Audit Expectation of each focus

Focus Element Clause

Criteria Ref Element
Weightage

1 5% Flexible Manufacturing Ability to handle multiple 1.1

Facility variants

1.2

1.3

2 8% Lead Capacity Surge capacity to meet demand 2.1

fluctuation

2.2

2.3

3 10% VDA Certified Process Grade A / B for manufacturing 3.1

Cell
3.2

3.3

3.4

3.5

4 5% Integrated Facility / Minimum All facilities under one roof 4.1

Linkages

4.2

4.3

5 8% Basic Metrology Facility Equipped with all required 5.1

facilities
 facilities
5.2

5.3

5.4

5.5
5.6

6 8% Part Handling through 100% adherence to 6.1

Containers containerization
6.2

6.3

6.4
6.5

7 7% Sub Supplier Management Own sub supplier and establish 7.1

System controls

7.2

7.3

7.4

8 7% Transparency of all the 100% adherence WCM process 8.1

changes with WABCO
 8.2

9 12% Response for Incidents Quick resolution for incidents 9.1

9.2

9.3

10 10% Robust Review on Q & D 100% delivery fill rate & 10.1
Reduction in PPM

10.2

11 10% Super Market with Minimum Exclusive Super market Stores 11.1
2 days Finished Stock with Replenishment system
11.2

11.3

11.4

11.5

11.6
11.7

11.8
 Zi-Zf

Check Points

(a) Is there a list of runner items identified?

(b) Do all runner items produced in cellular manufacturing ?
(c) What percentage of runner item manufactured outside of cellular manufacturing?
D) action plan for converting as a cell for runner item.

(a) Does each cell identify the variants that can be produced in the cell as mixed model cell?
(b) What percentage of variants can not be produced in cell?

Are the spares & consumables such as wear parts, lubricants, critical spares clearly identified
and located near the machine to avoid potential line stop?
a) Have this supplier got the forecast for another 6 or 9 months from WABCO
b) If so , Have They done the self capacity assessment to understand the gap between the
existing Capacity with respect to forecast.

Is this change in demand communicated with their sub supplier (Tier 1 , Tier 2 )

Is there any action plan ( to-do list) to take care of the increased Volume .
It should be displayed on the DRM with live updation. If so how much additional capacity
exists to take care of fluctuation.

Is the Quality champion is trained in VDA 6.3.

Whether A champion is identified to interacts during Project management with NPD OR PJM
Team ?
(a) Whether process flow diagram and control plan are together approved by WABCO ?
(b) Whether Sub supplier name is incorporated in appropriate operation sequence in the
control plan, when sub contract is done?
(e) Whether latest revision is incorporated in control plan when ever there is any change or
ECN?

Awareness of PTC ( Pass through Characteristics) and control on this PTC at supplier end .

List of special characteristics and status of CPk being monitored with action plan for not
capable characteristics

(a) How many % age of parts are fully machined in-house ?

(b) How many parts (% age of parts) go to outside manufacturing facility from the in-house
production?
(exclude special process such as plating, heat treatment etc.)

(a) Are the tools easy to identify, easy to locate, easy to store and easy to retrieve ?
(b) Are the tools arranged closer to the machine to make quick tool change?
Whether tool room is readily accessible? Whether tool design & tool development
competence & infrastructure available?
Is there any characteristics not able to inspect by themselves due to absence of the inspection
facilities
Whether these equipment are accessible by inspectors at all shifts?
Note : If locked, they may not be accessible and used
Whether exclusively trained inspectors are available for gauge room as well as for each special
measuring & test equipment?
(a) Whether organization chart identifies PDI inspectors separately?
(b) Whether skill matrix identifies PDI inspectors with name, skill and photograph for both PDI
& Firewall inspection?
Is there any Lay out inspection plan and adherence towards this plan
Whether Good and bad VCS acceptance standards maintained and used by inspectors?
Note : To be used by PDI as well as Firewall inspectors
Whether Packaging & Labeling standards are developed and approved by WABCO team? &
Adherence as per the approved standard.
Are there separate areas Identified for RM /Super Market/ Quarantine/ Rework with Work
Instruction?
Note : Parts other than those flowing through serial production should not be placed in the
shop floor, except in designated areas such as Quarantine area or Super market

Whether containers cleaning facility available and Bin Washing schedule displayed and
adhered?

Whether 5S audit and score monitoring board exists ?.

Does sub supplier production control ensures adequate care for parts not falling over each
other during production and material handling?
Note :
(a) Parts falling over each other may damage machined surface on critical area.
(b) Gravity conveyor movement may be permitted but not parts falling over each other

Whether Sub supplier processes sre audited to identify following risks :-

(a) Legal compliance such as PF, ESI, Inspector of factory, PCB consent
(b) adherence to processing with Wabco approved Tier 2
(c) Whether Tier 2 purchases raw materials from Wabco approved source
(c) Adequate manufacturing capacity availability through capacity assessment
(d) Organization having competent inspection resource

Is there any audit plan for sub supplier , if so , adherence to the audit plan and evidences
through audit report

(a) Is capacity planning details for six moths down the line, extended to and shared with sub
suppliers?
(b) Are sub supplier constraints identified for early warning?

Whether all in-house parts, whether containers available for inside material movement with
Sub supplier.
Note: Practice of using gunny bag, parts on floor over jute cloth, damaged floor creating sand
and dust contamination etc are to be strictly prohibited.

Is there Changes done with out WABCO approval

1) Part production process out sourced or In sourced
2) Raw material source change ( un approved RM supplier)
3) Sequence of process change
4) New Tool/ Dies
5) Sub Supplier Change
6) Process & location change
How many un approved PPAP's available at supplier end.

(a) Whether there is an Incident Management board with sticker followed In DRM?
(b) Whether incident details are reviewed on a daily basis?
(c) Whether unaddressed repeated failure mode incident is monitored using occurrence
monitoring chart?

1)Number of Incidents occurred at WABCO for the last 3 months

2) how many incidents not closed on time

Is there daily reviews being conducted by top management on Incidents and on time closure ?
Note :
1. It is expected that Top management monitoring the incidents daily wise.
2. Reviewing Incidents alone is not adequate. The review must cover
incidents @ incoming stage , Incidents @ In-house machine shop , Final Inspection Stage &
Incident at WABCO.

DRM ( Daily Routine Management) being practiced with all functional heads and are they
discussing the following things
1) Daily attendance
2) Overall rejection ( Incoming + In-house + PDI + Firewall ) through quality loss data
3) Production planning adherence system ( Plan Vs Actual in Hit ratio)
4) Kanban Hit ratio trend ( available in WABCO Portal)
4) COPQ in Cost ( Including Rework + Scrap) trend in Rupees

Whether Time bound actions and responsibility identified in to do list?

How many red items ( with reminders) are there in to do list?
Whether Super Market Manager aware the WABCO daily requirement through the Portal?

Is Requirements Per Day RPD stock defined and agreed with value stream buyer?
(Note : Minimum stock may be 20 percent of monthly demand or min economic batch size
which ever is higher)

Whether Visual display of stock levels are maintained with color indicators

Whether Super market lay out and storage built as follows.

(a) easy to count
(b) easy to stack
(c) easy to locate
(d) Dust free environment

Is the Supplier's FG stock updated their Data base and Invoice being done from this data base
stock.
Does the Super Market Red displayed as Kanban requirement near the Machine?
(a) Whether 24 x 7 Information and communication technology support available?
(b) Whether it is connected with Waco's portal for 24 X 7 access of Quality & Schedule, and
ASN information exchange?
(a) Whether contingency plan also covers transportation failure, and stock level,
(b) Whether alternate packaging is developed in case contingency visualized;
(c) Whether alternate packaging is also verified and approved by Project Management
function