Worked Safety and Attendance Metrics

Worked
PORCENTAJE DE
Safety
Total Incident (number)
Total Injury (Index)
ASISTENCIA
Lost Work Day Case Rate (Index)
People
Business Plan SCORECARD 2013
General Definitions
Number of incident cases reported in a monthly basis, cummulative indicator, bigger the better (blue reports) Total Complex, number reported by
Health & safety department at Silao Plant
The rate of Total Recordables = 200,000 x Cases (total injury) during all period (12 mos.)/ Hours Worked During all period (mos), Total Complex,
number reported by Health & safety department at Silao Plant, this number is a 12 mos. rolling average
Gua para la clasificacin de Accidentes
http://manufacturing.gm.com/medicalmetrics/www/menu.asp?sys=medical&iface=medical
The rate of Total Recordables = 200,000 x Cases (total recordable) during all period (12 mos.)/ Hours Worked During all period (mos)(Cases which
require medical treatment beyond simple first aid.) Total Complex,, number reported by Health & safety department at Silao Plant, this number is a 12
mos. rolling average
Controllable absenteeism (%) Percentage of Absenteeism in General Assembly & Stamping, value provided by Personeel department
N d eP er so n
a lq u
e y a si tio a u
n Go f as tX 10 0%
PORCENTAJE DE ASISTENCIA: PORCENTAJE DE PERSONAL QUE SE PRESENTO A LABORAR EN EL TIEMPO

A si ste n
c ia aT al ler es G O
FAST= E ln um er o to al d
e E
m p lea dosd e lD ep ar tam en to
No
t a: S
o lo se d eb er d et om ar el N
u mer o
deEmp l ea d o sd e ac u
e rd
o a la n
o min a d eP er so n
al
DETERMINDADO DE UN MES.
NOTA: SON DIAS PERDIDOS: TODAS LAS INCAPACIDADES, PERMISOS SIN GOCE DE SUELDO, SANCIONES,
FALTAS JUSTIFICADAS E INJUSTIFICADAS.
DRL= x 100
Rotation (%) Percentage of rotation in General Assembly & stamping, value provided by personeel department INDICE DE ROTACION:
PORCENTAJE DE PERSONAL QUE CAUSO BAJA DEL COMPLEJO EN EL TIEMPO DETERMINDAO DE UN MES.
YTD Go-Fast % Participation (Salaried) Monthly Go-Fast Participation Percentage only salary people, provided by Team Work Department
YTD Suggestion % Participation Monthly Suggestion Participation Percentage , provided by Suggestion department in a monthly bassis Se refiere al numero de personas que
DRR = FTQ Linea final * FTQ DVT * FTQ Care participaron en el sistema de I & M durante el mes y que no haban participado en meses anteriores. (se mide por ao calendario).
GCA = FTQ = Defectos x
rechazados
100 Formula:
Produccin del da
No. Personas que participaron en el mes/ Numero total de empleados en el complejo
Acumulative Suggestion participation Percentaje:

SPA =
x 100 # total de personas que han participado por primera vez ( ao calendario )/ Numero total de empleados en el complejo
BTR =
Quality
Direct Run Loss (%) REPRESENTA LA OPORTUNIDAD DE CONCENTRARNOS EN VARIAS ZONAS DENTRO DEL PROCESO DE ENSAMBLE ,
USANDO LOS VERIFICATION STATION'S EXISTENTES (10)
JDP = x 100 SUMA DE DEFECTOS DE C/1 DE LOS VS'S
TOTAL DE VEHICULOS PRODUCIDOS
Direct Run (%) REPRESENTA UNA MEDIDA DE CALIDAD AL FINAL DEL PROCESO DE ENSAMBLE
EXP 60 Days Warranty IPTV = x 1000
GCA Priority 830/830C (PPH) Total prioridades
GCA Priority 805 / 806 (PPH) Muestra
SPA Warranty cost = NOS INDICA LA CANTIDAD DE PROBLEMAS POR CADA CIEN UDES. ENCONTRADOS EN LAS UNIDADES AUDITADAS POR
LOS AUDITORES DE SPA
TOTAL DEFECTOS
i t s * 1 00
d ul e
UNIDADES AUDITADAS
Build to repair ( Cost per unit) Costo total de reparaciones en los primeros 60 das
Produccin del mes
JD Power TrackingStudy 830 (PPH) Total de defectos

Volumen acumulado anual real + volumen pronostica de lo que resta del ao
JD Power TrackingStudy 830 C (PPH)
HH trabajadas acumuladas Act&Fcst= anuales reales + HH pronosticadas de lo que resta del Muestra
JD Power TrackingStudy ao 805 / 806=(PPH)
Total non schedule
EXP 60 Days Warranty 830 / 805 / 806 (IPTV) overtime Total de defectos
total de straight time
=Costo Muestra
estructural
Warranty cost 830 / incluyendo
805
=Costo / 806 (USD/Unit) Total costo
gastos
estructuralde los meses reales
YTD= Promedio Muestra
comerciales
Act&Fcst= incluyendo
Promedio de los meses reales con los pronosticados
Responsiveness y no
gastos
Build to Plan (%) controlables Difference between actual Mschedule & real volume produced reflected as a percentage
comerciales
y no (Hrs)
On Roll Hours per Vehicle YTD=Ultimo mes Act&Fcst= Como se pretende cerrar en diciembre
controlables
Actual Hours per Vehicle (Hrs) YTD=Ultimo mes
volmen y
OTD Order Reliabilitytipo =costo
(%)de de
scrap de YTD= Average de los datos reales Act&Fcst= Average datos reales mas los datos pronosticados
OTD Order Processcambio =Costo ytotal
Leadtime
volmen de scrap
Reliability de las areas productivas
(Days) YTD= Average de los datos reales Act&Fcst= Average datos reales mas los datos pronosticados
transporte
=costo volmen y el tipo de cambio
tipo
Non-Scheduled Overtime de(%)ytotal YTD= Average de los datos reales Act&Fcst= Average datos reales mas los datos pronosticados
deempaque
=luz,
cambio gas,
monto
Cost aguadel
volmen
total y y
Total Mfg Cost per Vehicle (USD/Unit)
diesel
tipo detotal del inventario de material directo
=inventario
monto
Controlable Mfg. Cost volmen
per dey
Vehicle
cambio
costo el tipo de cambio
= monto tipo
total delventas de
inventario de material indirecto
Direct Hourly (Persons) / Assembly # personas
cambio
tipo de cambio
= Porcentaje
Indirect Hourly - Non-Skilled de variacin
(Persons) de lo real contra lo pronosticado
/ Assembly YTD=Ultimo mes Act&Fcst= Como se pretende cerrar en diciembre
Hourly (Persons) / Assembly = Costo YTD=Ultimo mes Act&Fcst= Como se pretende cerrar en diciembre
de
Salaried (Persons) / Assembly YTD=Ultimo mes Act&Fcst= Como se pretende cerrar en diciembre
transporte
Scrap Transport&Packaging tipo (USD/Unit)
de
Scrap Operations (USD/Unit) cambio
Energetics Cost (USD/Unit)
Inventory turnovers
Direct material inventory ( M. usd)
Indirect material inventory ( M. usd)
Budget attainment (% Act vs. Fcst)
Transportation cost (USD/Unit)
Mexico Operations
2013 Manufacturing Targets
Saltillo Van Assembly Plant
SAFETY
Injury Frequency Index
First Aid Index
Safety Certification (%)
Incident [#]
Near Misses [#]
Unsafe Conditions [#]
Unsafe Acts [#]
SMAT [%]
5 Ss Compliance [%]
Safety Tags [#]
Safety Tags Age Less than 30 days [%]
S-58 [%]
SEWOS (Open/Closed, activities and expansion)
JSRA (# Stations evaluated, 1 round/year) [#]

Mexico Operations
COST
Total Manufacturing Cost [$M '000]
Variable Perimeter Costs per Unit [$/unit ]
Fixed Perimeter Costs [$M '000]
Variable Perimeter Costs [$M '000]
Budget Savings [$M '000]
Main Loss reduction/area [%]
TSRs Compliance [%]
Scrap [USD/Unit]
FOCUSED IMPROVEMENT
Kaizen by White Collar [#]
Kaizen by Blue Collar [#]
Advanced Kaizen Completion [#]
Major Kaizen Completion [#]
Standard kaizen Completion [#]
Quick Kaizen Completion [#]

Mexico Operations
AUTONOMOUS & PROFESSIONAL MAINTENANCE

TCF Machines in Step 3 (AM) [#]
Paint Machines in Step 3 (AM) [#]
BIW Machines in Step 3 (AM) [#]
100 Days Plan Accomplishment (AM) (#)
TCF Machines in Step 3 (PM) [#]
Paint Machines in Step 3 (PM) [#]
BIW Machines in Step 3 (PM) [#]
190 Days Plan Accomplishment (PM) (#)
TCF Machines AM/PM [#] readacross
Paint Machines AM/PM [#] readacross
BIW Machines AM/PM [#] readacross
OLE (Body) [%]
OLE (Paint) [%]

Mexico Operations
OLE (TCF) [%]
TMS Compliance (%)

Mexico Operations
WORKPLACE ORGANIZATION
EHPU (Productivity) [Index]
WPI Implementation (#Station evaluated, 1 round/year)
QUALITY
Warranty (0-3 MIS )[C/1000]
Warranty (0-1 MIS) [C/1000]
CPA (Daily) [ASI]
VLO [VSI]
FTC (DRL [%] 6M)
Station Direct Run Loss [# C/1000]
Cpk Green + Yellow ( > 1.0) (%)
Cpk Green (> 1.33 ) (%)
Cp Green + Yellow ( > 1.0) (%)
Cp Green (> 1.33 ) (%)
LOGISTICS & SC
Mexico Operations
Capacity Attainment [%]
Order to Delivery [Days]
8% Savings in Perimeter Cost [$ 000]
PEOPLE DEVELOPMENT
Suggestions per Employee [#]
3 CDHM Payback [000 USD]
Gap closure vs Radar Chart [%]
Absenteeism Attackable [%]
Human Error Elimination [%]
BUL Efficiency ( Assessment) [%]
TL efficiency (assessment) [%]
ENVIRONMENTAL
Electricity Usage per unit [KWh/unidad
Well water Usage per unit [m3/unidad]
Gas Usage per unit [m3/unidad]

Mexico Operations
Waste generated kg/unit
Closed Environmental Conditions [%]
EMAT [#/Month]
WCM
WCM Route Map [Index]
People Involvement [%]
Corporate KPI
Vicepresident KPI
Plant KPI
2012
Improvement %
2013 SVAP Proposed (Target 2012 vs Target
YE Target Actual Dec 2012 2013)
0.00 NA T
A
0.96 NA T
A
100% NA T
A
24 NA T
A
300 NA T
A
1500 NA T
A
4500 NA T
A
80% NA T
A
90% NA T
A
60 NA T
A
95% NA T
A
100% NA T
A
100% NA T
A
263 NA T
A
2012
Improvement %
32.12 NA T
A
560.64 NA T
A
15.73 NA T
A
10.0 NA T
A
0.0 NA T
A
20% NA T
A
95% T
A
12 NA T
A
7 NA T
A
7 NA T
A
6 NA T
A
46 NA T
A
819 NA T
A
4340 NA T
A
2012
Improvement %
13 NA T
A
25 NA T
A
46 NA T
A
90% NA T
A
13 NA T
A
25 NA T
A
46 NA T
A
90% NA T
A
236 NA T
A
473 NA T
A
854 NA T
A
81% NA T
A
80% NA T
A
2012
Improvement %
80% NA T
A
95% NA T
A
2012
Improvement %
65 NA T
A
263 NA T
A
160 NA T
A
34.8 NA T
A
310 NA T
A
40 NA T
A
65% NA T
A
60 NA T
A
82% NA T
A
72% NA T
A
95% NA T
A
90% NA T
A
2012
Improvement %
90% NA T
A
6.5 T
A
133 NA T
A
7 NA T
A
158 NA T
A
90% NA T
A
1% NA T
A
90% T
A
95% NA T
A
95% NA T
A
1373 NA T
117216 A
8.8 NA T
276.39 A
162 NA T
886.69 A
2012
Improvement %
147 NA T
3469.38 A
90% NA T
A
3 NA T
A
35 NA T
A
90% NA T
A
JAN FEB MAR APR
0.00 0.00 0.00 0.00

0.00 0.00 0.00
0.96 0.96 0.96 0.96
0.00 2.35 1.56
100% 100% 100% 100%
100% 100% 100%
2 4 6 8
0 6 6
25 50 75 100
14 37 52
125 250 375 500
385 624 927
375 750 1125 1500
651 1112 1469
80.0% 80.0% 80.0% 80.0%
NA 95.2% 90.0%
60% 65% 70% 75.0%
71% 75.00% 73.00%
5 10 15 20
1036 1736 2396
80.0% 80.0% 80.0% 80.0%
83.8% 82.1% 84.9%
NA NA NA
100.0% 100.0% 100.0% 100.0%

100.0% 100.0% 100.0%
27 54 81 108
53 107 147
JAN FEB MAR APR
$ 2.76 $ 2.52 $ 2.59 $ 2.74

$ 2.23 $ 2.36 $ 2.38
$ - $ - $ - $ -
$ - $ - $ -
$ 1.87 $ 1.70 $ 1.67 $ 1.73
$ 1.32 $ 1.63 $ 1.39
$ 0.21 $ 0.20 $ 0.20 $ 0.20
$ 0.18 $ 0.24 $ 0.14
NA NA NA NA
NA NA NA NA
NA NA NA NA
0.0% 0.0% 0.0% 0.0%

0.0% 0.0% 0.0% 0.0%
0.6 1.2 1.8 2.3

0.4 0.5 0.8
0.6 1.2 1.8 2.3
0.0 0.0 0.1
0 0 0 0
0.0 0.0 0.0
0 0 0 10
0.0 0.0 0.0
83 166 249 332
50.0 54.0 90.0
362 724 1086 1448
0.0 3.0 55.0
JAN FEB MAR APR
0 0 0 3
0 0 0
0 0 0 19
0 0 0
0 0 0 11
0 0 0
30 60 70 80
35 60 77
0 0 0 1
0 0 0
0 0 0 1
0 0 0
0 0 0 1
0 0 0
0.0% 5.0% 10.0% 20.0%
0.0% 5.5% 12.0%

0 15 15 30
0 15 15
0 0 0 0
0 0 0
0 0 0 0
0 0 0
N/A N/A N/A
N/A N/A N/A

JAN FEB MAR APR
N/A N/A N/A
N/A N/A N/A

JAN FEB MAR APR
NA NA NA NA
NA NA NA 30
N/A N/A N/A N/A
N/A N/A N/A N/A
4000 1557 1346 680

2395 1909 1461 1160
3500 1480 1100 500
1542 1052 980 608
N/A N/A N/A N/A
N/A N/A N/A N/A
25 45 57 63
43 34 37 31
20 30 43 54
26 20 23 26
42 50 65 78
72 74 72 72
50 60 73 74
53 41 46 46
JAN FEB MAR APR
NA NA NA NA
NA NA NA NA
NA NA NA NA
0.6 1.2 1.8 2.4

1.07 2.67 4.1
0 0 0 0
0 0 0
NA NA 60% 65%
49%
1% 1% 1% 1%
0.58% 0.62% 0.62%
100% 100% 100% 100%
100% 100% 100%
NA NA NA NA
NA NA NA NA
64,382.55 96,635.23 64,388.64 62,986.76

315,742.18 55,097.79 137,579.56
412.6 618.9 446.9 437.2
1,017.0 143.9 286.8
14,680.49 21,491.49 10,802.59 5,797.51
8,909.37 1,289.02 1,182.07
JAN FEB MAR APR
3493.11 3511.53 3470.89 3484.39

12256.6 1359.2 4663.7
90.0% 90.0% 90.0% 90.0%
100.0% 100.0% 100.0%
3.0 3.0 3.0 3.0
3.0 3.0 4.0
1 2 6 10
1 2 6
60% 65% 70% 75%
62% 89% 89%
MAY JUN JUL AUG SEP
0.00 0.00 0.00 0.00 0.00
0.96 0.96 0.96 0.96 0.96
100% 100% 100% 100% 100%
10 12 14 16 18
125 150 175 200 225
625 750 875 1000 1125
1875 2250 2625 3000 3375
80.0% 80.0% 80.0% 80.0% 80.0%
80.0% 85.0% 90.0% 90.0% 90.0%
25 30 35 40 45
80.0% 80.0% 85.0% 85.0% 90.0%
100.0%
100.0% 100.0% 100.0% 100.0% 100.0%
135 162 189 216 243

MAY JUN JUL AUG SEP
$ 2.59 $ 2.10 $ 2.38 $ 2.49 $ 2.57
$ 1,220.00 $ 696.00 $ 485.00 $ 476.00 $ 463.00
$ 1.30 $ 1.17 $ 1.25 $ 1.23 $ 1.22
$ 0.86 $ 0.89 $ 1.08 $ 1.30 $ 1.28
NA NA NA NA NA
NA NA NA NA NA
NA NA NA NA NA
1138.0% 1167.3% 1212.9% 1209.2% 1193.1%

0.0% 0.0% 1199.7% 1182.6% 1204.8%
2.9 3.5 4.1 4.7 5.3
2.9 3.5 4.1 4.7 5.3
0 0 2 2 4
15 20 25 30 35
415 498 581 664 747
1810 2172 2534 2896 3258

MAY JUN JUL AUG SEP
3 0 7
0 0 20
0 0 36
85 90 90
13
25
46
40.0% 50.0% 60.0% 70.0% 80.0%
40 40 96 130 180
150 150 159 250 350
284 285 285 420 620

MAY JUN JUL AUG SEP
MAY JUN JUL AUG SEP
NA NA 69.77 67.42 66.44
60 90 120 150 180
N/A N/A N/A N/A N/A
N/A N/A N/A N/A N/A
521 521 359 347 310

1110 808 516
330 330 70 40 40
619 307 115
N/A 70 57% 65% 72%
0 20
N/A 500 416 332
0 207
65 68 70 73 76
50 56 56
55 62 65 67 69
46 50 47
80 88 92 93 94
75 84 83
67 76 77 78 79
65 75 73
MAY JUN JUL AUG SEP
NA NA 96% 96% 96%
NA NA 6.5 6.5 6.5
NA NA 0 0 0
3 3.6 4.2 4.8 5.4
0 0 26.5 53 79.5
70% 75% 80% 85% 90%
1% 1% 1% 1% 1%
100% 100% 100% 100% 100%
60% 65% 70% 75% 80%
60% 65% 70% 75% 80%
36,334.83 3,306,469.88 2,833.22 1,564.08 1,327.90
237.9 21,646.4 18.5 10.2 8.7
2,776.29 248,410.58 164.78 99.45 114.21

MAY JUN JUL AUG SEP
3507.27 47640 146.71 146.66 146.84
90.0% 90.0% 90.0% 90.0% 90.0%
3.0 3.0 3.0 3.0 3.0
11 15 16 20 22
80% 85% 90% 90% 90%

OCT NOV DEC
0.00 0.00 0.00
0.96 0.96 0.96
100% 100% 100%
20 22 24
250 275 300
1250 1375 1500
3750 4125 4500
80.0% 80.0% 80.0%
90.0% 90.0% 90.0%
50 55 60
90.0% 95.0% 95.0%
100.0%
100.0% 100.0% 100.0%
270 297 316

OCT NOV DEC
$ 2.93 $ 2.79 $ 2.64
$ 452.00 $ 463.00 $ 496.00
$ 1.25 $ 1.22 $ 1.44
$ 1.56 $ 1.34 $ 0.94
NA NA NA
NA NA NA
NA NA NA
1190.8% 1211.5% 1209.9%

1190.5% 1191.6% 1177.5%
5.8 6.4 7.0
5.8 6.4 7.0
4 6 6
40 45 46
830 913 996
3620 3982 4344

OCT NOV DEC
90.0% 90.0% 90.0%
236
473
854
OCT NOV DEC
OCT NOV DEC
65.93 66.14 66.71
210 240 263
N/A N/A 160
35 35 35
310 310 310
40 40 40
80% 87% 72%
248 246 400
78 79 80
70 70 70
95 95 95
80 81 82
OCT NOV DEC
96% 96% 96%
6.5 6.5 6.5
0 0 0
6 6.6 7.2
106 132.5 159
90% 90% 90%
1% 1% 1%
100% 100% 100%
85% 90% 95%
85% 90% 95%
984.07 1,064.89 1,497.45
6.4 7.0 9.1
100.39 206.24 305.48

OCT NOV DEC
146.71 146.57 146.86
90.0% 90.0% 90.0%
3.0 3.0 3.0
27 32 35
90% 90% 90%

Revision: 14-Febrero-2013
Comments
Comments
Comments
Comply at April just the model area , and 90% in July for expantion equipment AA and finally in Dec 90% for
readacross
Comments
Comments
Comments
Meta interna 14 al cierre de ao
Se iniciar con ahorros hard hasta el arranque de produccin regular
Retrasos importantes en las entregas de evidencias
Se esta considerando el ausentismo total.
Todos los que han salido se han analizado y no han vuelto a ocurrir
Estamos en el programa de entrenamiento, se inician las evaluaciones a partir del mes de Mayo
Comments
2011CY
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Worked

Total Injury (Index)

Gua para la clasificacin de Accidentes

PORCENTAJE DE ASISTENCIA: PORCENTAJE DE PERSONAL QUE SE PRESENTO A LABORAR EN EL TIEMPO

Acumulative Suggestion participation Percentaje:

JD Power TrackingStudy 830 (PPH) Total de defectos

Saltillo Van Assembly Plant

First Aid Index

Safety Certification (%)

Near Misses [#]

Unsafe Conditions [#]

Unsafe Acts [#]

Safety Tags [#]

Safety Tags Age Less than 30 days [%]

SEWOS (Open/Closed, activities and expansion)

JSRA (# Stations evaluated, 1 round/year) [#]

Saltillo Van Assembly Plant

Variable Perimeter Costs per Unit [$/unit ]

Fixed Perimeter Costs [$M '000]

Variable Perimeter Costs [$M '000]

Budget Savings [$M '000]

Main Loss reduction/area [%]

TSRs Compliance [%]

Kaizen by Blue Collar [#]

Advanced Kaizen Completion [#]

Major Kaizen Completion [#]

Standard kaizen Completion [#]

Quick Kaizen Completion [#]

Saltillo Van Assembly Plant

AUTONOMOUS & PROFESSIONAL MAINTENANCE

Paint Machines in Step 3 (AM) [#]

BIW Machines in Step 3 (AM) [#]

100 Days Plan Accomplishment (AM) (#)

TCF Machines in Step 3 (PM) [#]

Paint Machines in Step 3 (PM) [#]

BIW Machines in Step 3 (PM) [#]

190 Days Plan Accomplishment (PM) (#)

TCF Machines AM/PM [#] readacross

Paint Machines AM/PM [#] readacross

BIW Machines AM/PM [#] readacross

OLE (Body) [%]

OLE (Paint) [%]

Saltillo Van Assembly Plant

OLE (TCF) [%]

TMS Compliance (%)

Saltillo Van Assembly Plant

WPI Implementation (#Station evaluated, 1 round/year)

Warranty (0-3 MIS )[C/1000]

Warranty (0-1 MIS) [C/1000]

CPA (Daily) [ASI]

FTC (DRL [%] 6M)

Station Direct Run Loss [# C/1000]

Cpk Green + Yellow ( > 1.0) (%)

Cpk Green (> 1.33 ) (%)

Cp Green + Yellow ( > 1.0) (%)

Cp Green (> 1.33 ) (%)

Saltillo Van Assembly Plant

Capacity Attainment [%]

Order to Delivery [Days]

8% Savings in Perimeter Cost [$ 000]

3 CDHM Payback [000 USD]

Gap closure vs Radar Chart [%]