual Good Parts ① Supplier Total Parts produced Less Defects Total - NG :
Efficiency ② Supplier Actual Efficiency Target 95% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Defect Ratio ③ Supplier Actual Good / Actual Prod'n Target Defect : 5% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
TBINA Delivery Plan TBINA Delivery schedule 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Actual Delivery Actual Delivery to STM / TBINA Actual Delivery : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Stock in Store ④ Balance (Production - Delivery) Start Volume : 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Safety Stock (Pcs) Stock in Store / Average daily volume Target Days : 0.25 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Overall Judgement : ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆ ∆
Peak month Average daily volume Peak Volume is Oct 0 / TBINA working 22 days = 0 X = Did not achieve any target, D = Did not achieve daily production plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan
X = Did
or NG
notratio,
achieve
Safety
anystock
target, D =isDid
level OK,not
O achieve
= Achieved
dailyallproduction plan or NG ratio, Safety stock level is OK, O = Achieved all
 Factory Manager or above Page 1 of 1
Abnormal part handling confirmation sheet
Dear : TBINA Purchasing Engineering Division
From : ( Company name ) Mr.
We confirmed our Mass Production process as below items; Date :

Supplier confirmation
Process Flow Check items ( If no, please specify)
(Minimum requirement) Yes No
Concern item Countermeasure / Due date

Normal Production

I 1) Clear definition of abnormal condition O

No 2) "Stop-Call-Wait" Rule established & followed Δ Spanduk Sudah ada, Prosedur tdk terdokumentasi Dibuatkan prosedur SCW & Sosialisasi 20/09/22
Abnormal happen 3) Abnormal part handling procedure clear Δ Sarana untuk SCW belum tersedia Disediakan HT untuk Call Leader 26/09/22

Yes
OK Abnormal part
II 1) Clear WI/Std. of inspection to judge/verify Δ WI 560B sudah dibuatkan, Q-Point belum Dibuatkan Q-point 20/09/22
OK part confirming NG or suspect NG part
NG / Suspect NG
III -1) Red mark on "NG" point O
O NG sudah dimarking posisinya
2)Keep in red box
O Box NG sudah ada
 NG part  Suspect part 3) Record in NG record sheet Δ Area part yg suspect Ng ( Part ragu-ragu ) Dibuatin layout untuk tempat part suspect (need confirm GH) 20/09/22
-1) Mark on suspect NG point and/or tag info. Δ
2) Keep in suspect area

IV 1) Clear criteria to judge if it can be repaired Δ Q-Point belum dibuatkan Dibuatkan Q-point 20/09/22
OK Confirming 2) Clear Authorization for repair O PIC Produksi
OK part suspect part

NG V 1) Procedure to control repair part Δ Prosedur Repair belum ada secara Detail Dibuatkan Prosedur Repair 26/09/22
2) Keep part in separate area for repair O Laporan Sortir / Rework
O WI Repair sudah ada
3) Have repair WI
O Area Repair sudah ada khusus
Repair 4) Record in repair sheet & mark on part Δ penandaan part repair belum ada akan diatur di WI repair dan prosedur repair
5) Identify next process (for inspect) on tag

VI 1) Confirm mark & tag on part before inspect O

Inspection 2) Approve by authority person O label sudah ada + stampel masing masing PIC
 Page 1 of 1
Evaluator Supplier
Supplier Symbol Point Criteria Item Calculate Score
Plant Date /  5 points Good x5 =
Part name Model r 3 points Fair x3 =
Process ▽S Items X 0 points Poor
- Not applicable
Remark /
comment Overall judgment
Total score > 80% /
And ★items must be "O" /
Remark: Critical process = Concern main function of part (Stop, Run, Turn and Fire hazard) such as Welding, Tightening, Heat treatment, Machining, ...
Categories No. Check Items ★：Most critical and must be good Evaluations

All ▽S or concern critical process items which can be inspected at final inspection/Quality Gate should be defined as inspection items. If
★ 1
there is and ▽S or concern critical processitems which can not be inspected directly, substitute items such as completed color mark which
previous production process assure sureness of▽S or concern critical processitems should be checked.

Terdapat sumbol delta S maupun delta R pada Qgate

2
▽S mark is marked on ▽S inspection item in standardized work sheet.
Terdapat simbol delta S dan delta R pada WI

Inspection method to each inspection item and Q-Point should be clearly defined in standardized work sheet and every inspector can make a
★ 3 judgment of whether OK or NG without any difficulty.

Terdapat WI dan Q-poin untuk masing-masing part

Cleary procedure or standard when found ▽S or concern critical process defect<Repair,Re-check stock for> management level should
4 participated.

prosedur pemberlakuan standar proses jika ditemukan delta s dan delta R

Necessary inspection time to each inspection item is clearly determined one by one in standardized work sheet and total inspection time is
★ 5 surely secured within takt time.

Pada WI Sudah terdapat C/T

Ⅰ Method
All quality defect which is detected by inspector should be registered on check sheet at every shift and classified by severity level (ex:
S,A,B,,) with suitable frequency (Ex.every lot / every 500pcs).
6 Quality defect ทั้งหมดที่ตรวจพบด้วย inspector ต้องมีการลงบันทึกใน check sheet ทุกๆกะ และต้องมีการแบ่งประเภทอย่างเข้มงวด (S,A,B,,) ให้
เหมาะสมกับความถี่ (เช่น ทุก lot หรือ ทุกๆ 500 ชิ้น)
Checksheet Daily ( Record data defect ) terdapat macam defect'

There is an instant feed back system to production process to review quality assurance level as soon as serious quality defect is detected by
inspector.(Incase of▽S or concern critical process problem, operator STOP,Call ,Wait and report to leader/supervisor immediately,
Leader/Supervisor communicate to production process in order to prevent reoccurrence and record.)
★ 7 มีระบบตอบกลับทันทีทันใดในกระบวนการผลิตเพื่อที่จะตรวจสอบ quality assurance level ทันทีที่เกิดข้อบกพร่องร้ายแรง ที่ตรวจพบโดย inspector (ใน

4M กรณีปัญหาของ ▽S or concern critical process พนักงานต้อง หยุด เรียก คอย และรายงาน leader หรือ supervisor ทันที leader/supervisor ต้องมีการ
แจ้งให้กระบวนการผลิตทราบ เพื่อป้องกันการเกิดซ้ำ และต้องมีการจดบันทึก )

Terdapat BIRA Sheet untuk 560B dan adanya area Asakai

Standardized work is being modified continually in order to level up defect detectability.(Ex.Improvement of difficult inspection job.)
Standardized work
8 Standardized work ต้องมีการปรับปรุงอย่างต่อเนื่อง เพื่อที่จะพัฒนาความสามารถในการตรวจจับชิ้นงานเสียของพนักงาน ( เช่น การพัฒนาการตรวจสอบ
ชิ้นงานที่ยากกว่าการตรวจสอบ )
Record Revisi SOP harus selalu update ( terdapat record revisi di WI )

Standardized work compliance of each inspector is being audited and coached for improvement by leader/supervisor periodically (At least 1
★ 9 time/week/inspector)

Control Kepatuhan Inspektor terhadap WI, dilakukan Evaluasi setiap 1 minggu 1x

Inspector should be trained and qualified as planned.Only eligible inspector (Level 3 Up; Can do without any support) can conduct inspection
★ 10 job at final inspection/quality gate.

Ⅱ Man / Record Training 560B Inspector & Matrix Skill

Method
Inspector understand what will happen to customer vehicle in the market if severity defect is outflowed to market. All inspector have good
11 quality mind and consciousness(must have item in check sheet and evaluate by leader)

Pemahaman ispektor terhadap efek dari banyaknya outflow NG ke customer'

12
▽S sign mark is marked on inspection process for ▽S inspection process.

13
Daily preventive maintenance item of inspection machine/tool is clearly defined on check sheet.
Ⅲ Machine Terdapat C/S Mesin Daily

Daily Check up of inspection machine/tool is being conducted properly and regularly <both OK and NG condition by master sample>. Operator
14 check and fill in result on check sheet and approved by leader/supervisor.

Terdapat sign dari lead

15
Inspection table/surrounding should have good condition such as 4s /enough lux (lighting),noise

Terdapat pengecekan lux meter 9 STD Min 7000 Lux )

Ⅲ Machine 16
There is a red color box for defect part at each inspection area and must be identify NG part by mark or Label.
Box NG di Area kerja ( Red & Yellow )
4M
17
Clear OK & NG sample/picture is placed near inspection area
Bouindary Sample

Before & After inspection,part must have clear identification and inspected part must be one piece flow
Ⅳ Material 18
C/S Incoming u/ Material + Label after cek

★ 19
Management confirm daily quality status at ASAKAI every day.(at least 1time/day)

Ada Meeting ASAKAI

Management follow up countermeasure progress of serious quality problem (ex. outflow defect to customer, serious defect detected by final
20 inspection.) at ASAKAI until 100% countermeasure completion and yokoten to similar part and process.

BIRA Sheet
Quality
Five-Why is being used seriously in order to find out real root cause for serious defect.
Management 21
A3 Report u/ Critical Problem (A3 Report Internal maupun external )

Strengthen quality assurance level on tier 2,3 supplier by

22
1). S items should be inspected at receiving inspection.(100% check and sampling check). 2). Monitor carefully in quality status of tier 2,3
supplier 3). Identify concerned tier 2,3 supplier and make periodical audit plan by Top management.

Supplier tier 2

Abnormal handling procedure is posted at the process or production line. Record of abnormality events should be kept and
Handling in abnormal 23 controlled.
condition