CAR 5 User Guide

Ford Motor Company 1
Capacity Analysis Report (CAR) User Guide
Capacity Analysis Report (CAR)

User Guide
Ford Motor Company

Supplier Technical Assistance (STA)
February 2014
Blue Italic font denotes new content from previous version.
2014 CAR Release 5.0 User Guide

TABLE OF CONTENTS
Topic Page
Introduction 3
• GPDS Schedule “A” Deliverables #25, #19, and #30
• The CAR Form Release 5
• GPDS Supplier Engagement Process Timeline
• CAR Form Architecture
Section A of CAR Form (For Deliverable #25, #19, and #30) 10
• GPDS Volume Communication
• Shared Loading Plan / Total Allocation Description
Section B of CAR Form (For Deliverable #25) 18
• Including Historical Mfg Performance Description
Section C of CAR Form (For Deliverable #25) 24
• Including Demonstrated OEE vs. Required OEE Analysis
Supplier Declarations and Notes 27
Reference 29
• Resolving Potential Capacity Risks
• OEE Calculation Worksheet
Process Flow Charts
• Capacity Planning – GPDS Schedule “A” Deliverable #25 32
• Phase 0 PPAP (Run @ Rate) – GPDS Schedule “A” Deliverable #19 33
• Phase 3 PPAP (Capacity Verification) – GPDS Schedule “A” Deliverable #30 34

INTRODUCTION
GPDS Schedule “A” Deliverables, the CAR Form and CAR Form Architecture
This manual is intended to assist in navigating the Ford Motor Company Capacity Analysis Report (CAR)
for New Model Launch Capacity, as well as post launch capacity change, including capacity extensions,
capacity uplifts and mix change studies. Sections containing a significant amount of new material are
highlighted in blue italics. Ford Motor Company requires that supplier sites demonstrate their ability to
satisfy Ford volume requirements (Average Production Weekly and Maximum Production Weekly) and
report them as the three deliverables (#25, #19 and #30) of the Global Product Development System
(GPDS). For further description of post launch capacity change, see the full training documentation at
the following location: https://www.lean.ford.com/cqdc/supplier_training.asp
Ford Motor Company utilizes Overall Equipment Efficiency (OEE) to assess the risk associated with the
supplier’s plan to demonstrate capacity requirements, as it incorporates the following three key
manufacturing performance elements:
1) Equipment Availability
2) Performance Efficiency
3) Quality Rate
GPDS begins capacity engagement early in the product development cycle at FDJ; up to 16 months
before Job 1. The intention is that, by beginning to look at capacity early on, potential risks can be
identified and addressed with significant minimization to launch risk and cost. At Site Visit #1 or #2 in
GPDS, a supplier’s plan for containing production volumes must be validated. Site Visits #3 and #4
further validate that the supplier's plan is capable of meeting volume requirements, coinciding with
Phase 0 PPAP and Phase 3 PPAP.
GPDS Supplier Engagement – Process Overview

The CAR Form can be used to satisfy the following GPDS Schedule “A” Deliverables:
Supplier
Schedule “A”
Engagement Phase GPDS Text
Deliverable
Visit
Capacity Planning:
#25 #1 or #2 Planning
Verify Supplier’s Demonstrated OEE (Surrogate) ≥ Required OEE
PPAP Phase 0:
#19 #3 PPAP Phase 0
Verify Supplier’s Demonstrated OEE (Run @ Rate) ≥ Required OEE
PPAP Phase 3:
#30 #4 PPAP Phase 3 Verify Supplier’s Demonstrated OEE (Capacity Verification) ≥
Required OEE
Satisfying the deliverables is accomplished through the use of the CAR Form with the same method,
regardless of which deliverable is targeted.
Capacity risks that are identified and

addressed early reduce risk to launch and
save significant cost to the program.
Phase 3 (CapVer)
Risk increases as the amount of time prior to
launch decreases. Risks must be addressed
with more urgency, and resolution may incur
higher cost.
Phase 0 (R@R)
Risk increases as the amount of time prior to launch
decreases. Risks must be addressed with more
urgency, and resolution may incur higher cost.
Capacity Planning GPDS Alignment:

Capacity Planning – Deliverable #25
Options for risk reduction are numerous
and concerns can be deliberated upon Phase 0 PPAP (R@R) – Deliverable #19
methodically without jeopardizing launch Phase 3 PPAP (Cap Ver) – Deliverable #30
and without excess cost to program.

The CAR Form is an Excel file containing the following eight (8) sheets:
Sheet Purpose
Identifies the submission requirements based on a Capacity Planner’s selection from choices
Introduction
in a dropdown list.
Assesses capacity risk by comparing new model Required OEE to Demonstrated OEE from
Capacity Planning surrogate processes. Completion of the Capacity Planning sheet with no identified risks
satisfies requirements for GPDS Schedule “A” Deliverable #25.
A sheet that must be completed for any shared processes – whether the process contains
Ford parts exclusively or a mix of Ford and non-Ford parts. Calculates minimum required
allocation adjusted for Demonstrated OEE for new model part and total percent allocation
Shared Loading
for processes. The calculations within the sheet are considered for Demonstrated OEE to
Plan
ensure that the total book of business within the specific process is not oversold and that
the allocation percentage entered on the Capacity Planning, Phase 0 PPAP (Run @ Rate) or
Phase 3 PPAP (Cap Ver) sheets is valid.
Phase 0 PPAP (Run
Phase 0 PPAP run. Completion of the Phase 0 PPAP (Run @ Rate) sheet with no identified
@ Rate)
risks satisfies requirements for GPDS Schedule “A” Deliverable #19.
Phase 3 PPAP (Cap
Phase 3 PPAP run. Completion of the Phase 3 PPAP (Cap Ver) sheet with no identified risks
Ver)
satisfies requirements for GPDS Schedule “A” Deliverable #30.
A sheet for calculation of Demonstrated OEE from surrogate or historical processes. The
main output from the Historical Mfg Performance sheet is the calculation of Average OEE
values for each process. Additionally, to build confidence in the supplier’s performance
Historical Mfg
data, the sheet also charts the OEE values to identify trends. Suppliers that have
Performance
demonstrated robust processes for calculating OEE (by definition) may opt to not complete
this sheet and (instead) provide their own data and calculations to Ford. It is recommended
that this sheet be revisited at each phase of capacity analysis.
Supplier Identifies the name and other attributes of the Capacity Planner and confirms how the sub-
Declarations and supplier(s) capacity was assessed. Also identifies remedies when certain data entry
Notes discrepancies exist throughout the Excel file. See note below.
Development Describes twelve enhancements to the CAR Form covering changes between two versions,
Notes 4.3 and 5.0.
Note: By 1st October 2014, Capacity Planners in the Ford GCP/MCPV Systems are required to take the
Capacity Analysis Report (CAR) Training, complete the assessment, and register as Certified Capacity
Planners in the GCP/MCPV Supplier Directory. Capacity Planners are responsible to update Ford
GCP/MCPV system with the latest Average and Maximum Purchased Part Capacity based on Ford CAR
requirements for Capacity Studies or on a Quarterly basis. Capacity Planner Certification must be
refreshed annually after reviewing the latest Capacity Analysis Report Training Material in the Ford
Supplier Portal.

The initial entry on the CAR Form is to be made using a dropdown menu located on the first sheet,
named Introduction. The user’s selection highlights a header with light-blue background that indicates
which CAR sheets should be submitted to Ford Motor Company. The dropdown menu contains seven
possible selections, identified below:
After a selection is made, the Introduction sheet identifies which of the other sheets in the CAR should be
submitted to Ford Motor Company.
Any CAR submission must include at least one of the three main sheets listed below:
1) Capacity Planning
2) Phase 0 PPAP (Run @ Rate)
3) Phase 3 PPAP (Cap Ver)
Note: for capacity uplift submissions, it is strongly recommended to include the Capacity Planning
Sheet with the Historical Mfg Performance table completed to demonstrate sustained operational
performance

The three main sheets function similarly, but require different inputs for Section B, depending on which
GPDS Schedule “A” Deliverable is targeted. The Capacity Planning sheet requires the entry of historical
or surrogate manufacturing performance data to calculate the Average Historical OEE. The Phase 0
PPAP (Run @ Rate) and Phase 3 PPAP (Cap Ver) sheets require data captured from the respective
observed run event to calculate Demonstrated OEE. The methodology behind each GPDS Schedule “A”
Deliverable is essentially the same, as represented below.
Section A Section B Section C

Calculating New Model Required Reviewing Supplier Demonstrated Identifying Gaps between New
OEE% for APW and MPW Volumes OEE% to Establish Confidence in Model Required OEE% and
Assumptions Demonstrated OEE%
INPUTS: INPUTS: OUTPUT:
Process Description Surrogate Data (Planning) Graphical Representation of
Planned Operating Pattern Phase 0 PPAP Run Data Required OEE vs.
Demonstrated OEE
Allocation Percent Phase 3 PPAP Run Data
Need for Action Plan
Scrap Rate, % Rework Input Depends on Development
Planned Ideal Cycle Time GPDS DELIVERABLE
Historical or Phased
Document Plan GPDS Deliverable Met
PPAP Run Analysis
The objective is the same for each GPDS Schedule “A” Deliverable: Demonstrated OEE must be greater
than or equal to Required OEE.
• Section A computes Required OEE.

• Section B computes the Demonstrated OEE. GPDS Schedule “A” Deliverable #25 is based on
historical data for similar processes. GPDS Schedule “A” Deliverables #19 and #30 are based on
the process capacity during their respective phased PPAP run events.
• Section C compares the Required OEE (Section A) to the Demonstrated OEE (Section B) to
determine if there is a capacity gap requiring an Action Plan.

Each of the three main sheets includes three sections. Section A is for Required OEE. Section B is for
Demonstrated OEE, and Section C is for Gap Analysis. The exhibit below displays one of the main sheets
(in this case Capacity Planning) along with portions of two other sheets, Shared Loading Plan (upper
left) and Historical Mfg Performance (lower left).
The Shared Loading Plan sheet contains 8 tables, which align with 8 process groups. These 8 tables are
linked by formulae to Section A of each of the three main sheets, Capacity Planning, Phase 0 PPAP (Run
@ Rate) and Phase 3 PPAP (Cap Ver). The formulae transfer Total % Allocation figures from tables of
the Shared Loading Plan into Section A7 of the corresponding processes in the applicable main sheet.
Note that the CAR Form is designed to reflect a single point in time. Therefore, unless data is manually
typed on the applicable main sheets that represent earlier points in time, the previously recorded shared
loading percentages will not be retained. Note also that as each main sheet is selected on the Shared
Loading Plan, any previously entered data from row U is overwritten. For example, when completing the
Shared Loading Plan for Phase 0, in order to present the Total % Allocation on the Capacity Planning
sheet, the Total % Allocation numbers previously appearing (on the Capacity Planning sheet) will have
to be entered manually on the Capacity Planning sheet.
Another feature of the Shared Loading Plan sheet is a requirement to enter the letter “x” into one of the
cells in the leftmost column of any applicable table (out of 8 possible tables) that aligns with processes
which require shared loading analysis. The letter “x” is used to identify which of the parts (or part
families) on the Shared Loading Plan is the Ford part that is being analyzed throughout the CAR. A
formula on the Supplier Declaration and Notes sheet compares the part number selected on the Shared
Loading Plan with the part number that appears on the applicable main sheet, either Capacity Planning,
Phase 0 PPAP (Run @ Rate) or Phase 3 PPAP (Cap Ver). Another formula on the Supplier Declaration

and Notes sheet indicates whether or not the part number marked with an “x” on the Shared Loading
Plan matches the part number identified on the applicable main sheet..
The Historical Mfg Performance sheet calculates the Average OEE for Section B of the Capacity Planning
sheet (see Average Historical OEE in Row Z). These values can also be overwritten on the Capacity
Planning sheet. This would be required in cases where the supplier calculates Average Historical OEE
with a method (and/or spreadsheet) different from the Historical Mfg Performance sheet. In these
cases, the supplier will generally be required to include supporting documentation to demonstrate the
calculation method used.
Linkage exists among the three main sheets as well. Data that is entered in Section A of the Capacity
Planning sheet automatically populates the corresponding fields of the Phase 0 PPAP (Run @ Rate)
sheet and the Phase 3 PPAP (Cap Ver) sheet. The purpose of these transfers is to eliminate manual
duplicate data input. At each subsequent stage of capacity validation, the information in Section A
should be reviewed and updated as appropriate. Note that the volume information in Section A2 (of
each of three main sheets) does not automatically transfer and must therefore be manually input.
When using more than one of the eight available tables in the Shared Loading Plan sheet, users should
revise the print range of the sheet to include all of the Shared Loading Plan tables that contain manually-
entered data. One method for changing the print range (using Excel 2010) is to highlight a new range of
cells, and then press and release each of the following four keys in succession: Alt-P-R-S.
Alternatively, instead of replacing the existing print range one could simply add to it. One method for
adding to a print range (using Excel 2010) is to highlight the range of cells that one wishes to add to the
current print range and then press and release each of these following four keys in succession: Alt-P-R-A.
Note that the difference between the two methods for revising a print range is simply the final step,
which involves pressing “A” to represent the Excel menu option “Add to Print Area”. The second method
(using Alt-P-R-A) can be repeated multiple times to add multiple noncontiguous sections to a print range.
Note that gray-shaded cells are generally protected in the CAR Form, because those cells contain
calculations and text which are not to be overwritten unless otherwise noted. Conversely, the non-
shaded cells in the body of each worksheet remain unprotected and are to be populated as appropriate.

SECTION A: New Model Required OEE

CAPACITY PLANNING, PHASE 0 PPAP (Run @ Rate), and PHASE 3 PPAP (Cap Ver)
For all GPDS Schedule “A” Deliverables, Section A is the same.
A1 Supplier & Part Information
Enter supplier information (Verified in SIM) and part information.
A2 Program Information and Capacity Requirements
Enter program code and model year.

Enter Average Production Weekly (APW) demand.
Enter Maximum Production Weekly (MPW) demand.
Select for Analysis: Use the dropdown menu (in cell U3) to identify which pair of APW and MPW values is to be used for
analysis (mandatory selection). If selection from the dropdown menu is left blank, then the value of good parts per week
will remain blank, as will the value of Required Good Parts per Week in section A5.
Source of Capacity Requirements: Use the dropdown menu (in cell P5) to select the item which most appropriately
identifies the source used for this analysis.
Date of Study: Enter the study date into cell G6 of the Excel file. Although a date can be input in any one of multiple
formats, the resultant display will appear in the following format: dd-Mmm-yyyy, where Mmm is a three-letter
abbreviation beginning with an uppercase letter.
For locating volume info for both vehicle level and power train level part numbers, from very early in GPDS through 14-
months before Job1 / MP1, external users should contact the Ford Buyer and internal users (within Ford) should contact
the Ford Buyer and Sales Operations Capacity Planning Contact (part of Marketing & Sales).
For locating part number volume info shipping to vehicle assembly plants from 14-months before Job1 through Job1 use
Global Capacity Planning (GCP), internal to Ford at https://www.capacityplanning.ford.com/GCPWeb/home.do or
through the supplier portal.
For locating part number volume info shipping to powertrain plants from 14-months before MP1 through MP1 use
MCPV, internal to Ford at https://web.mcpv.ford.com/mcpv/homePage or through the supplier portal.
For more information regarding volume sources, reference GPDS APQP/PPAP Element Work Instructions.
A3 Key Contacts
Enter key contact information.

A4 Planned Departmental Operating Pattern & Net Available Time
A Process Descriptions (in value stream order)

Enter process descriptions in value stream order (sequential; in series).
The CAR Form considers downstream in-process scrap losses to give a more accurate portrayal of upstream
volume requirements. As such, the processes must be entered in a single value-stream process flow. For
example, in the figure on the next page, the process descriptions on the Capacity Form, from left to right and
included in the red box, would consist of [OP10] Stamping, [OP20] Welding, [OP30] Assembly, and [OP50] End
Of Line (EOL) Tester. [OP25] Electrical Wiring, and [OP27] Electrical Assembly would not be included on the
main sheet – they are introduced to the process at assembly, and require using another CAR file.
Determining Single Value Streams for CAR Form
B Days / Week
Enter planned number of days per week (departmental) for each process.
APW volumes must be contained within a 5-day operating pattern, unless acceptable deviation is required
based on the process or cultural norms. If a value is entered greater than 5-days / week in the APW column,
the cell will turn YELLOW. If a value is entered greater than 6-days / week in the MPW column, the cell will
turn YELLOW. Operating patterns outside of the 5-day APW or 6-day MPW patterns signify the need for
additional alignment between Ford & the supplier.
Reference Global Terms & Conditions Capacity Planning Web-Guide.
C Shifts / Day
Enter planned number of shifts per day (departmental) for each process.
D Total Hours / Shift

Enter total hours per shift (departmental hours calculated from shift start to shift end) for each process.
E Contractual Planned Downtime – lunch, breaks, etc. (minutes/shift).

Enter contractually planned downtime minutes for lunch, breaks, etc. for each process.

F Allocation Percent (enter 100 for dedicated)

Enter the percentage of process time, including changeovers for shared processes, allocated to the new
model part number.
For each shared process (out of a maximum of 8 processes per CAR) a Shared Loading Plan sheet must be
nd
completed. Note that when the value stream includes more than eight major defined processes, a 2 CAR is
required.
More information about the completion of the Shared Loading Plan sheet can be found in Section A7. If
shared, reference the process-specific allocation percentage from the completed Shared Loading Plan sheet
to validate the allocation percentage value in Section A (of the applicable main sheet).
If Allocation Percent is entered in row F of the Capacity Planning sheet, then each of the four immediately
preceding cells (see A4 above) above should also contain a numerical value. Otherwise, the Excel error
message of #VALUE! will appear in row G of the corresponding columns of the other main sheets Phase 0
PPAP (Run @ Rate) and Phase 3 PPAP (Cap Ver). Note that an empty space is not always the same as the
numerical value of zero (0). A zero (0) must be entered as appropriate.
G CALCULATED. Net Available Time (hours per week)
G1 Planned Minutes per Changeover (into this part #)

If the CAR document is being used for part families instead of specific, individual part numbers, changeover
time must still be considered if applicable. During Capacity Planning, such changeover times are not included
in OEE calculations, so the input of changeover in Rows G1 and G2 are for reference only.
G2 Planned Changeover Frequency / Week (into this part #)

Changeover is considered unplanned downtime, consistent with OEE calculations.
A5 Required Good Parts / Week
H Percent of parts scrapped.

Enter the percent of parts that would be expected to be scrapped during the manufacturing steps of each
individual process. This figure may be based on historical surrogate performance.
J CALCULATED. Required Good Parts per Week to Support Next Process.

Each process’s scrap loss affects each subsequent process’s input requirements. This effect cascades through
the entire manufacturing value stream. The only known good part requirement, Ford’s weekly demand APW
and MPW, is the requirement of the final process in the analysis. As a result, the unique value stream volume
requirements must be calculated in reverse, as depicted in the graphic that appears on the following page of
this user guide. In the example, the Ford Volume Requirement is 2,500 units per week at APW. Considering the
1.0% scrap loss experienced in the final operation (Assembly), the previous process (Outsourced E-Coat) is
required to produce 2,526 units per week to the APW requirement, [2,500 units ÷ (1-(0.01))].
Note: There is no identified process prior to Casting (in the example on the following page). Casting (in this
example) has a 1.5% scrap loss. Therefore, the raw material required for Casting is 1.5% more than the required
output from the casting process. The required input to the casting process in the box labeled A5 is 2,890 and
3,353 for Avg and Max respectively.

In-Process Scrap Loss Considerations
Note that when a value stream includes more than eight (8) major defined processes, the required incoming
parts for the first process in that value stream will be used to link multiple CAR analyses. See section A6 for
details about linking multiple CAR Forms. This applies to each of the three main sheets: Capacity Planning,
Phase 0 PPAP (Run @ Rate) and Phase 3 PPAP (Cap Ver).
A6 Required OEE
K Ideal Cycle Time per Tool or Machine (sec / cycle).

For processes with multiple stations / operations, use the ideal cycle time of the constraint operation.
Further, the ideal cycle time is not the “engineering standard” including elements such as personal fatigue
and delay, or other OEE losses. Ideal cycle times are the designed cycle times for the operation, or best time
that is achieved and sustainable. Ask the question ‘if the process ran perfectly, what is the time from the
start of one cycle to the start of the next cycle?’
L # of Tools or Machines in parallel.

Enter the number of tools, lines, or machines that are planned to produce parts concurrently for the specific
process.
M # of identical parts produced per Tool or Machine Cycle.

Enter the number of identical parts that are produced per cycle (i.e., for a molding operation, does the mold
have multiple cavities?)
N CALCULATED. Net Ideal Cycle Time (sec / part).
P CALCULATED. Maximum Possible Parts / Week. This cell calculates the maximum number of parts that are
possible for production, given the Net Available Time (G) and the Net Ideal Cycle Time (N).
Q CALCULATED. Required OEE.

Specific to the individual process (including the effect of individual process scrap loss, the Required OEE is the
OEE that must be achieved by the process to support the volume requirements. The Required OEE is the
minimum level of efficiency that is required to support the demand. By definition, a Required OEE > 100% is
not possible. If the Required OEE > 100%, the cell will turn RED.

R Percent of parts reworked (re-run through process).

Only count on-line rework that is re-run through the process. Do not count off-line rework. If off-line rework
is significant, consider adding an additional process – elimination of off-line rework, insomuch as practical,
must always be a manufacturing goal.
S CALCULATED. Can process contain its own scrap, rework, and changeover loss assumptions? This cell will
turn RED if the Required # of Good Parts + Scrap + Changeover + Rework > Maximum Possible Parts, as will
the cell below (T).
T CALCULATED. % of Net Available Time (NAT) remaining for other availability and performance efficiency
losses (i.e., unplanned downtime).
* Enter any other assumptions for clarification.

This cell is intended for text input that may clarify the information input in Section A. For example, if the
process is utilizing tag-relief to avoid downtime, it can be documented here for clarification.
Max. Possible Parts & Loss Considerations
NOTE: Maximum Possible Parts & Loss Considerations

The maximum possible parts (P), is the maximum parts possible given the operating pattern, allocation
percentages, and cycle times assumed in Section A of the Capacity Planning document. The maximum
possible parts value is based on 100% OEE – the value does not account for any losses. The volume demand
for a specific operation is the required good parts (J), which has a direct correlation to the Required OEE (Q).
The relationship between the required good parts and maximum possible parts is the Required OEE.
Required OEE (Q) = Required Good Parts (J) ÷ Maximum Possible Parts (P).
A process may not be feasible if it cannot contain the Required OEE plus all loss assumptions. For example, if
a process has a Required OEE of 82%, and it is known that the process is expected to have significant scrap
and rework losses, the process may not be capable of containing the loss assumptions within the defined
operating pattern. Further, each process should expect to have a varying amount of availability and
performance efficiency losses, such as unplanned downtime, that will be identified by looking at surrogate
data in Section B.
Maximum Possible Parts (P) ≥ ∑ [Required OEE (Q) + Scrap (H) + Rework (R) + Changeover (G1&G2)]
Manufacturing operations are typically grouped by similar cycle times and by types of manufacturing
processes into a single process group on the CAR Form. If more than 8 process groups exist in a value

stream, then an additional CAR Form may be required to analyze the additional process groups. Note that
if parallel processes are present, then it is recommended that suppliers seek STA Engineering expertise to
help determine how best to set up the CAR Forms.
Manual Linking of Multiple Sheets where there are more than 8 Process Groups
When it is not possible to describe a manufacturing Value Stream with eight (8) or fewer processes, a second
CAR is generally required.
th th
The second CAR is to be completed to represent the 9 through 16 processes of the value stream. Since the
processes of a manufacturing Value Stream are represented on the CAR linearly by manufacturing step, the
second CAR will represent additional processes in the linear manufacturing Value Stream representation.
The Ford specified APW and MPW are used to define the capacity requirements of the CAR representing the
end of the value stream (the “End” CAR – “alpha” CAR, see below).
The capacity requirements of the preceding CAR (“beta” CAR, see below) are calculated on the “End”
(“alpha”) CAR. The capacity requirements for the “beta” CAR are the values calculated in section “A5” named
“Required Incoming Parts for XXXX”, where “XXXX” is the process description of Process 1 on the “End”
(“alpha”) CAR.
If more than two CARs are needed (more than 16 processes), an additional “First” CAR (“delta” CAR, see
below) can be linked in the same manner.
“Alpha”
Sheets in the Value Stream are arranged linearly by manufacturing step CAR
section A5
Sheet in First CAR (delta) Sheet in Second CAR (beta) Sheet in Third CAR (alpha)
Process Groups 1 through 8 Process Groups 9 – 16 Process Groups 17 – 24
OP#:
A7 Shared Process – Total Allocation Plan – Required for operations that are shared / cross loaded
U Enter Total % Allocation from Shared Loading Plan sheet.
Where the Allocation Percent (Row F on main sheet) is not 100%, a Total % Allocation value must be
determined for each process supporting APW and MPW. This is accomplished by completing the Shared
Loading Plan. To complete a Shared Loading Plan for a process, the following information is required:
• Required Good Parts per Week volume information, along with the NICT (Net Ideal Cycle Time), for
all parts (Ford and non-Ford) that are planned for production on the specific process;
• Average Demonstrated OEE from most recent production performance data.
Note: The Required Good Parts per Week entered for each process step into the Shared Loading Plan must
compensate for downstream scrap loss, for all part numbers identified on the Shared Loading Plan for each
process.

The intention of the Shared Loading Plan is two-fold. First, it validates the allocation percentage for the
process, adjusted for the Demonstrated OEE (not available until after Section B is completed). Second, it
validates that the equipment / process is not oversold considering the total book of business on the process.
If there is more than one process that is shared, the corresponding process on the Shared Loading Plan sheet
must be completed for each shared process. Eight shared loading processes are available in the worksheet. In
the top of the Shared Loading Plan sheet, data should match the operating patterns detailed in Section A of
the current analysis (Capacity Planning, Phase 0 PPAP (Run @ Rate), or Phase 3 PPAP (Cap Ver) sheet,
including Days/Week, Shifts/Day, and Contractual Planned Downtime. For Required Good Parts/Week, the
same methodology used for calculating Row J on the Capacity Planning sheet should be used, incorporating
in-process scrap loss. This is the case for all shared parts identified, not just the analyzed part marked with an
“x” in the left hand column. Likewise, the NICT should be transferred from Row N of the current analysis
sheet, either Capacity Planning, Phase 0 PPAP (Run @ Rate), or Phase 3 PPAP (Cap Ver).
When transferring NICT information, the number of tools or machines in parallel and the number of identical
parts produced per cycle must be considered (Rows L and M from the analysis sheets). Any other known
allocation percentages (i.e., changeovers, planned downtime, etc.) can be included in the “Other %
Allocation” cells. Additionally, Tool Changeover Time should be entered to validate that all changeover times
are similar. Note that the input of changeover on the Shared Loading Plan sheet does not impact calculation.
Demonstrated OEE:
Enter average OEE from most
recent production performance
data, Historical Mfg Performance
sheet may be used for this
calculation.
Ford Part # or “Non-

Ford”:
Include parts that will be produced
on shared equipment during model
year production period.
% Allocation, Min.
Required:
Based on the operating pattern,
volume requirements, NICT, and
adjusted for the Demonstrated
OEE, this is the Minimum
Total % Allocation:
Required % Allocation for the Considering all production planned
specific part number, used to for the shared process, adjusted
validate the % Allocation planned for Demonstrated OEE, the Total %
(at Planning, Phase 0, or Phase 3). Allocation must be less than 100%,
or the equipment is oversold.
NOTE: Validating Allocation Percentages

For the individual part number (or family) on which analysis is being performed, it is important to compare
the “% Allocation, Minimum Required” column from Shared Loading Plan to the Allocation Percent (F) from
the applicable phase of study (i.e., Capacity Planning, Phase 0 PPAP, or Phase 3 PPAP). Note that the
Allocation Percent entered in Section A is the supplier’s planned allocation percent – which has a direct effect
on the calculated Required OEE for the shared process.
The Allocation Percent (row F in Section A of the main sheet) must be either equal to or more than the
corresponding % Allocation Minimum Required on the Shared Loading Plan for the applicable process. If the
% Allocation Minimum Required on the Shared Loading Plan is more than the Allocation Percent identified in

Row F Section A of the capacity analysis (main) sheet, then an action plan should be developed to resolve the
discrepancy. Opportunities to resolve the gap, may include the following:
• [Preferred] Improve the Demonstrated OEE for the shared process, since the Demonstrated OEE
performance data is used to adjust the % Allocation Minimum Required value;
• Reduce the Net Ideal Cycle Time required (also must be adjusted in Section A);
• Increase the planned Allocation Percent (F) in Section A to coincide with the % Allocation Minimum
Required.
• Where the demonstration run indicates insufficient capacity (Total % Allocation > 100%), be sure to
include all relevant part numbers in the Shared Loading Plan for that particular process and
equipment set.
Similarly, it is undesirable to have a % Allocation Minimum Required that is significantly less than the
Allocation Percent (Row F in Section A). Such a condition indicates that the supplier’s plan is giving too much
allocation to the Ford part, which could have potential commercial implications.
Note 1: The part being analyzed (on a main sheet of the CAR Form) is to be identified manually in the Shared
Loading Plan by entering an “x” in the left column next to the appropriate part number.
Note 2: If the Historical Mfg Performance sheet is not used to calculate the demonstrated OEE, then
document the source and calculation method of the demonstrated OEE in the NOTES area of the applicable
main sheet. This area is formatted to permit manual free text entry. In the Capacity Planning sheet, the
NOTES area appears at cell location B71 below the word NOTES and below the words Capacity Study Number.

SECTION B: Supplier Demonstrated OEE – Surrogate Historical Performance

CAPACITY PLANNING [GPDS Schedule “A” Deliverable #25]
The instructions on the following two pages only relate to Section B of the Capacity Planning sheet. For
instructions related to one of two other GPDS Schedule “A” Deliverables, refer to the appropriate one of the other
two Section B Instructions.
B1 Historical Performance (from Historical Mfg Performance Summary)
V Supplier Name.
Enter supplier name.
W Supplier Location.
Enter supplier location.
X Site Code for Surrogate Process.

Enter site code for surrogate processes.
Y Surrogate Customer & Program Reference (e.g., Ford P221) and List Reference Surrogate Process (e.g.,
Stamping Press #12).
Enter customer and program and reference process information. If the customer is non-Ford, simply enter
“non-Ford”.
Z AUTO-LOAD from Historical Mfg Performance Sheet. Average Surrogate or Historical OEE.
To complete cell Z, a supplier must complete the Historical Mfg Performance sheet, or demonstrate that they
calculate OEE using a formula recognized within the industry. Cell Z can be over-written to allow for supplier-
calculated OEE data.
The calculation for OEE is based on Availability, Performance Efficiency, and Quality Rate, as follows:
Note that the above formula can be algebraically simplified to require only three inputs to measure the ratio
of good parts produced divided by the maximum parts possible:
GPP: Total Good Parts Produced (number of good parts produced through a process in a week);
NICT: Net Ideal Cycle Time (seconds / part of the specific surrogate process – consider the number of
tools or machines in parallel and the number of identical parts produced per cycle); and
NAT: Net Available Time (hrs/week during which production was planned for the subject part,
including all unplanned downtime and changeovers for shared processes).
The Historical Mfg Performance sheet requires the input of the above three characteristics for each process

for 25 data points, which, mathematically, will generate OEE data. The resultant OEE for each data point is
then averaged to be used as a Demonstrated OEE for the Capacity Planning phase.
The data used to populate the Historical Mfg Performance sheet should be actual production data, obtained
from production logs or production boards. The integrity of the data is of paramount importance for the
successful analysis of Surrogate OEE, and for the completion of GPDS Schedule “A” Deliverable #25.
Inputs:
GPP: Good Parts Produce
NICT: Net Planned Ideal Cycle Time
NAT: Net Available Time
OEE =
OEE cannot physically be greater than

100%. When the value for OEE is
greater than 100% an error in either
Output: data collection or data input likely
Average Surrogate (Demonstrated) OEE exists. One possible source of this error
is an overstated Net Ideal Cycle Time
Historical Mfg Performance sheet performs an evaluation of each process’s data to generate the following:
1) Average OEE, which is used for comparisons on the Capacity Planning sheet, and
2) Trends in the OEE, graphed by process, to identify the stability of the production data and
potentially identify inconsistencies.
A calculated OEE value for a single data point should not be greater than 100%, as an actual OEE over 100% is
physically impossible. Should a data point reflect such error, there is likely confusion about the NICT for the
process, or the NAT is understated. Inputs should be raw data, rather than data adjusted for supplier’s
efficiency loss expectations.
The Average Historical (or Surrogate) OEE (from row Z) is required for use on the Shared Loading Plan for
processes that are shared.
IMPORTANT NOTES:
1. Depending on the availability of production data, it may be required to initiate the acquisition of
data for calculation of OEE and subsequent required analysis.
2. Where historical OEE is not as anticipated for the process or is over 100%, a first step is to confirm
the actual cycle time (for the Net Ideal Cycle Time value).
B2 CALCULATED. Process Specific Weekly Part Estimate
The Process Specific Weekly Part Estimate is a calculation that takes into consideration the Maximum Parts Possible /
Week (P) and adjusts it based on the demonstrated (surrogate) OEE. The cell will turn RED if the Process Specific Weekly
Part Estimate (B2) is less than the required good parts / week to support next process (J). This cell is directly correlated to
OEE – if the Process Specific Weekly Part Estimate is less than the required good parts / week, it is given that the
Demonstrated OEE is also less than the Required OEE (C).
OVERALL PROCESS PREDICTED GOOD PARTS / WEEK

If all processes are assessed GREEN / OK, then refer to the box in Section C.
If any process is assessed RED / RISK or OEE > 100%, a capacity gap exists and the value in row B2 is not a reliable
estimate.

SECTION B: Supplier Demonstrated OEE – Phase 0 PPAP (Run @ Rate)

Phase 0 PPAP (Run @ Rate) [GPDS SCHEDULE “A” Deliverable #19]
The instructions on the following two pages only relate to Section B of the Phase 0 PPAP (Run @ Rate) sheet. For instructions
related to one of two other GPDS Schedule “A” Deliverables, refer to the appropriate one of the other two Section B
Instructions.
B1 Equipment Availability
The amount of time the machine or process was available to be run compared to the amount of time that it was
scheduled to run. Equipment availability cannot be greater than 100%.
V Total Available Time (ACTUAL changeover time in minutes NOT Included for Shared).
Total Available Time for Phase 0 is not comparable to Total Available Time for Phase 3, because Total
Available Time represents the time that the machine is assigned to a part. For Phase 3, that Total Available
Time includes demonstrated changeover time. For Phase 0, Total Available Time does not include
changeover time.
W Planned Downtime – lunches / breaks / meetings (minutes).
X CALCULATED. Net Available Time (minutes). Does not include changeover time, see note in section V
above.
Y NOT REQUIRED. Shared Equipment Changeover Time ACTUAL (minutes).
Z CALCULATED. Shared Equipment Changeover Time Weekly Scaled (minutes).

The changeover time used is based on the changeover assumptions in Section A4, Rows G1 & G2. A
demonstrated changeover is not required at Phase 0; however, the assumed impact of the changeover
activities must be accounted for. The calculated shared equipment changeover time in Row Z is scaled to
compare the changeover time to the net available time of the run. This allows the Demonstrated OEE to be
properly influenced by a changeover without the difficulty of actually demonstrating a changeover. This
allows meaningful comparison to the Required OEE in Section A.
AA CALCULATED. Net Available Time with Scaled Changeover (minutes).
AB Observed Unplanned Downtime (minutes).
AC CALCULATED. Operating Time (minutes).
AD CALCULATED. Equipment Availability.
B2 Performance Efficiency
Determines how closely equipment or process runs to its ideal cycle time. Performance Efficiency cannot be greater
than 100%.
AE Total Parts Run (Good, Bad, and Reworked).
AF Planned Net Ideal Cycle Time (seconds / part).

Carried from Row N, but may be over-written per Planned Net Ideal Cycle Time (NICT) for Phase 0 Run @
Rate. If fewer tools, machines, or cavities are used for the Phase 0 Run, please take this into account when

calculating and entering the Planned NICT.
AG CALCULATED. Performance Efficiency.
AH CALCULATED. “Availability” and/or “Performance Efficiency” Losses Not Captured (minutes).

Losses that are not captured indicate incomplete data collection methods, or problems with the raw data
(may include downtime not captured, inaccurate cycle time, incorrect total available time, etc.)
Note: This is also known as Missing in Action (MIA), the time not used to make parts. Missing in Action time
is the difference between the time actually used to make the parts and the time that would have been used
to make the same number of parts at the ideal cycle time.
B3 Quality Rate
The total number of good parts produced compared to the total number of parts run. Quality Rate cannot be greater
than 100%.
AJ # Parts Scrapped
Percent Scrapped is calculated in the column to the right (# Scrapped / Total Parts). If percent scrapped is
greater than planned (H), cell turns YELLOW. An action plan may be desired to close gap between plan and
actual.
AK # Parts Reworked
Percent Reworked is calculated in the column to the right (# Reworked / Total Parts). If percent reworked is
greater than planned (R), cell turns YELLOW. An action plan may be desired to close gap between plan and
actual.
AL CALCULATED. Quality Rate.
B4 CALCULATED. Overall Equipment Effectiveness (OEE)
A measure of the ability of a piece of equipment or process to consistently produce a part which meets quality
standards at the designed cycle rate without disruption.
AM Phase 0 OEE (Scaled for Shared Process Changeovers)
Week (P) and adjusts it based on the demonstrated (surrogate) OEE. The cell will turn RED if the Process Specific
Weekly Part Estimate (Section B5) is less than the required good parts / week to support next process (J). This cell is
directly correlated to OEE – if the Process Specific Weekly Part Estimate is less than the required good parts / week, it is
given that the Demonstrated OEE is also less than the Required OEE (Section C).

estimate.
B6 Observed Average Cycle Time (seconds per full cycle)
Collect 15-20 cycles and calculate average; used to determine validity of the Phase 0 parts for Phase 1 PPAP Production
Validation (PV) Testing. For processes with multiple operations, use the constraint cycle time.

SECTION B: Supplier Demonstrated OEE – Phase 3 PPAP (Capacity Verification)

Phase 3 PPAP (Cap. Ver.) [GPDS SCHEDULE “A” Deliverable #30]
The instructions on the following two pages only relate to Section B of the Phase 3 PPAP (Cap Ver) sheet. For instructions
related to one of two other GPDS Schedule “A” Deliverables, refer to the appropriate one of the other two Section B
Instructions.
B1 Equipment Availability
The amount of time the machine or process was available to be run compared to the amount of time that it was
scheduled to run. Equipment availability cannot be greater than 100%.
V Total Available Time (includes ACTUAL changeover time for Shared).

Total Available Time for Phase 0 is not comparable to Total Available Time for Phase 3, because Total
Available Time represents the time that the machine is assigned to a part. For Phase 3, Total Available Time
includes demonstrated changeover time. For Phase 0, Total Available Time does not include changeover
time.
W Planned Downtime – lunches / breaks / meetings (minutes).
X CALCULATED. Net Available Time (minutes). Includes demonstrated changeover time. See note in section V
above.
Y Shared Equipment Changeover Time ACTUAL (minutes).

Time used should be the amount of time to changeover INTO this specific part number. If changeover time is
greater than planned (G1), cell turns YELLOW. An action plan may be desired to close gap between plan and
actual.
Z CALCULATED. Shared Equipment Changeover Time Weekly Scaled (minutes).

The changeover time used is based on the actual changeover time entered in Row Y. Similar to the Phase 0
scaling of changeover time, the influence of Phase 3 PPAP’s demonstrated changeover has been adjusted to
allow more appropriate and meaningful impact of the changeover to available time and subsequent OEE
calculation
AA CALCULATED. Net Available Time with Scaled Changeover (minutes).
AB Observed Unplanned Downtime (minutes).
AC CALCULATED. Operating Time (minutes).
AD CALCULATED. Equipment Availability.
B2 Performance Efficiency
Determines how closely equipment or process runs to its ideal cycle time. Performance Efficiency cannot be greater
than 100%.
AE Total Parts Run (Good, Bad, and Reworked).
AF CALCULATED. Net Ideal Cycle Time (seconds / part).

AG CALCULATED. Performance Efficiency.
AH CALCULATED. “Availability” and/or “Performance Efficiency” Losses Not Captured (minutes).

Losses that are not captured indicate incomplete data collection methods, or problems with the raw data
(may include downtime not captured, inaccurate cycle time, incorrect total available time, etc.).
Note: This is also known as Missing in Action (MIA), the time not used to make parts. Missing in Action time
is the difference between the time actually used to make the parts and the time that would have been used
to make the same number of parts at the ideal cycle time.
B3 Quality Rate
The total number of good parts produced compared to the total number of parts run. Quality Rate cannot be greater
than 100%.
AJ # Parts Scrapped
Percent Scrapped is calculated in the column to the right (# Scrapped / Total Parts). If percent scrapped is
greater than planned (H), cell turns YELLOW. An action plan may be desired to close gap between plan and
actual.
AK # Parts Reworked
Percent Reworked is calculated in the column to the right (# Reworked / Total Parts). If percent reworked is
greater than planned (R), cell turns YELLOW. An action plan may be desired to close gap between plan and
actual.
AL CALCULATED. Quality Rate.
B4 CALCULATED. Overall Equipment Effectiveness (OEE)
A measure of the ability of a piece of equipment or process to consistently produce a part which meets quality
standards at the designed cycle rate without disruption.
AM Phase 3 OEE (Scaled for Shared Process Changeovers)
Week (P) and adjusts it based on the demonstrated (surrogate) OEE. The cell will turn RED if the Process Specific
Weekly Part Estimate (Section B5) is less than the required good parts / week to support next process (J). This cell is
directly correlated to OEE – if the Process Specific Weekly Part Estimate is less than the required good parts / week, it is
given that the Demonstrated OEE is also less than the Required OEE (Section C).

estimate.
B6 Observed Average Cycle Time (seconds per full cycle)
Collect 15-20 cycles and calculate average; used as confirmation that the cycle time continues to be production
representative. For processes with multiple operations, use the constraint cycle time.

SECTION C: Gap Analysis – Required OEE vs. Demonstrated OEE

CAPACITY PLANNING [GPDS Schedule “A” Deliverable #25]
Section C, like Section B, is different for each main capacity analysis sheet (Capacity Planning, Phase 0
and Phase 3). Section C provides a graphical and tabular summary of capacity risk, showing the
relationship between Demonstrated OEE and Required OEE.
C CALCULATED. Confirm that Demonstrated OEE ≥ Required OEE.
For the graphical representation, there are three possible outcomes for each process.
1) If the Demonstrated OEE < Required OEE, the process is a capacity risk
An Action Plan must be developed to resolve the capacity gap. During Capacity Planning, there should be ample time
to implement improvements to minimize risk to launch.
2) If the Demonstrated OEE or Required OEE > 100%, there is an error.

OEE cannot be greater than 100% for Demonstrated OEE, nor can it be greater than 100% for Required OEE.
3) If the Demonstrated OEE ≥ Required OEE, the individual process at APW or MPW is not a capacity risk for the
capacity assumptions used in the analysis.
If there is an identified gap between Demonstrated OEE and Required OEE, such as in outcome #1 above, the resolution
process can vary greatly based on the conditions at the supplier, the reasons for the gap, etc.
Predicted Good Parts per Week for Capacity Planning
This table provides a copy of the required capacity and, for comparison, the planned capacity based on the Planning
assumptions. Similar to the Gap Analysis graphic, if the planned capacity values are less than the required capacity, an
action plan must be developed to resolve the capacity gap. See the first part of reference section, labeled Resolving
Potential Capacity Risks.


Phase 0 PPAP (Run @ Rate) [GPDS SCHEDULE “A” Deliverable #19]
Section C, like Section B, s different for each main capacity analysis sheet (Capacity Planning, Phase 0
and Phase 3). Section C is a graphical representation of capacity risk, showing the relationship
between Demonstrated OEE and Required OEE.
An Action Plan must be developed to resolve the capacity gap. During Capacity Planning, there should be
ample time to implement improvements to minimize risk to launch.

OEE cannot be greater than 100% for Demonstrated OEE, nor can it be greater than 100% for Required
OEE.
3) If the Demonstrated OEE ≥ Required OEE, the individual process at APW or MPW is not a capacity risk
for the capacity assumptions used in the analysis.
If there is an identified gap between Demonstrated OEE and Required OEE, such as in outcome #1 above, the
resolution process can vary greatly based on the conditions at the supplier, the reasons for the gap, etc.
Predicted Good Parts per Week for Phase 0 (Run @ Rate)
This table provides a copy of the required capacity and, for comparison, the capacity demonstrated during the
Phase 0 run and based on the Phase 0 assumptions and operating conditions. Similar to the Gap Analysis
graphic, if the planned capacity values are less than the required capacity, an action plan must be developed to
resolve the capacity gap. See the first part of reference section, labeled Resolving Potential Capacity Risks.


Phase 3 PPAP (Cap. Ver.) [GPDS SCHEDULE “A” Deliverable #30]
Section C, like Section B, s different for each main capacity analysis sheet (Capacity Planning, Phase 0
and Phase 3). Section C is a graphical representation of capacity risk, showing the relationship
between Demonstrated OEE and Required OEE.
An Action Plan must be developed to resolve the capacity gap. During Capacity Planning, there should be
ample time to implement improvements to minimize risk to launch.

OEE cannot be greater than 100% for Demonstrated OEE, nor can it be greater than 100% for Required OEE.
3) If the Demonstrated OEE ≥ Required OEE, the individual process at APW or MPW is not a capacity risk for
the capacity assumptions used in the analysis.
If there is an identified gap between Demonstrated OEE and Required OEE, such as in outcome #1 above, the
resolution process can vary greatly based on the conditions at the supplier, the reasons for the gap, etc. See first
part of reference section, labeled Resolving Potential Capacity Risks.
“Predicted Good Parts per wk” (Week) for Phase 3 PPAP (Cap Ver)
Similar to the Capacity Planning and Phase 0 PPAP (Run @ Rate) sheets, this table provides a copy of the required
capacity (APW/MPW) and, for comparison, the capacity demonstrated during the Phase 3 Capacity Verification
run. The supplier is required to enter into this table its commitment for capacity available to Ford for the part or
part family analyzed in this Capacity Analysis Report. The commitment is also entered as the Average Purchase
Part Capacity (APPC) and the Maximum Purchase Part Capacity (MPPC) into the applicable capacity planning
system, either GCP or MCPV. The capacity commitment must not exceed the Phase 3 demonstrated capacity, but
must also meet the required capacity APW/MPW.
Note: If APW/MPW requirements are not met during the Capacity Verification run, the supplier must still
enter the APPC and MPPC commitments onto the CAR and into GCP or MCPV
Where the Capacity Analysis Report (CAR) is being completed in response to a capacity study, the Capacity Study
number is entered in the notes area below this table. This feature is available on all three analysis sheets, also
referred to as the “Main” capacity analysis sheets, which are listed again below for reference:
1) Capacity Planning
2) Phase 0 PPAP (Run @ Rate)
3) Phase 3 PPAP (Cap Ver)

SUPPLIER DECLARATIONS AND NOTES
As noted on page 5 of this user guide, by 1st October 2014, Capacity Planners in the Ford GCP/MCPV Systems are required to
take the Capacity Analysis Report (CAR) Training, complete the assessment, and register as Certified Capacity Planners in the
GCP/MCPV Supplier Directory. Capacity Planners are responsible to update Ford GCP/MCPV system with the latest Average and
Maximum Purchased Part Capacity based on Ford CAR requirements for Capacity Studies or on a Quarterly basis. Capacity
Planner Certification must be refreshed annually after reviewing the latest Capacity Analysis Report Training Material in the
Ford Supplier Portal.
The sheet labeled Supplier Declarations and Notes contains a table on which Information and alerts are identified by item
numbers in the left hand column (titled “Item #”). A description of each item appears in a cell adjacent to the corresponding
item number. To the right of the item number 1, a cell with light blue background is reserved for the supplier to indicate from
selections in a dropdown menu (Yes/No) whether or not all sub-supplier capacity has been verified. See image below:
To the right of the item number 2, a cell with light blue background is reserved for the supplier to indicate, from one of five
selections in a dropdown menu, which method the supplier used to complete sub-tier supplier capacity analysis. See image
below:
If the answer to the second item is “Other”, then a green shaded cell appears to the right, formatted for free text data entry, and
the instruction to describe further appears in bold black font. See image below:
The next three items (items 3 through 5) are also highlighted with light blue background and are reserved for Certified
Capacity Planner input by the supplier. See image below:

When triggered by potential discrepancies within the previous sheets of the CAR Form, the remaining gray shaded cells (item
numbers 6 through 41) contain information about those discrepancies. The cells to the right of the gray shaded cells provide
more detailed information and include recommendations about how to proceed. A summary of all items on the sheet labeled
Supplier Declarations and Notes appears below, followed by a sample image of the sheet as it appears prior to user input.
Item numbers 1-2: Sub-tier supplier verification (user input)

Item numbers 3-5: Information about the Capacity Planner (user input)
Item number 6: Work Pattern Alert
Item numbers 7-9: Study Date Alerts
Item numbers 10-18: Shared Loading Plan Information and Alerts
Item numbers 19-21: OEE Alerts
Item number 22: Data Validation for Marked Part in the Shared Loading Plan
Item numbers 23-40: Allocation % Alerts
Item number 41: Current System Date

REFERENCE: OVERALL EQUIPMENT EFFECTIVENESS (OEE)

Resolving Potential Capacity Risks
There are two methods for closing capacity gaps. Suppliers can improve Demonstrated OEE and/or
they can reduce Required OEE. The first option (improving Demonstrated OEE) is the preferred option
and is highlighted in red on the graphic below. Note that both options can be used concurrently.
Reduce cycle times, increase equipment

Improve Improve Demonstrated OEE
availability through downtime reduction
Demonstrated OEE through implementation of
(MTBF, MTTR), revisit line balancing, reduce
(Preferred) lean practices.
scrap and rework, etc.
Reduce Required OEE
Reduce Required through changes in the
Increase the number of hours planned for
OEE part production, adding equipment or
planned operating
(Not Preferred) manpower, adjust planned allocation, etc.
patterns.

Improving Demonstrated OEE (preferred):

To improve Demonstrated OEE, concentrate on the individual elements of OEE – Availability, Performance Efficiency, and Quality
Rate. By reviewing the process and applicable demonstration data, improvement opportunities will likely fall within one of the
three elements. Enablers that assist in improving Demonstrated OEE include:
Availability
Track & Pareto Losses to Reduce Unplanned Downtime;
Identify Special & Common Causes;
Analyze Mean Time Between Failure (MTBF) and Mean Time To Repair (MTTR);
Utilize Rapid-Response Maintenance Teams;
Review Preventative Maintenance Schedules for optimization;
Prioritize Equipment for Maintenance Activities;
For shared equipment, reduce changeover times.
Performance Efficiency
Implement Production Boards to ensure Performance to Constraint Ideal Cycle Time;
Identify Blocked & Starved Conditions, Including the installation of strategic buffers to prevent such conditions;
Ensure Cycle Times Support Takt Time Requirements;
Machine / Equipment – IE Study to Identify Gap, and Assignment of Appropriate Technical Resources for Closure;
Address Operator Shortages, Imbalanced Work, and Lack of Standardization.
Quality Rate
Track, Pareto, and Reduce Scrap & Rework Losses;
Install Poke Yokes or Other Error Proofing Devices;
Communicate Good vs. Bad Parts (Boundary Samples);
Allocation of Problem Solving Resources and Process Experts to Launch.
For small subsets of data, it is beneficial to use the OEE Calculation Worksheet (pictured below) to identify the specific
component(s) of OEE that require improvement.
Reducing Required OEE (not preferred):

Although traditionally associated with increased cost, reducing Required OEE during early phases of capacity planning may be
possible without potential commercial implications. Opportunities may include
Adjusting Machine & Equipment Design for Reduced Cycle Times (including both value-added and non-value-added
time within the operation);
Track & Optimize Cycle Times during Ramp Up;
Investigate Incremental Tooling Upgrades;
It may be required to simply adjust the operating pattern by expanding planned shifts, increasing hours, increasing allocation
percentages, or reducing breaks (by incorporating items such as tagged relief, etc.)

REFERENCE: OVERALL EQUIPMENT EFFECTIVENESS (OEE)

Calculation Worksheet
The Purpose of this exhibit is to demonstrate a method for calculating OEE

PROCESS FLOW CHART

Capacity Planning – GPDS SCHEDULE “A” Deliverable #25

PROCESS FLOW CHART

Phase 0 PPAP (Run @ Rate) – GPDS SCHEDULE “A” Deliverable #19

PROCESS FLOW CHART

Phase 3 PPAP (Capacity Verification) – GPDS SCHEDULE “A” Deliverable #30

CAR 5 User Guide

Caricato da

Informazioni sul documento

Descrizione originale:

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

CAR 5 User Guide

Caricato da

Copyright:

Formati disponibili

Ford Motor Company 1

Capacity Analysis Report (CAR) User Guide

Capacity Analysis Report (CAR)

Ford Motor Company

Blue Italic font denotes new content from previous version.

2014 CAR Release 5.0 User Guide

2014 CAR Release 5.0 User Guide

GPDS Supplier Engagement – Process Overview

2014 CAR Release 5.0 User Guide

Capacity risks that are identified and

Capacity Planning GPDS Alignment:

2014 CAR Release 5.0 User Guide

2014 CAR Release 5.0 User Guide

2014 CAR Release 5.0 User Guide

Section A Section B Section C

• Section A computes Required OEE.

2014 CAR Release 5.0 User Guide

2014 CAR Release 5.0 User Guide

2014 CAR Release 5.0 User Guide

SECTION A: New Model Required OEE

A1 Supplier & Part Information

Enter supplier information (Verified in SIM) and part information.

A2 Program Information and Capacity Requirements

Enter program code and model year.

Enter key contact information.

2014 CAR Release 5.0 User Guide

A4 Planned Departmental Operating Pattern & Net Available Time

A Process Descriptions (in value stream order)

Determining Single Value Streams for CAR Form

Reference Global Terms & Conditions Capacity Planning Web-Guide.

D Total Hours / Shift

E Contractual Planned Downtime – lunch, breaks, etc. (minutes/shift).

2014 CAR Release 5.0 User Guide

F Allocation Percent (enter 100 for dedicated)

G CALCULATED. Net Available Time (hours per week)

G1 Planned Minutes per Changeover (into this part #)

G2 Planned Changeover Frequency / Week (into this part #)

A5 Required Good Parts / Week

H Percent of parts scrapped.

J CALCULATED. Required Good Parts per Week to Support Next Process.

2014 CAR Release 5.0 User Guide

In-Process Scrap Loss Considerations

K Ideal Cycle Time per Tool or Machine (sec / cycle).

L # of Tools or Machines in parallel.

M # of identical parts produced per Tool or Machine Cycle.

N CALCULATED. Net Ideal Cycle Time (sec / part).

Q CALCULATED. Required OEE.

2014 CAR Release 5.0 User Guide

R Percent of parts reworked (re-run through process).

* Enter any other assumptions for clarification.

Max. Possible Parts & Loss Considerations

NOTE: Maximum Possible Parts & Loss Considerations

2014 CAR Release 5.0 User Guide

U Enter Total % Allocation from Shared Loading Plan sheet.

2014 CAR Release 5.0 User Guide

Ford Part # or “Non-

NOTE: Validating Allocation Percentages

2014 CAR Release 5.0 User Guide

2014 CAR Release 5.0 User Guide

SECTION B: Supplier Demonstrated OEE – Surrogate Historical Performance

B1 Historical Performance (from Historical Mfg Performance Summary)

X Site Code for Surrogate Process.

2014 CAR Release 5.0 User Guide