Quality Forum 2013ASES Improvement Program

19/09/2013

CSQSD Renault-Avtovaz

Supplier Project Quality Department

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0. Content

1. What it is ASES & Rank Up

2. ASES Benchmark Results

3. ASES/Rank Up Road Map 2013-2016

4. SWOT: ASES/Rank Up

1.1. What it is ASES & Rank Up

ASES : Alliance Supplier Evaluation Standard

Evaluation of supplier Quality Management Systemand shopfloor

ASES is used for following purposes. New supplier evaluation for sourcing

Current supplier evaluation for improvement

Common to Renault and Nissan group.

ASES result is shared between Renault and Nissan.

Scoring since 2001 based on evaluation of 5000 supplier sites

1.2. What it is ASES & Rank Up

-Warranty 50 points-PPM 50 points-Recall camp - 20 points

Result indicator(optional)

Process Indicator better

bett

er

abcd

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32TOTAL : 100 points

Evaluation :

8 subjects in room (70 points)1 shopfloor evaluation (30 points)

TOTAL :

100 points

A

B

C

D

20 40 60 80 100

2040

6080

100

Good

Improvement needed

Does not meet requirements

Judgment criteria

ASES result rank

ASES result rank is provided as A, B, C and D rank shown as above chart.

Excellent (80 ~ 100)

Satisfactory (60 ~ 79)

Acceptable (40 ~ 59)

1.3. What it is ASES & Rank Up

What is evaluated ?

Shopfloor evaluation

1. Quality Management by top management

2. Analysis of defects and recurrence prevention

8. Shopfloor

ASES is structured by following 9 chapters

Renault / NISSAN

Supplier

scre

en

OHP

Documents (Standards, Procedures , Files etc.)

explanation

In-room evaluation

Supplier

critical item with demerit, based on past experience

Control of start-up & equipment conditionTrainingManagement of NG parts (rule, rework, mixing)Management of unusual situationsSafety characteristicsContinuous improvement in shopfloor

Warranty Information analysis / Cause analysis/ Prevention of reoccurence

Design review / Design FMEA

Process FMEA / Control plan

3. Quality target setting for new project

4. Project management at design phase

5. PFMEA & Control Plan

6. Project management at pre-production phase

7. Ramp-up

8. Change management – Process / Product

9. Sub supplier control

Certification and internal audits

1.4. What it is ASES & Rank Up

Activity to improve D rank suppliers to C rank suppliers

(improvement to B for Excellence Plan and risky suppliers)

Joint Activity by Supplier and R/A （ led by Supplier ）

14

32

abcd

D

CB

ARank-up

What is Rank up activity

What is Rank up activity

・・ A rankA rank 　：　　：　 ExcellentExcellent・・ B rankB rank 　：　　：　SatisfactorySatisfactory

・・ C rankC rank 　：　　：　 MarginalMarginal

・・ D rankD rank 　： 　： Does not Does not meet meet R/A requirementsR/A requirements

OOKK

1.5. What it is ASES & Rank Up

Candidate suppliers

ASES

A

B

C

OK

Review meeting to decide on possibility of

rank upSQA & supplier

Purchasing dept Sourcing

decision

Re-ASESRank-Up achieved

Kick-off Followup#1

Action

Rank-Up Activity

4 ～ 6 months

D

RFQ

A

B

C

D

Action

Followup#2

Action

Rank up possible

Rank up Kick off meetingWith supplier &

Contract sign off

Rank up Activity

start SOP

Basic schedule

2. ASES Benchmark Results*

*April 2013

3. ASES/Rank Up Road Map 2013-2016

2013 AB Ranking

Forecast: ASES Rankup for nominated supplier (A,B)(Renault + Renault/Avtovaz)

0%19%

70%

25%

60%

40%

25%25%25%

55%

21% 20%

35%

50%

0%10%20%30%40%50%60%70%80%

2012 Aug 13 2013 2014 2015 2016

% or A+B TARGET COMMITMENT

4. SWOT: ASES/Rank Up S our strengths W our weak points

- Renault & Avtovaz one voice to suppliers for quality

- Young and motivated team, strong ASES training program

- Tool box & coaching support from DQDA Central & LT in Togliatty & Moscow

- CSQSD Management Involvement

- The same suppliers for some projects & serial suppliers

- Two teams in Moscow and Togliatti

- Benchmark visits- Training on quality & industrial basics by outsourcing bodies- AvtoVAZ purchases are involved in the quality (PPM)- Recognition of CSQSD value by AVTOVAZ and Renault- Quality targets deployment through Purchasing Department in RNPO & CPO

- Still low level of QMS & Production competence of the suppliers

- Lack of technological specialization, deep knowledge product/process

- Large number of specialists, but lack of expertise level experts- Long lead time to get an expert at expertise level (~1,5 year at least for ASES)

- Limited Mobility of OOO-origins- Different HR systems between Renault and AVTOVAZ

O opportunities we could have T threats from external factors

- Alliance quality tools trainings organization for suppliers

- Cooperation with Nissan

- Opportunities for more WW suppliers come to Russia- Quality targets deployment through Purchasing Department both in Renault & Avtovaz- Many experiences from many new projects- Motivation to study foreign language, management skills with robust training program- Contribution to the Alliance projects out of DQDA work scope- Tier-N improvement (Steel, critical components)

- ASES/ANPQP qualified people turnover

- Large number of new projects + Volume ramp up + Increase of localization,

- Some suppliers degrades after Rank Up/PPM action plan are finished,

- CSQSD negative opinion is not taken into account at ASC in some cases (mostly for Avtovaz projects)

- Poor project management at Avtovaz (ANPQP)

- Supplier Top management often is not involved in quality issues, - A lot of internal communications within Renault & Avtovaz

- The high level of staff turnover at suppliers- Unexpected the restriction of the activities due to financial issue

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Thank you for your attention!