Plant Operating Review

POR JAN 2014

Standard - POR
1. Agenda 2. Values

3. BPR and metric keys BSC

4.Key Comments

Agenda Review
Introduction/Recognition Status FPS Implementation Safety BPR - Scorecard Quality BPR -Scorecard Delivery BPR-Scorecard Cost BPR Scorecard People BPR Scorecard Maintenance BPR -Scorecard Enviromental BPR Scorecard 5 10 15' 30' 15' 15 5 10 10 5 09:00 09:05 09:05 09:15 09:15 09:30 09:30 10:00 10:00 10:15 10:15 10:30 10:30 10:35 10:35 10:45 10:45 10:55 10:55 -11:00 G. Neto G. Neto M. Hatae G. Bosc L. Crisci R. Pereira M. Angelo W. Cardoso J. Camara F. Guillen

Final Comments

Safety Rules and Values

Valores de Segurana exibir em 100% das Reunies SQDCPME Safety Values show at 100% of SQDCPME meetings

Valores de Segurana
Camaari
Integridade fsica no se compromete.
The Integrity of our physical Safety Can not be compromised

Reconhecemos a participao proativa de nossos empregados na

eliminao de riscos e comportamentos inseguros.
We recognize our employees proactive participation in eliminating risks and unsafe behaviors

Zero tolerncia a toda circunstncia que afete a integridade do

indivduo ou da Planta.
Zero tolerance to any and all circumstances that may jeopardize the safety of individuals or the Plant.

Mentalidade Zero acidente Nos protegemos uns aos outros

Zero accident mindset We care about each other

UM TIME UM PLANO UM OBJETIVO

Quality Values
Camaari
No aceitar, No gerar e No Passar defeitos de qualidade.
Dont accept, dont generate and dont pass quality defects.

Reconhecemos a participao de nossos colaboradores na melhoria

contnua de qualidade.
We recognize our collaborators participation on continuous quality improvement.

Zero tolerncia a toda circunstncia que afete a qualidade de nossos

produtos.
Zero tolerance to any and all circumstances that may jeopardize the quality of our products .
4

Princpios de Comportamento Enxuto

Respeito as Pessoas

Aprendizagem e Melhoria Continua

Foco no Processo e no Resultado

CAM MANUFACTURING GFPS

Camacari Assembly
2014 FPS Implementation Status to Plan
2/17/2014

Plan Forecast Actual

89% 79%
69% 69% 90% 90% 96%

92%

94%

100%

80%

80%

71%

January

February

March

April

May

June

July

August September October November December

Plan Forecast Actual

Current State

January 69% 69%

2/15/2014

February
71% 71% 3/15/2014 78%

March
79% 79% 4/15/2014 85%

April
80% 80% 5/15/2014 85%

May
80% 80% 6/15/2014 85%

June
89% 89% 7/15/2014 92%

July
90% 90% 8/15/2014 92%

August
90% 90% 9/15/2014 96%

September
92% 92% 10/15/2014 96%

October
94% 94% 11/15/2014 96%

November December
96% 96% 12/15/2014 96% 100% 100% 1/15/2015 98%

Camacari Assembly

To Date: 17-Feb-2014

Overall Plant Implementation Status

22

71%

32

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Green Status 100% Implemented

Yellow Status Planned & In Progress

Blue Status Not Started

Red Status Behind Schedule

% Implemented

PHASES
Phase A - Strategy Planning Phase B - Define the Structure (Foundation) Phase C - Issue Management Phase D - Standards (Standard-is-Standard) Phase E - Confirmation of the Standards Phase F - Continuous Improvement

Detailed Actions 5 18 9 9 8 5

% Implemente d 100% 79% 61% 74% 53% 50%

Green Status 100% Implemented

Yellow Status Planned & In Progress

Blue Status Not Started

Red Status Behind Schedule

Phase Time Line:

Start -------Weeks-------Finish
1-Jan-12 1-Jan-12 1-Jan-13 1-Jan-12 1-Jan-12 1-Jan-13 1-Jan-12 69 156 77 152 156 96 156 27-Apr-13 27-Dec-14 24-Jun-14 30-Nov-14 29-Dec-14 31-Oct-14 29-Dec-14

5 7 3 4 2 1

0 11 6 5 6 4

0 0 0 0 0 0

0 0 0 0 0 0

Overall Implementation Status

54

71%

22

32

Month Actions
A3 / Master Schedule
1. Conclude Policy Deployment at all levels- Done; 2. Training GFPS for TL & PC ; ( PC 100% Done / TL - 80% Done to be completed on February) 3. Acquisition Boards Standard; Done ( Just arrived in the plant on Feb,15th will be deployed and adjusted till Feb,21st ) 4. Process Confirmation training to AM/TM & Skill Team Done ( January,2014)

5. Implemented/Updated Standard Job Titles - Done

6. Confirmation of work station readiness disciplines at B562 TT.

11

Month C.I. Actions/ 30 Days look ahead

A3 / Master Schedule
1. Implement FPS War Room; 2. Full adherence to new Boards/standard ( Process Coach and Continuous Improvement); 3. Implement Standard problem solving sheet; 4. Start Process Confirmation at all Levels;

5. ACO Deep Dive focused on LL6 Structure ( working plan pre visit to Mexico Plants);
6. GFPS Training for Support Teams ( MP&L, HR, Controllers, Maintenance, VRT) - March 7. Continuous of work station readiness disciplines at B562 TT/PP.

Process Confirmation WG

Zone Board - Process Coach

FPS War Room Continuous Improvement Area Manager

12

Current State Analysis / Next Steps

Deep dive in the current state organization (Headcount and Roles and Responsibilities- March/2014);
Align ACO reporting structure implementation until end of 1st Qtr14 (Controller and HR); Cascade ACO General mindset to Plant Leadership Team Done; Deploy ACO implementation strategy to all Manufacturing organization- May/2014); Adjust positions that do not belong or have a different structure at ACO organization (ie: VRTs, Sharp Leaders)

Master Schedule Main Actions

FORD SOUTH AMERICA CAM PLANT
2013 2014 Q1 Q2 Q3 Q4 Q1 Q2 2015

ACTION ITEM
Q4 Q3 Q4

Comments

Update Standard Job Titles

Done

Align Plant Mgmt reporting structure (HR and Controller) Align ACO reporting structure from Eng. Sup Industrial to Controller

March
March May

Define transition strategy from Current State to ACO Desired State

OCM to visit Mexico Plant as a benchmark ( focused on LL6 structure ME managers / Flow Manager / Team across 3 shifts) ACO deployment to all Manufacturing organization and training new R&R (PC & TL) for leadership Process Coach implementation & Training

April Done Done 80% Done/ March 2nd semester TBD

Team Leader implementation & Training Team Manager ME and Team Manager Maintenance Integration Stamping and Body Area Manager Integration

Help needed
Align Leadership T&DM with all Plant ( training / cascade multi row GFPS T&DM with all executive assistants and Leadership) Already aligned with FPS Office ( Gustavo Campos to lead)

15

CAM MANUFACTURING SAFETY

Area of Focus
Fatalities: 2014 Target = 0 Jan YTD result = ZERO # of Serious Injury: 2014 Target = 0 Jan YTD result = ZERO DART: Rate) (Days Away & Restricted Time * Recognition
Divulge the recognition in news paper, enews, segurama , etc. Encourage leadership daily application of recognition Card for safety actions

Status

Plan
* Monitoring the Safety through proactive Indicators

Green

0 1 26 111

Reactive Actions
ICA / PCA implemetations

Proactive Actions
Perform Safety Coaching wth Leadership Index resolution (IR) for Satey Actions

Green

1953

2014 Target = 0,45 Jan YTD result = 0,00 LTCR: (Lost Time Case Rate) 2014 Target = 0,048 Jan YTD result = 0,00

Green

* Communication
- improve the communication Process through operator feed back

Green

(survey)

Zero accident mindset We care about each other Culture transformation conducted by a Strong Leadership

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change From/To

16

10

100

120

140

160

180

20 2012 2013 165.92 2014 YTD Jan. Feb. Mar. 0 0 0 0 0 Apr. 00 00 00 00 00

40

60

80

0 2012 2013 2014 YTD

156.75 156.75

# Fatalities

Jan. 165.92 165.92 165.92 165.92 May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 0 0 0 0 165.92 165.92 165.92 165.92 165.92 165.92 165.92 0 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 165.92

G Satisfactory
Plan Actual

Occupational Absence Rate*

Forecast

Y Marginal-Plan to Recover
0.1 0.2 0.3 0.4 0.5 0.6 0 2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2012

0.51 0.47 0.17 0.00 0.45

0.45 0.45 0.45 0.45 0.45 0.45 0.45 0.45 0.45 0.45

0.30
2013 2014 YTD Jan. Feb.

Safety

0.00
0.00 0.00 0.00 0.00

R Unsatisfactory
Change From/To
0.45

0.34

0.00 0.00 Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

# Serius Injuries

DART Rate*

Dec.

0.00

17

0.00

0.01

0.02

0.04

0.05

0.06

0.03

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2012 2013 2014 YTD 2014 YTD 0.048 0.048 0.048 0.048 0.048 0.048 0.048 0.048 0.048 0.048 Oct. Nov. Dec. 0.048 0.048 0.048

100% 100% 100%

100% 100% 2013

2012

0.03 0.05 0 0 0

Jan. Feb.

100%

Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep.

100%

LTCR*

Mar. 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

Global ICA Implementation

0.5 0.6 0.7

G
1

0.8

0.9

1.1

1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 95% 2012 2013

Safety

85%
100% 100% 100%
2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 93% 93% 93% 94% 100% 100% 100% 100% 100% 100% 100%

93% 93% 93%

SOS QPIP Adherence*

Medical Surveillance

100%

18

0.5 1 2 3

1.5

2.5

0 2012 2013 2014 YTD Jan. 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 Nov. Dec. 2.7 2.7 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct.

0.00 0.00 0.00

HPI SII Ratio*

1 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0 2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 55% 55% 55% 55% 55% 55% 55% 55% 55% 55% 55%

Safety

51% 51% 51% 51% 51%

Pulse Safety Score

55%

19

Month issues
* Start up Planning & execution
Support /Following / Risk Analisys release, etc Safety stand down Training Focus Audit * Training OSS about Pyramid Base ( Proactive Actions) * Perform Leadership Safety Walk With OSS Plant Managers

* Apply for all contractors in CAM plant 01100 and 01101 Contractor Safety Management conform FAS 08075.

20

Month C.I. Actions

* SOS-GFPS Mod # 6 training for process coach and team leaders - due date Feb/2014
* Continue MTC process application for B562 launch based on B515 lessons learned (full adherence to PROTAG / FAS 08.035/036) * Divulge for leadership daily Safety Proactive metrics ; * Improve PCA (root cause) to avoid recurrence for Property Damage * Reinforce daily with leadership and all employees the Safety values

21

30 Days look ahead

* Perfom the SOS Self assessment in the March, 10th * Apply the system of SOS Pic Room for : a) Voith (Maintennace Service) b) DHL (Logistic Service)

* Training the CCM (Construction Commodity Manage of Fordland in 01100 requirements (FAS 08 075)

22

Help needed
None

23

CAM MANUFACTURING QUALITY

Area of Focus
C. Satisfaction Ecosport (%): 2014 Target=70% 2014 1st wave results schedule for Mar, 2014. C. Satisfaction Hatch (%): 2014Target=64% 2014 1st wave results schedule for Mar, 2014. C. Satisfaction Sedan (%): 2014 Target=61% 2014 1st wave results schedule for Mar, 2014. TGW Ecosport: 2014 Target=1.507 2014 1st wave results schedule for Mar, 2014. TGW Hatch: 2014 Target=1.260 2014 1st wave results schedule for Mar, 2014. TGW Sedan: 2014 Target =1.415 2014 1st wave results schedule for Mar, 2014. Red

Plan
Plan to achieve 68% for MY2014 and 69% for MY2015

Plan to achieve 65% for MY2014 and N/A for MY2015

Green

Green

Plan to achieve 61% for MY2014 and N/A for MY2015

Green

Plan to achieve 1.421 for MY2014 and 1.005 for MY2015 2014 Q1 results: 1.585 (61%) Plan to achieve 1.117 for MY2014 and N/A for MY2015 2014 Q1 results: 1.442 (61%) Plan to achieve 1.331 for MY2014 and N/A for MY2015 2014 Q1 results: 1.751 (61%)

Green

Yellow

Help Needed: Customer Sat @ Ecosport: Identify additional CS actions to be implemented as running changes before B515 MCA (Pull Ahead MCA Actions). FCSD And MS&S to identify additional actions for non-TGW related items at Dealership (Such as Handover Improvements And Costumer Relationship).

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change From/To

26

CAM MANUFACTURING QUALITY

Area of Focus
R/1000 Ecosport@3MIS: 2014 Target=54 Jan YTD Result=66.86 R/1000 Hatch@3MIS: 2014 Target=43.9 Jan YTD Result=41.13 R/1000 Sedan@3MIS: 2014 Target=47 Jan YTD Result=106.6 CPU Ecosport@3MIS: 2014 Target=8.8 Jan YTD Result=8.4 CPU Hatch@3MIS: 2014 Target=8.13 Jan YTD Result=6.84 CPU Sedan@3MIS: 2014 Target = 8 Jan YTD Result= 11.63

Status
Yellow

Plan
Plan to achieve 58 for MY2014 and 39 for MY2015

Green

Plan to achieve 39,3 for MY2014 and N/A for MY2015

Red

Plan to achieve 98 for MY2014 and N/A for MY2015

Green

Plan to achieve 7.8 for MY2014 and 5,8 for MY2015

Green

Plan to achieve 7.06 for MY2014 and N/A for MY2015 Plan to achieve 11,6 for MY2014 and N/A for MY2015

Red

Help Needed: Warranty @ Ecosport: Major Efforts Are Ongoing To Implement Following Action: Door Glass Run Seal Appearance/Effort to Close Window (9 R/1000 and 1.2 CPU); Warranty @ Fiestas: R/1000 @ Fiestas: STA To Monitore Metagal Rear View Mirror Process (10.82 R/1000 and 1.22 CPU) Hatch and (9.73 R/1000 and 1.15 CPU) Sedan. Sedan warranty out of target due to rear lamp issues. Will not be able to recovery till MY phaseout.

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change From/To

27

CAM MANUFACTURING QUALITY

Area of Focus
Green VO QPIP (%) 2014 Target of VO=100% VO Jan YTD Results=96% Green SBU QPIP (%) 2014 Target for SBU=100% SBU Dec YTD Results=95%

Status
Yellow

Plan
Plan to achieve 100% Dec, 2014

Yellow

Plan to achieve 100% Jun, 2014

Black Belt Certified (#) 2013 Target=2 YTD Results=0

Green Belt Certified (#) 2013 Target=27 YTD Results=0 FTT BSAQ (%) 2014 Target= >90% YTD Result= 100% FTT Pre-Delivery Line#1 (%) 2014 Target => 90% YTD Results = 76%

Green

Plan to achieve (2) 4th Qrt Plan to achieve (5) 1st Qrt, (6) 2nd Qrt, (6) 3rd Qrt and (10) 4th Qrt

Green

Green

Yellow

Plan attached.

2014 Yellow itens Highlights: a) SBU: 1) Process Capability, Process Control & Control Plans: B515 (Mar, 2014) and BV256 (Jun, 2014 BVs phase-out); 2) Die Recipe Adherence: Equipment installed at Line 1, 2 and 3. Pending calibration Mar, 2014 (Carnival). b) VO: 1) Use of QLS-VO: Implement QLS at Body Shop Dec, 2014; 2) Process Capability, Process Control & Control Plans: B515 (Mar, 2014) and BV256 (Jun, 2014 BVs phase-out); 3) Electrical VO Mfg Heath Chart: Implement Enhaced QLS / E-Cats Dec, 2014; 4) Body Interior VO Mfg Heath Chart: No use of non-processed mallet: B515 (Mar, 2014) and BV256 (Jun, 2014 BVs phase-out); 5) Body Exterior VO Mfg Health Chart: VOW Pist 100% for last month - Mar, 2014.

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change From/To

28

100%

20%

40%

60%

80%

0%

100%

20%
2012 64% 64% 2013 2014 YTD 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% 61% Jun. Jul. Ago. Sep. Oct. Nov. Dec. May 70% 70% Apr. 70% Mar. 70% Feb. 70% Jan. 70%

40%

60%

80%

2012 65% 61% 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

0%

High Satisfaction - ECO SPORT

G Satisfactory
70% 70%

Plan Actual

High Satisfaction - FIESTA NOTCH

70% 70% 70% 70%

Forecast

Y Marginal-Plan to Recover
20% 0%
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 64% 64% 64% 64% 64% 64% 64% 64% 64% 64% 64% 64%

100%

Quality

40%

60%

64% 64%

80%

R Unsatisfactory
Change From/To

High Satisfaction - FIESTA HATCH

29

1000

1500

2000

2500

3000

1300

1350

1400

1450

1500

1550

1600

1650

500

2012 2012

1.472 1,586 2,455 1.606

2013 2014 YTD 1415 Jan. 1,507 1,507 1,507 1,507 1,507 1,507 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 1415 1415 1415 1415 1415 1415 1415 1415 1415 1415 1415

2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

TGW @ 3 MIS - ECO SPORT

G Satisfactory
1,507 1,507 1,507 1,507 1,507 1,507

Plan Actual

TGW @ 3 MIS - FIESTA NOTCH

Forecast

Y Marginal-Plan to Recover
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260 1,260

Quality

1150

1200

1250

1300

1350

1400

1450

1,440 1,455

1500

R Unsatisfactory
Change From/To

TGW @ 3 MIS - FIESTA HATCH

30

90 80 70 60 50 40 30 20 10 0

20

60

80

40

100

120

0
2012 2013 2014 YTD Jan. 46.6 46.6 46.6 46.6 46.6 46.6 Jul. Ago. Sep. Oct. Oct. 46.6 Nov. Nov. 46.6 Dec. Dec. 46.6 90 80 70 60 50 40 30 20 10 0 56.82 56.82 46.6 46.6 46.6 56.82 Jun. May 56.82 56.82 56.82 56.82 56.82 Apr. 56.82 Mar. 56.82 Feb. 56.82 Feb. Mar. Apr. May Jun. Jul. Ago. Sep.

43.94 110.4 106.6 106.6

Jan. 56.82 2014 YTD 2013

2012

85.46 68% 66.86 66.86

R/1000 @ 3 MIS - ECO SPORT

G Satisfactory
Plan Actual

R/1000 @ 3 MIS - FIESTA NOTCH

Forecast

Y Marginal-Plan to Recover
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85 43.85

52.77 43.4 41.13 41.13

Quality

R Unsatisfactory
Change From/To

R/1000 @ 3 MIS - FIESTA HATCH

31

10.9 10.6 10.3 10 9.7 9.4 9.1 8.8 8.5 8.2 7.9 7.6 7.3 7

10

12

14

16

0 2012 2013 2014 YTD Jan. 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 7.97 Jul. Ago. Sep. Oct. Nov. Dec. Jun. 8.83 May 8.83 Apr. 8.83 Mar. 8.83 Feb. 8.83 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

11.95 13.7 11.63 11.63

Jan. 8.83 2014 YTD 2013

2012

7.74 10.1 8.4 8.4

CPU @ 3 MIS (US$) - ECO SPORT Plan

G Satisfactory
8.83 8.83

Actual

CPU @ 3 MIS (US$) - FIESTA NOTCH

8.83 8.83 8.83 8.83

Forecast

Y Marginal-Plan to Recover
0
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13 8.13

Quality

6.84 6.84

10

8.83 8.20

12

14

R Unsatisfactory
Change From/To

CPU @ 3 MIS (US$) -FIESTA HATCH

32

100%

100%

20% 0% 40% 60% 80%

40%

60%

80%

20%

0%
2012 2013 2014 YTD Jan.

87%
2012 2013 2014 YTD Jan.

95% 96%

90% 100%
90% 90% 90% 90% 90%
May Jun. Apr. Mar. Feb.

FTT BSAQ
96% 96% 97% 97% 97% 98%

100%

Feb. Mar. Apr. May

G Satisfactory
Plan
Jun.

% Green QPIP VO
Plan

90%

Actual

Actual

Jul.

90% 90%

Jul. Ago.

98% 98%

Ago.

Forecast

Forecast

Sep.

90% 90% 90% 90%

Sep. Oct. Nov. Dec.

98% 98% 98% 100%

Oct. Nov. Dec.

Y Marginal-Plan to Recover
20% 0%
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

100%

Quality

40% 95% 95%

60%

80%

87% 95%

R Unsatisfactory
Change From/To

97% 97% 97% 100% 100% 100% 100% 100% 100% 100%

% Green QPIP SBU

33

10

15

20

25

100%

20% 2012 2013 72% 2014 YTD Jan. 76%

40%

60%

80%

0% 2012 2013 2014 YTD

0 0 5 5 5 11

Jan. 90% 76% Feb. Mar. Mar. 90% Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 90% 90% 90% 90% 90% 90% 90% 90% 90% Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 90% Feb.

% Green Belt Cert

FTT Plant
11 11 17 17 17 27 0
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

Plan Actual Forecast

10

Quality

2 0 0 0 0 0 0 0 0 0 0 0 2

% Black Belt Cert

Plan Actual Forecast

34

Month issues
1) Stop Shipments rised in January
(a) SAQ2014284477 B515 Tire Deformation / Damage 1) It was identified 3 vehicles (1) QVS and (2) PDI with tire deformed; 2) Lead Organization: STA (Supplier Isssue Pirelli); 3) Affected 1.265 units during 6 days (1.265 repaired); 4) Root Cause: Tire bead cut was caused by device wear-out in the tire/wheel assembly machine due to an inadequate preventive maintenance procedure and modification of the operation cycle from 1 cycle to 2 cycles; 5) ICA/PCA: Changed the Nylon part of the machine for a metal part Jan, 15th (b) SAQ2014286139 B515 Tailgate S&R 1) During 4 Poster audit was identified one unit with S&R. During yard campaign in Comandatuba Yard were identified more 3 units; 2) Lead Organization: PD Engineering; 3) Affected 779 units during 4 days (399 repaired); 4) Root Cause: Under Investigation by PD, Mfg and STA; 5) ICA 1: Manual adjustment of the striker to ensure Swing Gate with 3,0 mm under flush compared to body side Jan, 27th; ICA 2: Reallocate anti-chuck of swingate 3mm in axis-x Jan, 30th; 6) PCA: TBD.

35

30 Days look ahead

1) 2) 3) 4) 5) 6) Implement and update Zone Board according to Global Standard Feb 21st; Print 100 of T-Cards (Zone and Work Group) Feb 21st; <TT> 4drs Build start - Feb 24th; Start Process Confirmation (All Levels Plant Manager to Team Leader) Feb 26th; 1st Qrt QPIP Submission Mar 21st; <TT> Results and <LS> OKTP Review Mar 31st.

Plant Visits: 1) Marsha Winegarden Mar 10-13rd; 2) Mr. John Fleming Mar 24 - 25th.

36

CAM MANUFACTURING DELIVERY

Area of Focus
Production Accomplishment (%): 2014 Target = 100% January YTD = 112%

Status

Plan
Production performance of 814 units over B562 acceleration curve and weekend down shifts.

GREEN

Vehicles on Wheels (%): 2014 Target = < 5% January YTD = 1,9%

GREEN

Releases were timely updated zero impact on supply chain.

BTS (%): 2014 Target = 95% January YTD = 100%

GREEN

Volume and Mix delivered

NOT OK: 2014 (January)Target = 382 January YTD = 44

GREEN

Company budget over achieved

Production volume and Mix to achieve plant stability

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change From/To

37

10%

12%

14%

100%

120%

0%
40% 80%

2% 20% 60% 0%

4%

6%

8%

2012 2012 2013 2014 YTD 2014 YTD Jan. 5% 100% 100%

14,3% 89,7% 93% 6,1%

5%

2013

1,9%
Jan.

Production Accomplisment

112%

Feb.

5%

Feb. Mar.
Mar. Apr. May 5% Apr. May Jun. 100% 100% 100% 5%

G Satisfactory
100% 100% 5%

VOW

Jun.

5% 5%

Plan

Jul.
Ago. Sep. Oct. 5% 5% 5%

Actual

5%

Jul. Ago.
Sep. Oct. Nov.

100% 100%

Forecast

100%
100% 100%

Nov.
Dec.

5%

Y Marginal-Plan to Recover
Dec.

100%

2000

3000

1000

1500

2500

100%

500

20%

80%

40%

60%

0%

0
2012

Delivery

1375
2013

2012

85,6% 26
2013

88%
2014 YTD Jan.

44
382 44

2014 YTD Jan.

95% 95%

R Unsatisfactory
Feb.
Mar. Apr.

100,0%
565 382 701 Feb. Mar. Apr. 95% 95%

95%

BTS

May
Jun. Jul. Ago. Sep.

2732
1434 392

May Jun. Jul.

95% 95% 95% 396

400

NOK Finished Vehicles Inventory

Ago. Sep. Oct.

Nov. Dec. 392

95%
95%

Change From/To

Oct. 422 Nov.

95% 95%

396

Dec.

95%

38

Month issues
Mix stability after BV256 production restart affecting BV256 Notch volumes (aprox. 400 units) in February.

- Body-Shop geo quality Issues

- B562 interventions (debugging)

Recovery plan in progress to reduce M&S direct sales impacts

39

Month C.I. Actions

Camaari Production Scheduling / Mix.
Production scheduling disciplines to support B562 installations achieved without production disruptions / VOWs.

B562 TTO/TCB/TT phases

100% accomplished without material flow issues.

GFPS Implementation plan

DHL TDM fully integrated with DOS requirements.

SNURK (improved results guidelines fully implemented) BV256 Balance-Out (TDM #400)
Complete 4Wall performed during plant shut-down (January). Team established.

40

30 Days look ahead

Production scheduling
BV256 manufacturing curve revision (reducing BV256 in 3 JPHs) Body-Shop simulation study completion at 47JPH

B562 Market Areas strategy

Body-Shop: BV256 dismantling and timing plan to support market areas strategy. New warehouse (North side canopy) PAR under approval. Final Assy: New Canopy occupancy from February 28th Carnival.

B562 Material Flow Changes

Body Shop: Align new material flows and SOWs with new sub- assys suppliers (Autometal / Sodecia)

Final Assy: Seats (Magna) / Visteon

DOS Master Schedule new assessment with B562 program timeline changes (mainly Material Flow changes)

41

Help needed
Body-Shop North Canopy (PAR approval)

42

COST
Areas of Focus
LABOR & OVERHEAD EFFICIENCY 2014 Target: Status (0+12) Fcst: L&O COST PER UNIT 2014 Target: Status (0+12) Fcst: B/(W): HPU 2014 Target: 20.2 G $735 $691 $44 HPU on target G 10.7% 10.7% Y

Status Plan / Explanations

Camaari base efficiency remains unchanged. Productivity Plan status as of January closing shows 87% of identified actions. Mainly exchange and Economics - $53.0 - partially offset by lower volume and other minor - $(9)

Status (0+12) Fcst:

B/(W):

20.2
-

Camaari Plant is commited to deliver 10.7% YoY efficiencies (US$ 21.3 mils)
Y
Change

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

From/To

Secret

COST
2014 PROD PLAN SUMMARY Stp Body Paint Final Qua MP&L Site Env Safety Prod Total _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______
US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils ) US $ ( m ils )

- 2014 Target - Prod Plan as of Dec, 2013 B/(W) than Target - Prod Plan as of Jan Closing B/(W) than Target Current B/(W) than previous status

2.4 $

4.5 $

3.1 $

3.1 $

0.8 $

3.6 $

2.7 $

0.7 $

0.1 $

0.2 $ 21.3

1.6 2.7 3.0 2.6 0.5 2.7 1.8 2.7 0.2 18.0 _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ $ (0.7) $ (1.8) $ (0.1) $ (0.5) $ (0.3) $ (1.0) $ (0.8) $ 2.0 $ (0.1) $ (0.1) $ (3.3) $ 1.8 $ 3.4 $ 3.3 $ 3.1 $ 0.6 $ 3.1 $ 1.8 $ 1.2 $ $ 0.2 $ 18.4 _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ $ (0.6) $ (1.2) $ 0.2 $ (0.0) $ (0.2) $ (0.6) $ (0.8) $ 0.4 $ (0.1) $ (0.1) $ (2.8) $ 0.2 $ 0.6 $ 0.3 $ 0.5 $ 0.1 $ 0.4 $ $ (1.6) $ $ $ 0.4

EXPLANATION OF VARIANCES New Actions - NP Warehouse Sinergy with FOX - Tends Rental Removal - Additional 50% Overtime efficiency Total New Actions Postponed Actions - Waste Water Treatment (from 2014 to 2015) Total Postponed Actions Total Explanation of Variances $ _______ $ _______ $ 0.2 $ _______ $ _______ $ 0.6 $ _______ $ _______ $ 0.3 $ _______ $ _______ $ 0.5 $ _______ $ _______ $ 0.1 $ _______ $ _______ $ 0.4 $ _______ $ _______ $ $ (1.6) _______ $ (1.6) _______ $ (1.6) $ _______ $ _______ $ $ _______ $ _______ $ $ (1.6) _______ $ (1.6) _______ $ 0.4 $ $ $ $ $ 0.1 $ $ $ $ $ 0.1 0.3 0.3 0.2 0.6 0.3 0.5 0.1 1.6 _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ _______ $ 0.2 $ 0.6 $ 0.3 $ 0.5 $ 0.1 $ 0.4 $ $ $ $ $ 2.0 $

High risk of non-achievement of Suppliers Productivity (Purchasing Negotiation) 15% ($ 4.2mils) Additional task of 5.7% ($11.3mils) not included above. Plan to achieve additional efficiency to be developed within COS TD&M.

Secret

2014 F&T Status

SUMMARY Amount ______________________________ Cap Exp Total __________ __________ __________
R$(m ils) R$(m ils) R$(m ils)

Memo: ________________________________________ to be paid to be paid Total comm. _________ _________ _________ _________
R$(m ils) R$(m ils) R$(m ils) R$(m ils)

- 2014 Target - 2014 Status as of Jan Closing . Carry Over . Approved Projects Total Status B/(W) than Target

R$

18.6 R$

2.1 R$

20.7

3.6 R$ 0.8 R$ 4.4 16.8 2.1 18.9 __________ __________ __________ R$ 20.4 __________ R$ 2.9 __________ R$ 23.3 __________ R$ (1.8) R$ (0.8) R$ (2.6)

R$

0.7 R$ 1.2 R$ 2.4 R$ 4.4 4.2 2.8 11.9 18.9 _________ _________ _________ _________ R$ 4.9 R$ 4.1 R$ 14.3 R$ 23.3

R$

ADDITIONAL REQUIREMENTS Amount ______________________________ Areas Cap Exp Total ___________________________ __________ __________ __________
R$(m ils) R$(m ils) R$(m ils)

Calendarization ________________________________________ 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr _________ _________ _________ _________
R$(m ils) R$(m ils) R$(m ils) R$(m ils)

- Stamping - Body Shop - Paint Shop - Final Assy - Quality - MP&L - Site Maintenance Total Risks

R$

6.8 R$ 3.6 4.1 2.5 1.5 0.3

2.2 R$ -

9.0 3.6 4.1 2.5 1.5 0.3

R$

R$

1.8 R$ 0.7 0.8 0.5 0.3 0.1

5.4 R$ 2.9 2.4 1.5 0.9 0.2

1.8 0.8 0.5 0.3 0.1

9.0 __________ 2.0 __________ 11.0 __________ R$ 27.7 R$ 4.2 R$ 32.0

2.2 _________ 6.6 _________ 2.2 _________ _________ R$ R$ 6.4 R$ 19.9 R$ 5.7

People
Areas of Focus
ESI SALARIED = 85%+ ESI HOURLY = 60% ONE FORD SALARIED = 89%+ IDP DISCUSSION SALARIED= 85%+ LEARNING & DEVELOPMENT SALARIED = 89%+

Status Plan / Explanations

2014
NA NA NA NA NA Next Result Engament Survey (April, 2014) Next Result Pulse (Sep, 2014) Next Result Engagement Survey (April, 2014) Next Result Engagement Survey (April, 2014) Next Result Engagement Survey (April, 2014)

RECOGNITION SALARIED`= 80%+

RECOGNITION HOURLY = 60% ABSENTEISM HOURLY =<2.5% ACO 71%

NA
NA R Y

Next Result Engament Survey (April, 2014)

Next Result Pulse (Sep, 2014) Labor and Medical teams continue working with medical restriction return cases in order to analyze causes and further impacts Finalize the Current vs Desire status in Feb and speed up the implementation

Focus to conclude ACO assessment during Feb and Mar, 2014 and Focus Group to collect data to implement actions plan for Pulse Result (Hourly and Salaried)

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change

From/To

Secret

People
Absenteismo
2.9%
3.00% 2.90% 2.80% 2.70% 2.60% 2.50% 2.40% 2.30%

Plan

Actual

Forecast

Aligned & Capable Organization

0.8 0.7 0.6 0.5 0.4
71.0%

Plan

Actual

Forecast

2.5%

2.6%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

2.5%

0.3 0.2 0.1 0

2012 2013

Jan.

May

Jun.

Ago.

Sep.

Nov.

2012

2013

2014 YTD

Dec.

Mar.

Feb.

Oct.

Apr.

Jul.

14%

14%

May

Jan.

Jun.

Ago.

Sep.

Nov.

2014 YTD

G Satisfactory

Y Marginal-Plan to Recover

R Unsatisfactory

Change From/To

Dec.

Feb.

Mar.

Oct.

Apr.

Jul.

Month issues
Absenteism 0.1% above target 3 weeks of Shut down returning on Jan 13th 6 days down shift negotiation Focus on B515 production

Month C.I. Actions

Team Leader / Process Coach training 8th Session (88% concluded 100% until end of the month) FPS Job Titles alignment between plants (Team Leader e Process Coach) Continue the analysis over Mfg organizations (Generic Org vs Actual)

30 Days look ahead

Conclude analysis of Current State vs Desire State (ACO Generic Organization) Conclude definitions of CAM Labor Strategy

CAM MANUFACTURING MAINTENANCE

Areas of Focus (2014 YE) Status Plan
Atingido 112% do net requerido. Produzido somente Eco no ms de Janeiro

Throughput to Potential (JPH) Atingir 100% do Net requerido.

VO: Target 2014: 94% Jan YTD: NA SBU: Target 2014: 76% Jan YTD : NA

NA

% PM Complete to Schedule Target 2014: 90% Jan YTD: 73 %

Y NA
Y

96% fechado considerando as OSs cumpridas em atraso. Ajuste do deadline de work order conforme alinhamento no MFM workshop em SBC Fev 2014 Ser ajustada a classificao de work order de acordo com o standard Global (CM, PM, EM) Volume Jan/14 x Budget/14 (7.590 x 11.328) Consumo IM devido a 10 dias Shutdown

PM Effectiveness 2014 Baseline

Maintenance Cost per Unit (MCPU) Target 2014 Jan: $ 318 k Jan YTD: $ 553,47

Atingir o Thoughput to Potential atravs do MOS management system (ETP / Gerenciamento de Gargalo) Liderana engajada na implementao do Sistema Operativo de Manuteno. Implementar Manuteno Autnoma em todas as reas.

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change

From/To

80

100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%

0.2 1
2013 94.0% 79.6% 48.5% 48.5% 92.1% 91.4% 91.4% 91.4% 91.4% 91.4% 91.4% 91.4% 94.0% Sep. Oct. Nov. Dec. 94.0% 94.0% 94.0% 94.0% 91.4% 91.4% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 94.0% 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul.

0.4

0.6

1.2

0.8

2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

JPH - Throughput to Potential Plan

G Satisfactory
MP % Effectiveness

Baseline
Ago.

Actual Forecast

Y Marginal-Plan to Recover
150 250 350 450 550 650
2013 553.47 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 318.36 318.36

2013 2014 YTD 619.90 553.47 Jan. Feb. Mar. Apr. May Jun.

Maintenance

100.0% 90.0% 80.0% 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0%

-50 50

90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0% 90.0%

90.3% 71.2% 71.2%

93% 90% 90% 91% 91% 92% 92%

R Unsatisfactory
Change From/To

PM % Complete to Schedule

MCPU - Maintenance Cost

Plan Actual Forecast

Jul. Ago. Sep. Oct. Nov. Dec.

90.0% 90.0% 90.0% 90.0% 90.0% 90.0%

93% 93%

Plan Actual
94% 94%

Forecast
95% 95%

81

Month issues
Curva de Janeiro somente com Eco reduzindo eficiencia na Planta. GAP de 09 Eletrnicos na organizao da VOITH no Body Shop demeritou a performance da rea Press load da Estamparia no suporta plano de Manuteno Preventiva requerida para as linhas de prensas (Atual 96 horas vs 128 horas standard)

82

Month C.I. Actions

Reviso da estratgia de Planejamento de Manuteno com time Global de MFM e MOS em SBC. Treinamento dos planejadores no gerenciamento do MFM em SBC com

Global team
Cascateamento do WAR Room em todas as reas de Manuteno do site

Debug do FIS com suporte do time do MXICO

Consolidao do TDM do MOS no site

83

30 Days look ahead

Aprovar PAR de Debug do FIS e ajuste dos relatrios padres VOME Desenvolver Visual Job Plans para implementao da Manuteno Autnoma Cascateamento do treinamento de MFM realizado em SBC para o time de manuteno do site MOS lderes Finalizar o treinamento do GMOS para Team Leaders e Process Coaches MOS Lderes Reduo de 3 JPH Net para o BV256 para atender a curva de launch do B562 (Troca do tooling da celula de Framing) Concluir simulao da curva de 47JPH para o B562 e B515 no Body Shop - VOME Ajustar as horas para Manuteno Preventiva da Estamparia conforme benchmarking Global (de 96h para 128h / mes) - VOME Consolidar Communication Wall em todos os departamentos (BBQ, Critical Spare Parts, PM mapping optimization) MOS Lderes 84

Help needed
None

85

CAM MANUFACTURING ENVIRONMENTAL

Areas of Focus (2014 YE)
Environmental Compliance (%) 2014 Target = 100 / 2013 YTD result = 100 YTD result = 100 Water consumption (m/unit) 2014 Target = 2,57 / 2013 YTD result = 2,57 YTD result = 5,40 Waste to Landfill (Kg/unit) 2014 Target = 5,94 / 2013 YTD result = 5,94 YTD result = 10,11 CO2 Emission (ton/unit) 2014 Target = 0,150 / 2013 YTD result = 0,131 YTD result = 0,234 VOC Emission (g/m) 2014 Target = 26,00 / 2013 YTD result = 25,40 YTD result = 27,00

Status

Plan

G
- Low production volume on January;

- Pull ahead road map actions in order to achieve target before year end. - Low production volume on January;

- Pull ahead road map actions in order to achieve target before year end. - Low production volume on January;

- DTG = Dec/14; - Pull ahead energy savings actions. - Low production volume on January;

- DTG = Mar/14; - Pull ahead VOC improvement actions.

Results were affected by low production volume on January Pull ahead water/waste/CO2/VOC reduction actions in order to offset B562 Launch inefficiencies

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change

From/To

86

10

12

0.2

0.4

0.8

0.6

2012 2012 2013 2013

6.25

100%
100% 100%
100% 100% 100% 100% 100% 100%

5.94 10.11
2014 YTD 5.94 Jan. 5.94 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. 5.94 5.94 5.94 5.94 5.94 5.94 5.94 5.94 5.94

2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 5.94

10.11

Environmental Compliance
100%

G Satisfactory
Waste to Landfill (kg/unit)
100% 100% 100% 100% 100%

Plan Actual

Y Marginal-Plan to Recover R
Dec.

Forecast

100%

0.000
2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec. 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15 0.15

0.100

0.150

0.200

0.250

Environmental

0.050

0.153 0.13 0.23 0.23

2012 2013 2014 YTD Jan. Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov.
2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57 2.57

2.89 2.57 5.40 5.40

R Unsatisfactory
Change From/To
0.15

Water Usage (m3 per unit)

CO2 (Ton CO2/unit)

Dec.

2.57

87

20

40

2012 2013 2014 YTD

Jan. 26.00 26.00 26.00 26.00 26.00 Feb. Mar. Apr. May Jun. Jul. Ago. Sep. Oct. Nov. Dec.

0
27.48 25.04 27 27

VOC Emissions (g/sq m)

G Satisfactory
Plan
26.00 26.00 26.00 26.00 26.00 26.00

Actual Forecast

Y Marginal-Plan to Recover R Unsatisfactory

Change From/To

Environmental

26.00

88

Month issues
Low production volume; B562 launch activities during shutdown period and weekends.

89

Month C.I. Actions

Water:
Installed electrocoagulation equipment for wastewater treatment (capacity: 5m/h) Tests completed (OK). Waiting installation of new equipment with greater capacity (25m/h).

CO2 :
Reduce air leakages identified in Atlas Copco report (300 kWh saving R$ 51k).

90

30 Days look ahead

Water :
Start replacement of water and effluents pipes; Installation of pressure limiters on toilets designed to reduce water consumption.

Landfill:
Perform qualitative and quantitative analysis of industrial waste for improvement actions (work on top 3) 6-sigma project ( benchmark with SBC); Approve Project for Paint exhausting system automation (VSD) Booths; Canopy Lighting - Photocell/Timers installation; Shutdown 3 motors (125hp) of the recirculation water at internal and external tanks on weekends Paint Sludge System.

CO2:

VOC:
Test new basecoat purge solvent - Nikutex 5300 (Zero VOC); Increased purge efficiency on the new Primer/Clearcoat robots; Test electrostatic spray guns for water based paint (~30% basecoat consumption reduction on manual application).

91

Help needed
None.

92

Final Comments

93

Backup

94

% PM Complete
% PM Complete to Schedule
Stamping: 56% Body Shop: 73% Paint Shop: 74% Final Assembly: 83%

%PM Complete to Schedule and Late

* Stamping: 84% Body Shop: 96% Paint Shop: 95% Final Assembly: 99%

* Transferncia das 3 famlias para SBC para ajustar as horas de manuteno de 96 para 128
horas de acordo com Global Benchmarking. Due date : Mar/14 Status atual: N111C68 - Stock piling concluido / transporte em 17-02 N11160 Stock pilling concluido / transporte em 18-02 3438/9 Stock piling em andamento

95

Policy Deployment feedback

Voc participou do Policy Deployment 2014?

99%
100%
80% 60% 40% 20% 0% Sim No 100% 80% 60%

Est claro para voc quais so os objetivos para 2014?

96%

1%

40% 20% 0% Sim No

4%

Comparado com os anos anteriores, o Policy Deployment foi:

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

Oportunidades de Melhorias
56%

100% 80% 60% 40% 20% 0% Igual

64% 23% 11%

19%

25%

Comunicao Ineficaz Melhor Pior

rea ruidosa / Material da Local inapropriado apresentao ruim

Policy Deployment feedback

"O Policy foi de grande importncia para o time e focados em um s objetivo. Vamos consegui reerguer a Ford e coloc-la em seu verdadeiro lugar que o 1 no rank mundial" .(Team Member)

"Houve uma melhora significativa na forma que o contedo foi passado para o time, melhorando a compreenso dos objetivos a serem alcanados para a empresa" .(Team Member)

" de suma importncia a participao dos operadores na divulgao dos objetivos e resultados da planta. Cada ano est sendo muito interessante. (Team Member)

"Foi melhor pois dessa vez as informaes ficaram mais claras, no deixando dvidas quanto as nossas obrigaes junto a liderana. Esperamos que na prtica, seja to eficaz quanto na teoria" .(Team Member)

"Achei o policy este ano mais detalhado, facilitando o entendimento de todos. (Team Member)

DOS

Satisfactory

Marginal-Plan to Recover

Unsatisfactory

Change From/To

Secret

Cam Plant SNURK Reports

Ford Motor Company Controller Office - CAM Plant Database - SNURK January_14 SNURK -- January 2014 SNURK - 401 Monthly Production Inventory: 112-1 113-1A 113-1B 113-2A 113-3 113-4 114-2 114-4 115-1 216-1 216-2 216-3 311-1 334-1A Cycle Schedule Compliance (S-Ox) Select Fit Adjustments(S-Ox) Part Substitution Adjustments(S-Ox) Engineering Change Corrections(S-Ox) Quality Rejects(S-Ox) Net/Gross Inventory Verification (S-Ox) Unbooked Cycle Adjustments (SOX) Pending Cycle Adjustments (SOX) Negative Inventory Balances(S-Ox) Overdue in Transit(S-Ox) Unbooked Conveyance(S-Ox) Purged ASN's(S-Ox) Pilferable Parts Obsolescence Aging
December B/ (W) than January

Nov 10 18 3 3 2 14

Dec 6 40 2 2 2 2

Jan 46 1 3 2

B/ (W) 6 (6) B562 sign-off 1 Steering Column (3) 2 2 Rework Process -

Controller Office CAM Plant