{"text_format":"1","workbook":"xlsx","n_sheets":9,"sheets":["Change History","Instructions","Summary","Results","SIDP","A. Leadership - Management","B. Program Execution-Launch","C. Operations - Quality","D. Supply Chain - Purchasing"],"not_rendered":{"charts":0,"images":1,"macros":1,"external_links":0,"defined_names":18,"comments":2,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900"}

{"sheet":"Change History","index":0,"n_rows":19,"n_cols":3,"rows_kept":19,"cut":false,"hidden":false,"merged":[[0,0,0,2]]}
["Supplier Assessment Survey Workbook"]
["Revision","Revision Date","Description of Changes"]
["01","16-December-2016","Initial release."]
["02","01-April-2017","Added signature line in Summary tab; \nMade modifications to add issues list to tab SIDP;\nUpdated wording on multiple questions/criteria in tabs A through D to align with new IATF 16949 requirements."]
["03","25-August-2017","Corrected links to www.YFAI.com in column headers on tabs A, B, C and D."]
["04","04-October-2017","Replaced \"IATF 16949\" with \"IATF 16949 or TS 16949\" due recognize the transition period for new standard.\nRemoved % of Sales to YFAI on Summary Tab\nRemoved \"and aware of customer specific requirements\" from A3.1.   "]
["05","30-October-2020","Updated requirements to reflect IATF16949. Added criteria and clarification to various elements.  \nSeparated language for ease of use.  English and Chinese versions released. "]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
["  "]

{"sheet":"Instructions","index":1,"n_rows":52,"n_cols":3,"rows_kept":52,"cut":false,"hidden":false,"merged":[[47,0,47,3],[22,0,22,3]]}
[]
[null,"Supplier Assessment Survey\n"]
[]
[null,"Purpose:"]
[null,"The Supplier Assessment Survey(SAS) is used to determine the level of core competencies that are understood and applied and to qualify suppliers for sourcing of future business.    The proper use of the SAS will ensure and promote consistency between activities and personnel determining core competency conformance.SAS."]
[]
[null,"Assessment Method:"]
[null,"The assessment method is a 6 step process:"]
[]
[null,"Step 1: Supplier Pre-Screen / Self Survey: The Survey is sent out to gather pertinent data and assist in the qualification of the supplier(s)."]
[]
[null,"Step 2: Review completed self assessment survey. Schedule a conference with supplier to review score and identify evidence requirements for On-Site assessment. This step may be waived if supplier is knowledgeable of assessment process and evidence requirements."]
[]
[null,"Step 3: Conduct On-Site assessment (if required) to review critical evidence in the form of documentation, quality records, management metrics, etc. On-site assessment will include verification on the plant floor."]
[]
[null,"Step 4: Individual questions and overall scoring is scored based on the criteria below.  The overall score is calculated based on a numeric percentage of the individual scores.  Core competency questions are highlighted and have the potential of downgrading the overall score."]
[]
[null,"Step 5:  Supplier is required to develop  a Supplier Individual Development Plant (SIDP) for all Core Competency questions rated (1) and all other questions rated (1). A supplier SIDP is also required for all questions rated (2) when the overall score is less than 85%.  The SIDP must be submitted within 30 days unless formally agreed to with YFAI Supplier Development.  While not required an SIDP is strongly recommended when scores are greater than 85%.  \n"]
["  "]
[null,"Step 6: Review supplier SIDP and upload completed assessment and action plan to SAS Database. If on-site verification is required schedule assessment and upload documents after completion of verification assessment."]
[]
[]
["SASDP Evaluation Scoring Criteria"]
[]
[null,"INDIVIDUAL QUESTION CRITERIA","SCORE"]
[null,"Observations indicate high risk - minimal standards, systems in place",1]
[]
[null,"Observations indicate moderate risk - standards/systems in place but improvement recommended",2]
[]
[null,"Observations indicate low/minimal risk - standards/systems appear robust and effective",3]
[]
[null,"OVERALL SCORING CRITERIA"]
[null,"The overall score is calculated based on the numeric percentage of the sum of the scores for individual questions."]
[null,"Individual questions have the same weighting.  "]
[null,"The overall score will be DOWNGRADED based on the results of the scores for core compentency (*) questions."]
[null," - If any one non (*) questions are rated 1 (red), the final audit score will be minimum YELLOW."]
[null," - If >50% of the (*) questions are rated 2 (yellow), the final audit score will be YELLOW."]
[null," - If any one (*) question are rated 1 (red), the final audit score will be RED."]
[null,"The overall score will be DOWNGRADED to RED if the supplier fails to submit the Supplier Development Plan (SIDP) within 30 days."]
[]
[null,"Unacceptable:  Overall Score < 65%: Unacceptable, not recommended for sourcing,  Immediate SIDP required"]
[]
[null,"Conditionally Acceptable: Overall Score  >= 65% < 85%: Conditionally acceptable, SIDP required"]
[]
[null,"Acceptable: Overall Score  >= 85% and no red scores: Acceptable, SIDP may be required"]
[]
[]
["Specific Form Instructions"]
[]
[null,"1.  Prior to completing the form you must Enable Macros from the Windows menu. "]
[null,"2.  After completing all of the questions hit the \"Check\" button on the top of the screen on the SIDP to auto-populate  "]
[null,"    the questions that require a Supplier Individual Development Plan."]

{"sheet":"Summary","index":2,"n_rows":51,"n_cols":11,"rows_kept":51,"cut":false,"hidden":false,"merged":[[50,0,50,4],[50,5,50,10],[4,7,4,8],[7,0,8,0],[31,3,31,5],[7,7,7,8],[5,7,5,8],[6,7,6,8],[19,5,19,9],[22,5,22,9],[23,5,23,9],[12,1,12,4],[21,1,21,4],[14,1,14,4],[22,1,22,4],[23,1,23,4],[16,1,16,4],[17,1,17,4],[0,1,0,9],[20,5,20,9],[21,5,21,9],[14,5,14,9],[16,5,16,9],[17,5,17,9],[18,5,18,9],[11,1,11,4],[11,5,11,9],[12,5,12,9],[3,0,3,10],[4,1,5,4],[4,0,5,0],[7,1,8,4],[7,9,7,10],[6,1,6,4],[49,0,49,10],[35,7,41,10],[25,7,31,10],[35,3,35,5],[37,3,37,5],[39,3,39,5],[41,3,41,5],[25,0,25,2],[27,0,27,2],[29,0,29,2],[31,0,31,2],[33,0,33,2],[18,1,18,4],[19,1,19,4],[20,1,20,4],[45,5,47,7],[44,0,44,4],[44,5,44,10],[45,0,47,0],[45,2,45,4],[45,9,45,10],[46,2,46,4],[46,9,46,10],[47,2,47,4],[47,9,47,10]]}
[" ","Supplier Assessment Survey"]
[]
[]
[]
["Supplier Name\n",null,null,null,null,null,null,null,null,"Self Assessment Date "]
[null,null,null,null,null,null,null,null,null,"On-Site Survey Date "]
["Supplier Vendor Number\n",null,null,null,null,null,null,null,null,"Corrective Action Plan Due "]
["Supplier Location\n",null,null,null,null,null,null,null,null,"On-site Verification Date "]
[]
[]
[]
[null,"Name / Title",null,null,null,"Email",null,null,null,null,"Phone"]
["YFAI Auditor\nYFAI"]
[]
["Supplier Lead Auditor\n"]
[]
["Other Audit Participants\n"]
[]
["  "]
[]
[]
[]
[]
[]
[null,null,null,"Status","Expiration Date","Name of Certifier",null,"Commodity / Major Products "]
["Supplier is ISO 9001 3rd Party Certified IAF MLA Body?"]
[]
["Supplier is IATF 16949  3rd  Party Certified from IAF MLA Body?"]
[]
["Supplier is ISO 14001 compliant or Certified?"]
[]
["Other Certifications?"]
[]
["Sustainability survey completed on YFAI portal?",null,null,null,null,null,null,"Major Processes "]
[]
["Facility Size (sq meter, sq ft)"]
[]
["# of Employees"]
[]
["Age of Facility"]
[]
[]
[]
[]
["Yanfeng Interiors On-Site Overall Score\nYFAI ",null,null,null,null,"Supplier Self Assessment Overall Score\n"]
[{"$f":"Results!J22","v":0},"G","Acceptable, SIDP may be required\n",null,null,{"$f":"Results!X22","v":0},null,null,"G","Acceptable, SIDP may be required\n"]
[null,"Y","Conditionally acceptable, SIDP required\n",null,null,null,null,null,"Y","Conditionally acceptable, SIDP required\n"]
[null,"R","Unacceptable,  SIDP required\n",null,null,null,null,null,"R","Unacceptable,  SIDP required\n"]
["Comments leading to decision  "]
[]
["YFAI Auditor Signature:  ",null,null,null,null,"Supplier Signature:"]

{"sheet":"Results","index":3,"n_rows":79,"n_cols":28,"rows_kept":79,"cut":false,"hidden":false,"merged":[[70,0,70,19],[21,9,21,10],[24,0,24,4],[49,0,49,19],[53,0,53,19],[59,0,59,19],[42,0,42,19],[47,0,47,19],[48,0,48,19],[26,0,26,4],[27,0,27,4],[36,0,36,19],[29,0,29,4],[28,5,28,7],[29,5,29,7],[24,5,24,13],[71,0,71,19],[31,20,31,24],[43,0,43,19],[66,0,66,19],[46,0,46,19],[56,0,56,19],[38,0,38,19],[39,0,39,19],[40,0,40,19],[50,0,50,19],[69,0,69,19],[67,0,67,19],[68,0,68,19],[37,0,37,19],[34,0,34,19],[60,0,60,19],[0,4,0,20],[21,14,21,22],[4,0,4,4],[23,0,23,4],[2,0,2,24],[21,23,21,24],[11,0,11,4],[18,0,18,3],[17,0,17,3],[19,0,19,3],[16,0,16,3],[23,20,23,24],[23,5,23,13],[21,0,21,8],[21,11,21,13],[24,20,24,24],[25,0,25,4],[25,5,25,13],[26,5,26,13],[62,0,62,19],[27,5,27,7],[35,0,35,19],[28,0,28,4],[41,0,41,19],[32,0,32,7],[64,0,64,19],[61,0,61,19],[54,0,54,19],[44,0,44,19],[63,0,63,19],[57,0,57,19],[58,0,58,19],[51,0,51,19],[52,0,52,19]]}
[null,null,null,null,"Supplier Assessment Survey"]
[]
["Individual Question Scores"]
[]
["Supplier Self Assessment Results\n",null,null,null,null,1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,16,17,"POS","Sum","%"]
["A.","Leadership -Management",null,null,null,{"$f":"'A. Leadership - Management'!$F$11","v":0},{"$f":"'A. Leadership - Management'!$F$12","v":0},{"$f":"'A. Leadership - Management'!$F$13","v":0},{"$f":"'A. Leadership - Management'!$F$14","v":0},{"$f":"'A. Leadership - Management'!$F$19","v":0},{"$f":"'A. Leadership - Management'!$F$20","v":0},{"$f":"'A. Leadership - Management'!$F$21","v":0},{"$f":"'A. Leadership - Management'!$F$22","v":0},{"$f":"'A. Leadership - Management'!$F$31","v":0},{"$f":"'A. Leadership - Management'!$F$32","v":0},{"$f":"'A. Leadership - Management'!$F$33","v":0},{"$f":"'A. Leadership - Management'!$F$39","v":0},{"$f":"'A. Leadership - Management'!$F$40","v":0},{"$f":"'A. Leadership - Management'!$F$46","v":0},{"$f":"'A. Leadership - Management'!$F$47","v":0},{"$f":"'A. Leadership - Management'!$F$53","v":0},{"$f":"'A. Leadership - Management'!$F$54","v":0},51,{"$f":"SUM(F6:V6)","v":0},{"$f":"X6/W6","v":0}]
["B.","Program Execution",null,null,null,{"$f":"'B. Program Execution-Launch'!$F$11","v":0},{"$f":"'B. Program Execution-Launch'!$F$12","v":0},{"$f":"'B. Program Execution-Launch'!$F$18","v":0},{"$f":"'B. Program Execution-Launch'!$F$19","v":0},{"$f":"'B. Program Execution-Launch'!$F$20","v":0},{"$f":"'B. Program Execution-Launch'!$F$21","v":0},{"$f":"'B. Program Execution-Launch'!$F$27","v":0},{"$f":"'B. Program Execution-Launch'!$F$28","v":0},{"$f":"'B. Program Execution-Launch'!$F$29","v":0},{"$f":"'B. Program Execution-Launch'!$F$30","v":0},{"$f":"'B. Program Execution-Launch'!$F$31","v":0},null,null,null,null,null,null,33,{"$f":"SUM(F7:P7)","v":0},{"$f":"X7/W7","v":0}]
["C.","Operations - Quality",null,null,null,{"$f":"'C. Operations - Quality'!$F$11","v":0},{"$f":"'C. Operations - Quality'!$F$12","v":0},{"$f":"'C. Operations - Quality'!$F$13","v":0},{"$f":"'C. Operations - Quality'!$F$14","v":0},{"$f":"'C. Operations - Quality'!$F$15","v":0},{"$f":"'C. Operations - Quality'!$F$16","v":0},{"$f":"'C. Operations - Quality'!$F$17","v":0},{"$f":"'C. Operations - Quality'!$F$18","v":0},{"$f":"'C. Operations - Quality'!$F$19","v":0},{"$f":"'C. Operations - Quality'!$F$20","v":0},{"$f":"'C. Operations - Quality'!$F$21","v":0},{"$f":"'C. Operations - Quality'!$F$27","v":0},{"$f":"'C. Operations - Quality'!$F$28","v":0},{"$f":"'C. Operations - Quality'!$F$29","v":0},{"$f":"'C. Operations - Quality'!$F$30","v":0},{"$f":"'C. Operations - Quality'!$F$31","v":0},null,48,{"$f":"SUM(F8:U8)","v":0},{"$f":"X8/W8","v":0}]
["D.","Supply Chain - Purchasing",null,null,null,{"$f":"'D. Supply Chain - Purchasing'!$F$11","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$12","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$13","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$19","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$20","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$26","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$27","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$28","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$29","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$30","v":0},{"$f":"'D. Supply Chain - Purchasing'!$F$31","v":0},null,null,null,null,null,null,33,{"$f":"SUM(F9:P9)","v":0},{"$f":"X9/W9","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total",{"$f":"SUM(W6:W9)","v":165},{"$f":"SUM(X6:X9)","v":0},{"$f":"X10/W10","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,0.84,0.64]
["Yanfeng Interiors On-Site Results\nYFAI",null,null,null,null,1,2,3,4,5,6,7,8,9,10,11,12,13,14,15,16,17,"POS","Sum","%"]
["A.","Leadership -Management",null,null,null,{"$f":"'A. Leadership - Management'!$E$11","v":0},{"$f":"'A. Leadership - Management'!$E$12","v":0},{"$f":"'A. Leadership - Management'!$E$13","v":0},{"$f":"'A. Leadership - Management'!$E$14","v":0},{"$f":"'A. Leadership - Management'!$E$19","v":0},{"$f":"'A. Leadership - Management'!$E$20","v":0},{"$f":"'A. Leadership - Management'!$E$21","v":0},{"$f":"'A. Leadership - Management'!$E$22","v":0},{"$f":"'A. Leadership - Management'!$E$31","v":0},{"$f":"'A. Leadership - Management'!$E$32","v":0},{"$f":"'A. Leadership - Management'!$E$33","v":0},{"$f":"'A. Leadership - Management'!$E$39","v":0},{"$f":"'A. Leadership - Management'!$E$40","v":0},{"$f":"'A. Leadership - Management'!$E$46","v":0},{"$f":"'A. Leadership - Management'!$E$47","v":0},{"$f":"'A. Leadership - Management'!$E$53","v":0},{"$f":"'A. Leadership - Management'!$E$54","v":0},51,{"$f":"SUM(F13:V13)","v":0},{"$f":"X13/W13","v":0}]
["B.","Program Execution",null,null,null,{"$f":"'B. Program Execution-Launch'!$E$11","v":0},{"$f":"'B. Program Execution-Launch'!$E$12","v":0},{"$f":"'B. Program Execution-Launch'!$E$18","v":0},{"$f":"'B. Program Execution-Launch'!$E$19","v":0},{"$f":"'B. Program Execution-Launch'!$E$20","v":0},{"$f":"'B. Program Execution-Launch'!$E$21","v":0},{"$f":"'B. Program Execution-Launch'!$E$27","v":0},{"$f":"'B. Program Execution-Launch'!$E$28","v":0},{"$f":"'B. Program Execution-Launch'!$E$29","v":0},{"$f":"'B. Program Execution-Launch'!$E$30","v":0},{"$f":"'B. Program Execution-Launch'!$E$31","v":0},null,null,null,null,null,null,33,{"$f":"SUM(F14:P14)","v":0},{"$f":"X14/W14","v":0}]
["C.","Operations - Quality",null,null,null,{"$f":"'C. Operations - Quality'!$E$11","v":0},{"$f":"'C. Operations - Quality'!$E$12","v":0},{"$f":"'C. Operations - Quality'!$E$13","v":0},{"$f":"'C. Operations - Quality'!$E$14","v":0},{"$f":"'C. Operations - Quality'!$E$15","v":0},{"$f":"'C. Operations - Quality'!$E$16","v":0},{"$f":"'C. Operations - Quality'!$E$17","v":0},{"$f":"'C. Operations - Quality'!$E$18","v":0},{"$f":"'C. Operations - Quality'!$E$19","v":0},{"$f":"'C. Operations - Quality'!$E$20","v":0},{"$f":"'C. Operations - Quality'!$E$21","v":0},{"$f":"'C. Operations - Quality'!$E$27","v":0},{"$f":"'C. Operations - Quality'!$E$28","v":0},{"$f":"'C. Operations - Quality'!$E$29","v":0},{"$f":"'C. Operations - Quality'!$E$30","v":0},{"$f":"'C. Operations - Quality'!$E$31","v":0},null,48,{"$f":"SUM(F15:U15)","v":0},{"$f":"X15/W15","v":0}]
["D.","Supply Chain - Purchasing",null,null,null,{"$f":"'D. Supply Chain - Purchasing'!$E$11","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$12","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$13","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$19","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$20","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$26","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$27","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$28","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$29","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$30","v":0},{"$f":"'D. Supply Chain - Purchasing'!$E$31","v":0},null,null,null,null,null,null,33,{"$f":"SUM(F16:P16)","v":0},{"$f":"X16/W16","v":0}]
["Category",null,null,null,"  Conclusions / next steps",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Total",{"$f":"SUM(W13:W16)","v":165},{"$f":"SUM(X13:X16)","v":0},{"$f":"X17/W17","v":0}]
["Unacceptable",null,null,null,"  Indicator < 65%: Unacceptable, not recommended for sourcing,  Immediate SIDP required"]
["  ",null,null,null,"  Indicator >= 65% < 85%: Conditionally acceptable, SIDP required "]
["Acceptable",null,null,null,"  Indicator >= 85% and no red scores: Acceptable, SIDP may be required"]
[]
["Yanfeng Interiors On-Site Overall Score\nYFAI",null,null,null,null,null,null,null,null,{"$f":"IF(U73>=1,MIN($Y$11,$Y$17),IF(U74>=8,MIN($X$11,$Y$17),IF(U79=1,MIN($X$11,$Y$17),$Y$17)))","v":0},null,null,null,null,"Supplier Self Assessment Overall Score\n",null,null,null,null,null,null,null,null,{"$f":"IF(X73>=1,MIN($Y$11,$Y$10),IF(X74>=8,MIN($X$11,$Y$10),IF(X79=1,MIN($X$11,$Y$10),$Y$10)))","v":0}]
[]
["Supplier Name",null,null,null,null,{"$f":"Summary!$B$5","v":0}]
["Supplier Location",null,null,null,null,{"$f":"Summary!$B$8","v":0}]
["Supplier Lead Auditor",null,null,null,null,{"$f":"Summary!$B$15","v":0}]
["YFAI Auditor",null,null,null,null,{"$f":"Summary!$B$13","v":0}]
["Self Assessment Date",null,null,null,null,{"$f":"Summary!$H$5","v":"00:00:00"}]
["On - Site Survey Date",null,null,null,null,{"$f":"Summary!$H$6","v":"00:00:00"}]
["Corrective Action Plan Due:",null,null,null,null,"2019-06-10"]
[]
["Sub Section Results/Core Competency Questions"]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"YFAI",null,null,"Supplier"]
["A.  Leadership/Management",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Sum","%",null,"Sum","%"]
["A.1 Health and Safety",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E15","v":0},{"$f":"'A. Leadership - Management'!E17","v":0},null,{"$f":"'A. Leadership - Management'!F15","v":0},{"$f":"'A. Leadership - Management'!F17","v":0},2,4,5]
["A.2 Customer Interface",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E27","v":0},{"$f":"'A. Leadership - Management'!E29","v":0},null,{"$f":"'A. Leadership - Management'!F27","v":0},{"$f":"'A. Leadership - Management'!F29","v":0},2,4,5]
["A.3 Capacity",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E35","v":0},{"$f":"'A. Leadership - Management'!E37","v":0},null,{"$f":"'A. Leadership - Management'!F35","v":0},{"$f":"'A. Leadership - Management'!F37","v":0},2,4,5]
["A.4 Product and Process Targets",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E42","v":0},{"$f":"'A. Leadership - Management'!E44","v":0},null,{"$f":"'A. Leadership - Management'!F42","v":0},{"$f":"'A. Leadership - Management'!F44","v":0},2,4,5]
["A.5 Quality Systems Certifications",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E49","v":0},{"$f":"'A. Leadership - Management'!E51","v":0},null,{"$f":"'A. Leadership - Management'!F49","v":0},{"$f":"'A. Leadership - Management'!F51","v":0}]
["A.6 Human Resources",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E56","v":0},{"$f":"'A. Leadership - Management'!E58","v":0},null,{"$f":"'A. Leadership - Management'!F56","v":0},{"$f":"'A. Leadership - Management'!F58","v":0}]
["Core Competency Questions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTIF(U42:U45,1)","v":0},null,null,{"$f":"COUNTIF(X42:X45,1)","v":0}]
["A.1.4* Have the supplier passed the additional safety and environmental YFAI China audit and he has the final acceptance consistent with Government requirements ? (Applicable in AP)",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E14","v":0},null,null,{"$f":"'A. Leadership - Management'!F14","v":0}]
["A.3.1* Are the necessary personnel resources planned and available for any current or new business? ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E31","v":0},null,null,{"$f":"'A. Leadership - Management'!F31","v":0}]
["A.3.2* Are the production resources planned to be in line with current and future customer demands? ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E32","v":0},null,null,{"$f":"'A. Leadership - Management'!F32","v":0},null,2,4,5]
["A.5.1* Does the supplier carry out quality system audits for the products and processes as planned and address the issues? ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'A. Leadership - Management'!E46","v":0},null,null,{"$f":"'A. Leadership - Management'!F46","v":0}]
["B. Program Execution / Launch"]
["B.1  Program Management ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E14","v":0},{"$f":"'B. Program Execution-Launch'!E16","v":0},null,{"$f":"'B. Program Execution-Launch'!F14","v":0},{"$f":"'B. Program Execution-Launch'!F16","v":0},2,4,5]
["B.2  Understanding Customer Requirements",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E23","v":0},{"$f":"'B. Program Execution-Launch'!E25","v":0},null,{"$f":"'B. Program Execution-Launch'!F23","v":0},{"$f":"'B. Program Execution-Launch'!F25","v":0}]
["B.3  PPAP Execution",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E33","v":0},{"$f":"'B. Program Execution-Launch'!E35","v":0},null,{"$f":"'B. Program Execution-Launch'!F33","v":0},{"$f":"'B. Program Execution-Launch'!F35","v":0}]
["Core Competency Questions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTIF(U51:U55,1)","v":0},null,null,{"$f":"COUNTIF(X51:X55,1)","v":0}]
["B.1.1* Is the project organization (program management) established and are the task and authorities specified for all team members assuring tracking of APQP, Process sign-off or equivalent requirements and meeting customer timing requirements?",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E11","v":0},null,null,{"$f":"'B. Program Execution-Launch'!F11","v":0}]
["B.2.1* Does the supplier understand applicable customer requirements (including OEM's) ?",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E18","v":0},null,null,{"$f":"'B. Program Execution-Launch'!F18","v":0}]
["B.2.2* Does the supplier have materials and product testing capabilities to assure ongoing conformance to material, legal, and performance specifications?  ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E19","v":0},null,null,{"$f":"'B. Program Execution-Launch'!F19","v":0}]
["B.2.4* Does the supplier identify appropriate error proofing applications for significant characteristics of the products?    ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E21","v":0},null,null,{"$f":"'B. Program Execution-Launch'!F21","v":0}]
["B.3.1* Is a Production Part Approval Process in use and capable of meeting customers expectations ? Is a YFAI recognized format, or equivalent, for part submission process utilized throughout the organization?   PPAP",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'B. Program Execution-Launch'!E27","v":0},null,null,{"$f":"'B. Program Execution-Launch'!F27","v":0}]
["C. Operations - Quality"]
["C.1  Process Analysis/Production",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E23","v":0},{"$f":"'C. Operations - Quality'!E25","v":0},null,{"$f":"'C. Operations - Quality'!F23","v":0},{"$f":"'C. Operations - Quality'!F25","v":0},2,4,5]
["C.2  Facilities",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E33","v":0},{"$f":"'C. Operations - Quality'!E35","v":0},null,{"$f":"'C. Operations - Quality'!F33","v":0},{"$f":"'C. Operations - Quality'!F35","v":0}]
["Core Competency Questions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTIF(U60:U65,1)","v":0},null,null,{"$f":"COUNTIF(X60:X65,1)","v":0}]
["C.1.1* Is the incoming materials process managed properly in order to ensure that the product is manufactured per customer requirements ?   ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E11","v":0},null,null,{"$f":"'C. Operations - Quality'!F11","v":0}]
["C.1.2* Are the workstations and test/inspection areas suitable for requirements and ergonomical ? ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E12","v":0},null,null,{"$f":"'C. Operations - Quality'!F12","v":0}]
["C.1.3* Can the quality requirements be monitored effectively with the test, inspection and measurements facilities employed (including outside sourcing)?",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E13","v":0},null,null,{"$f":"'C. Operations - Quality'!F13","v":0}]
["C.1.4* Are significant characteristics controlled in production ?",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E14","v":0},null,null,{"$f":"'C. Operations - Quality'!F14","v":0}]
["C.1.5* Does the supplier has a process in place for segregation and containment of rejected parts ? ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E15","v":0},null,null,{"$f":"'C. Operations - Quality'!F15","v":0}]
["C.1.6* In case of deviations from product or process requirements, are the causes analyzed and the corrective actions checked for effectiveness ?",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'C. Operations - Quality'!E16","v":0},null,null,{"$f":"'C. Operations - Quality'!F16","v":0}]
["D. Supply Chain - Purchasing"]
["D.1  Supply Base Management ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'D. Supply Chain - Purchasing'!E15","v":0},{"$f":"'D. Supply Chain - Purchasing'!E17","v":0},null,{"$f":"'D. Supply Chain - Purchasing'!F15","v":0},{"$f":"'D. Supply Chain - Purchasing'!F17","v":0},2,4,5]
["D.2  Electronic Data Management",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'D. Supply Chain - Purchasing'!E22","v":0},{"$f":"'D. Supply Chain - Purchasing'!E24","v":0},null,{"$f":"'D. Supply Chain - Purchasing'!F22","v":0},{"$f":"'D. Supply Chain - Purchasing'!F24","v":0}]
["D.3  Material Management",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'D. Supply Chain - Purchasing'!E33","v":0},{"$f":"'D. Supply Chain - Purchasing'!E35","v":0},null,{"$f":"'D. Supply Chain - Purchasing'!F33","v":0},{"$f":"'D. Supply Chain - Purchasing'!F35","v":0}]
["Core Competency Questions",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"COUNTIF(U71:U72,1)","v":0},null,null,{"$f":"COUNTIF(X71:X72,1)","v":0}]
["D.1.1* Are only approved/released and quality capable sub-suppliers selected ?",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'D. Supply Chain - Purchasing'!E11","v":0},null,null,{"$f":"'D. Supply Chain - Purchasing'!F11","v":0},null,2,4,5]
["D.1.3* Is the quality of the out-sourced products and services ensured?  ",null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"'D. Supply Chain - Purchasing'!E13","v":0},null,null,{"$f":"'D. Supply Chain - Purchasing'!F13","v":0},null,2,4,5]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,{"$f":"U41+U50+U59+U70","v":0},null,null,{"$f":"X41+X50+X59+X70","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"50% Rule",{"$f":"COUNTIF(U42:U45,2)+COUNTIF(U51:U55,2)+COUNTIF(U60:U65,2)+COUNTIF(U71:U72,2)","v":0},null,"50% Rule",{"$f":"COUNTIF(X43:X45,2)+COUNTIF(X51:X55,2)+COUNTIF(X60:X65,2)+COUNTIF(X71:X72,2)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"A","Non-star 1",{"$f":"IF(OR('A. Leadership - Management'!E11=1,'A. Leadership - Management'!E12=1,'A. Leadership - Management'!E13=1,'A. Leadership - Management'!E19=1,'A. Leadership - Management'!E20=1,'A. Leadership - Management'!E21=1,'A. Leadership - Management'!E22=1,'A. Leadership - Management'!E33=1,'A. Leadership - Management'!E39=1,'A. Leadership - Management'!E40=1,'A. Leadership - Management'!E47=1,'A. Leadership - Management'!E53=1,'A. Leadership - Management'!E54=1)=TRUE,1,0)","v":0},null,"Non-star 1",{"$f":"IF(OR('A. Leadership - Management'!F11=1,'A. Leadership - Management'!F12=1,'A. Leadership - Management'!F13=1,'A. Leadership - Management'!F19=1,'A. Leadership - Management'!F20=1,'A. Leadership - Management'!F21=1,'A. Leadership - Management'!F22=1,'A. Leadership - Management'!F33=1,'A. Leadership - Management'!F39=1,'A. Leadership - Management'!F40=1,'A. Leadership - Management'!F47=1,'A. Leadership - Management'!F53=1,'A. Leadership - Management'!F54=1)=TRUE,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"B","Non-star 1",{"$f":"IF(OR('B. Program Execution-Launch'!E12=1,'B. Program Execution-Launch'!E20=1,'B. Program Execution-Launch'!E28=1,'B. Program Execution-Launch'!E29=1,'B. Program Execution-Launch'!E30=1,'B. Program Execution-Launch'!E31=1)=TRUE,1,0)","v":0},null,"Non-star 1",{"$f":"IF(OR('B. Program Execution-Launch'!F12=1,'B. Program Execution-Launch'!F20=1,'B. Program Execution-Launch'!F28=1,'B. Program Execution-Launch'!F29=1,'B. Program Execution-Launch'!F30=1,'B. Program Execution-Launch'!F31=1)=TRUE,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"C","Non-star 1",{"$f":"IF(OR('C. Operations - Quality'!E17=1,'C. Operations - Quality'!E18=1,'C. Operations - Quality'!E19=1,'C. Operations - Quality'!E20=1,'C. Operations - Quality'!E21=1,'C. Operations - Quality'!E27=1,'C. Operations - Quality'!E28=1,'C. Operations - Quality'!E29=1,'C. Operations - Quality'!E30=1,'C. Operations - Quality'!E31=1)=TRUE,1,0)","v":0},null,"Non-star 1",{"$f":"IF(OR('C. Operations - Quality'!F17=1,'C. Operations - Quality'!F18=1,'C. Operations - Quality'!F19=1,'C. Operations - Quality'!F20=1,'C. Operations - Quality'!F21=1,'C. Operations - Quality'!F27=1,'C. Operations - Quality'!F28=1,'C. Operations - Quality'!F29=1,'C. Operations - Quality'!F30=1,'C. Operations - Quality'!F31=1)=TRUE,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"D","Non-star 1",{"$f":"IF(OR('D. Supply Chain - Purchasing'!E12=1,'D. Supply Chain - Purchasing'!E19=1,'D. Supply Chain - Purchasing'!E20=1,'D. Supply Chain - Purchasing'!E26=1,'D. Supply Chain - Purchasing'!E27=1,'D. Supply Chain - Purchasing'!E28=1,'D. Supply Chain - Purchasing'!E29=1,'D. Supply Chain - Purchasing'!E30=1,'D. Supply Chain - Purchasing'!E31=1)=TRUE,1,0)","v":0},null,"Non-star 1",{"$f":"IF(OR('D. Supply Chain - Purchasing'!F12=1,'D. Supply Chain - Purchasing'!F19=1,'D. Supply Chain - Purchasing'!F20=1,'D. Supply Chain - Purchasing'!F26=1,'D. Supply Chain - Purchasing'!F27=1,'D. Supply Chain - Purchasing'!F28=1,'D. Supply Chain - Purchasing'!F29=1,'D. Supply Chain - Purchasing'!F30=1,'D. Supply Chain - Purchasing'!F31=1)=TRUE,1,0)","v":0}]
[null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,null,"Non-star 1",{"$f":"MAX(U75,U76,U77,U78)","v":0},null,"Non-star 1",{"$f":"MAX(X75,X76,X77,X78)","v":0}]

{"sheet":"SIDP","index":4,"n_rows":67,"n_cols":11,"rows_kept":67,"cut":false,"hidden":false,"merged":[[4,8,4,10],[6,0,6,10],[7,0,7,1],[7,2,7,3],[0,6,0,7],[1,8,1,10],[2,8,2,10],[3,8,3,10]]}
[]
[null,null,null,null,null,null,null,"Supplier Name",{"$f":"Summary!B5","v":0}]
[null,null,"Supplier Assessment Survey",null,null,null,null,"Supplier Location",{"$f":"Summary!B8","v":0}]
[null,null,null,null,null,null,null,"Self Assessment Date",{"$f":"Summary!H5","v":"00:00:00"}]
[null,null,null,null,null,null,null,"On-Site Survey Date",{"$f":"Summary!H6","v":"00:00:00"}]
[]
["Supplier Individual Development Plan (SIDP)"]
["Primary Area\n",null,"Score\n",null,"Issue List\n","Root Cause","Action Plan\n","Resp.\n","Target\n","Complete\n","Status\n"]
[null,"A. Leadership - Management ","YFAI\nResult","Sup.\nResult"]
[null,null,null,null,null,null,null,null,null,null," "]
[null,null,null,null,null,null,null,null,null,null," "]
[]
[]
[]
[]
[]
[]
[]
["  "]
[]
[]
[]
[]
[null,null,null,null,null,null," "," "," "," "," "]
[null,null,null,null,null,null," "," "," "," "," "]
[null,"B. Program Execution-Launch ","YFAI\nResult","Sup.\nResult"]
[null,null,null,null,null,null,null,null,null,null," "]
[]
[null,null,null,null,null,null,null," "," "," "," "]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null," "," ",null," "]
[]
[null,"C. Operations - Quality","YFAI\nResult","Sup.\nResult"]
[null,null,null,null,null,null,null," "," "," "," "]
[null,null,null,null,null,null,null,null,null,null," "]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null," "," ",null," "]
[]
[null,"D. Supply Chain - Purchasing ","YFAI\nResult","Sup.\nResult"]
[null,null,null,null,null,null,null," "," "," "," "]
[null,null,null,null,null,null,null,null,null," "," "]
[]
[]
[]
[]
[]
[]
[]
[null,null,null,null,null,null,null," "," ",null," "]
[]
[null,null,null,null,null,null,"Road Map Owner: ",null," ","Updated:"]

{"sheet":"A. Leadership - Management","index":5,"n_rows":67,"n_cols":6,"rows_kept":67,"cut":false,"hidden":false,"merged":[[21,0,24,0],[4,4,4,5],[21,1,24,1],[21,4,24,4],[21,5,24,5],[6,3,6,5],[5,3,5,5],[7,0,7,1],[2,2,3,2],[1,4,1,5],[0,4,0,5],[2,4,2,5],[3,4,3,5]]}
[]
[null,null,null,"Supplier Name",{"$f":"Summary!B5","v":0}]
[null,null,"Supplier Assessment Survey","Supplier Location",{"$f":"Summary!B8","v":0}]
[null,null,null,"Self Assessment Date",{"$f":"Summary!H5","v":"00:00:00"}]
[null,null,null,"On-Site Survey Date",{"$f":"Summary!H6","v":"00:00:00"}]
[null,null,null,"YFAI Supplier Standards Manual"]
[null,null,null,"http://www.yfai.com"]
["A.  Leadership/Management",null,"Criteria","Evidence/Comments","YFAI Result","Supplier Result"]
[]
["A.1  Health and Safety"]
["A.1.1","Does the supplier have a proactive health and safety plan?    ","1.  There is an established corporate health and safety policy. \n2.  There are identifiable and visual health and safety goals and measurements.  \n3.  A Health and Safety Champion exists. \n4.  Procedures and employee operating instructions (e.g., emergency preparedness, fork lift safety, confined space, lockout/tagout, etc.) exist and are controlled.   \n5.  Internal and external training requirements are established and tracked (e.g., Orientation, on-the-job, first aid, hazardous waste, CPR, etc.).  \n6.  Personal protective equipment is provided and budgeted.  "]
["A.1.2","Does the supplier measure and utilize a safety incident rate?    ","1.  Incidents are measured (e.g., incidents/100 employees), tracked, and reported.\n2.  Incident investigations are conducted to identify root causes.\n3.  Issue corrective actions are implemented and verified.\n4.  Is the factory punished by the government due due to the safety protection this year?"]
["A.1.3","Is there an established audit process for conformance to Health and Safety procedures?  ","1.  There are regular scheduled internal and/or external audits to procedures and operating instructions.\n2.  There is a regular scheduled management review of progress to goals.\n3.  There is a regular scheduled (minimum annual) review (and update) of the policy and plan."]
["A.1.4*","Have the supplier passed the government safety and environmental health audit and has the final acceptance consistent with Government requirements ?\n(Asia & Pacific region specific requirement only)","1.  The supplier has  a final acceptance of the EHS,  emergency plan is in place and all the requirements related to EHS government regulations are fulfilled. \n2. The management of hazardous chemical  is done according with Government regulations.\n3. Industrial waste water/waste gas/noise are in line with national standards and obtain discharge permit according to law."]
[null,null,null,"Actual    ",{"$f":"SUM(E11:E13)","v":0},{"$f":"SUM(F11:F14)","v":0}]
[null,null,null,"Possible    ",12,12]
[null,null,null,"Percent    ",{"$f":"E15/E16","v":0},{"$f":"F15/F16","v":0}]
["A.2  Customer Interface System"]
["  ","Does the supplier visit customer facilities or interact with the customer as needed.","1.  The supplier has a customer visitation plan (Supplier visits should be proactive and address quality, delivery, launch and engineering issues, as well as understanding how their parts are used) for customer visits and communication (phone calls, faxes, email, etc.).  \n2.  The supplier documents (journals, open issues lists, action plans, etc.) and reports results of all visits to management and drive open items to closure. There is a contact list updated and distributed to the customers.  \n3.  Evidence exists that the data collected by field engineers or representatives is used in the problem solving process, and is the basis for supplier continuous improvement activities.  "]
["A.2.2","Does the supplier use customer portals where applicable participates in customer satisfaction surveys ?  ","1.  The supplier participates in customer satisfaction surveys and is proactively working on improving the business relationship.  \n2.  The supplier has access to their YFAI Scorecard and all other customer scorecards. \n3. Supplier is aware of YFAI Communication Webpage."]
["A.2.3","Does the supplier have a system to support warranty issues that includes a risk assessment of past product warranty returns, recalls, and field campaigns?  ","1. The supplier has an active internal process to resolve warranty issues - all parts are evaluated to drawing requirements on a regular basis to ensure ongoing compliance, the timeframe not to exceed one year where not included in the control plan.  \n2. The supplier has a designated warranty champion who is accountable to customer warranty returns.  \n3. Where the supplier has had warranty issues they have implemented systemic preventive actions."]
["A.2.4  ","Does the supplier has access and fill the required data into YFAI QMS systems? ","1. The supplier has completed the financial information into 3PI system (or provided equivalent information directly to Purchasing)."]
[null,null,"2. The supplier has completed the Sustainability questionnaire located on the YFAI Supplier Communication Webpage (https://www.yfai.com/en/suppliers) and uploaded their results to the YFAI QMS."]
[null,null,"3. Supplier has uploaded the recent/valid Quality certificates via YFAI QMS.  "]
[null,null,"4. Supplier has the proper contact information loaded into the YFAI QMS and has completed available training."]
[null,null,null,"A.2  Customer Interface System Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E19:E25)","v":0},{"$f":"SUM(F19:F25)","v":0}]
[null,null,null,"Possible    ",12,12]
[null,null,null,"Percent    ",{"$f":"E27/E28","v":0},{"$f":"F27/F28","v":0}]
["A.3  Capacity"]
["A.3.1*","Are the necessary personnel resources planned and available for any current or new business? ","1.  A staff matrix should be reviewed with actual names for key functions. Where additional resources are needed for new or transferred projects a recruitment plan should be available and should be completed and inducted before new project kick off.   \n2.Personnel performing activities affecting conformity to product and process requirements.\n3.  Change management within the projects meets the customer's specific requirements.  \n4.  The operators are able to carry out their tasks and their qualifications are kept up to date special attention given to training of temporary personnel.   \n5. IMPORTANT: All the key personnel is able to communicate with the customer via an international agreed language on a consistent basis.   "]
["A.3.2*","Are the production resources planned to be in line with current and future customer demands? ","1. There is a planning system which continually evaluates available machine capacity taking also in the consideration customer peak demands.  \n2. There is a clear planning for equipment's, packaging, technical installations (Air, Power, etc), surface, etc.   \n3. In case of new awarded business a Plant Readiness presentation must be prepared and presented covering all capacity aspects including customer specific requirements.\n4. Measurement and testing facilities are suitable for planned work (CMM, various testing machinery, etc.).  \n5. Supplier weekly production plan is not overcommitted and overtime is not the normal way of producing required quantities.  "]
["A.3.3","Are there any contingency/emergency plans in place as well a notification process towards customer and other interested parties ?\n","1. Supplier has a current emergency plan with documented training and conduct contingency plan reviews using a multi-disciplinary team (including top management).   \n2. Contingency plans been established to support production in case of force majeure, equipment breakdown, sub supplier line stop, etc.   "]
[null,null,null,"A.3  Capacity Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E31:E33)","v":0},{"$f":"SUM(F31:F33)","v":0}]
[null,null,null,"Possible    ",9,9]
[null,null,null,"Percent    ",{"$f":"E35/E36","v":0},{"$f":"F35/F36","v":0}]
["A.4  Product and Process Targets"]
["A.4.1","Does the supplier have systems in place that support internal and customer defined KPI's and able to submit evidence monthly management review? ","1.  The supplier displays and/or reports easily understood objectives and priorities, visible to all managers and employees, and ensure that all employees are empowered to effectively support the objectives of the Operational Plan. \n2. There are regular management metric reviews that link to goals.  \n3. The supplier has a process to communicate KPI's to customers and sub suppliers if applicable.  \n4. The supplier shall have available a KPI overview including last year's targets and results, and for current year targets and YTD values. The supplier needs to show evidence of corrective action for all KPI's that are not to target.  If the  audit is a Self Assessment supplier should provide KPI overview via e-mail together with filled SAS report."]
["A.4.2","\nThere is a responsibility and authority for product requirements and corrective actions. There is an escalation process established and controlled effectively ? ","1. The criteria for escalation are specified and responsibilities and authorities are regulated.  \n2. The effectiveness of escalation is demonstrated by appropriate documentation.  \n3. If special risks have been identified for technologies, suppliers and supply countries, this must also be taken into account in escalation management.  "]
[null,null,null,"A.4  Product and Process Targets Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E39:E40)","v":0},{"$f":"SUM(F39:F40)","v":0}]
[null,null,null,"Possible    ",6,6]
[null,null,null,"Percent    ",{"$f":"E42/E43","v":0},{"$f":"F42/F43","v":0}]
["A.5  Quality System Certifications"]
["A.5.1*","Does the supplier carry out quality system audits for the products and processes as planned and address the issues? ","1. There are multiple types of audits performed: internal, 3rd party, customer, etc  which were conducted and appropriate actions plans exists and up to date.   \n2.  A champion is identified and accountable to performance and the internal auditors have documented qualifications.\n3. Internal Manufacturing process audits are planned and conducted to assess process effectiveness for each manufacturing processes according with customer requirements (ex VDA, Formel Q, etc.).   \nNote: Special processes (ex Heat treatment, painting, plating, etc) requires special assessments.  \n4.  Internal and external action plan performance status is tracked, verified, and reported.  \n5.  Supplier can provide a list of all facilities that support supplier site and the QMS (Design centers, corporate headquarters, distribution centers etc) and can identify the processes that those facilities engage in such as (Design of product, Component purchasing, Sales and Marketing, Logistic functions)."]
["A.5.2","Does the Supplier have 3rd party certification for Quality Systems ","1.  Must be compliant to IATF 16949 and ISO 14001.  \n2. The supplier is able to upload current certificates via YFAI QMS link. \n3. There is a plan to fulfill any missing certifications due to objective reasons (ex: new facility operating less than one year, etc.).   "]
[null,null,null,"A.5  Quality System Certifications Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E46:E47)","v":0},{"$f":"SUM(F46:F47)","v":0}]
[null,null,null,"Possible    ",6,6]
[null,null,null,"Percent    ",{"$f":"E49/E50","v":0},{"$f":"F49/F50","v":0}]
["A.6  Human Resources"]
["A.6.1","Does the supplier have corporate policies? Does the supplier have a staff resource plan ?","1.  Overtime is not used as a long-term solution for staffing requirements.\n2.  A process exists for establishing resource requirements (facilities, technical staffing, operational staffing, etc.) due to increasing (new programs, mergers, acquisitions, etc.) or decreasing organizational sales or market share.  \n3.  There is a procedure for acquiring additional resources (new facilities, staff, etc.) when needed and there is upper management support when resource needs are justified.  \n4.  Employee retention and succession plans exist for all key personnel.  \n5.  Benefit and compensation analysis/studies are completed and used to support recruiting and retention activities.   \n6.  Employee evaluations are based on performance to expectations and the supplier way of doing business (training plan and opportunities, job measures, evaluation system, etc.).  \n7.  Supplier organization fosters employee satisfaction and commitment to organizational goals by building and supporting open communication, trust, teamwork, leadership, mentoring, and personal improvement.    \n8. The supplier shall provide their corporate responsibility policies(Anti-bribery, Employee Code of Conduct, Ethics Escalation, IT cybersecurity etc) and evidence of how the information is cascaded."]
["A.6.2","Does the supplier have an effective training and development system?  ","1.  Each employee understands the expectations of the position and the impact on customer specific requirements (job description, training matrix and plans, skills, knowledge, competencies, attitude, company values).   \n2.  A training plan and budget exists for each employee, one of the priorities should be customer requirements.  Training plan focus is first on capability gaps identified from the training matrix.  Second focus is employee development above and beyond those skills required for their current responsibilities.  \n3.  The supplier has an active Leadership and Mentoring training program/policy/practice.\n4.  Effectiveness of the training is measured through a employee skill gap analysis audit prior to, and after the training. \n5.   Successful completion of the training is identified (date) on the employees training matrix. 5. \n6.  Identify the necessary competence for the process owners within your organization context and the associated training.\n7.  How does the supplier validate the competency of the process owners (sample size, duration of evaluation, method of evaluation)."]
[null,null,null,"A.6  Human Resources Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E53:E54)","v":0},{"$f":"SUM(F53:F54)","v":0}]
[null,null,null,"Possible    ",6,6]
[null,null,null,"Percent    ",{"$f":"E56/E57","v":0},{"$f":"F56/F57","v":0}]
[]
[null,null,null,"A.  Leadership / Management Total"]
[null,null,null,"Actual    ",{"$f":"E15+E27+E35+E42+E49+E56","v":0},{"$f":"F15+F27+F35+F42+F49+F56","v":0}]
[null,null,null,"Possible    ",{"$f":"E16+E28+E36+E43+E50+E57","v":51},{"$f":"F16+F28+F36+F43+F50+F57","v":51}]
[null,null,null,"Percent    ",{"$f":"E61/E62","v":0},{"$f":"F61/F62","v":0}]
[]
[]
[]
[" "]

{"sheet":"B. Program Execution-Launch","index":6,"n_rows":40,"n_cols":6,"rows_kept":40,"cut":false,"hidden":false,"merged":[[7,0,7,1],[0,4,0,5],[1,4,1,5],[2,2,3,2],[2,4,2,5],[3,4,3,5],[4,4,4,5],[5,3,5,5],[6,3,6,5]]}
[]
[null,null,null,"Supplier Name",{"$f":"Summary!B5","v":0}]
[null,null,"Supplier Assessment Survey","Supplier Location",{"$f":"Summary!B8","v":0}]
[null,null,null,"Self Assessment Date",{"$f":"Summary!H5","v":"00:00:00"}]
[null,null,null,"On-Site Survey Date",{"$f":"Summary!H6","v":"00:00:00"}]
[null,null,null,"YFAI Supplier Standards Manual"]
[null,null,null,"http://www.yfai.com"]
["B. Planning/Program Execution/Launch",null,"Criteria","Evidence/Comments","YFAI Result","Supplier Result"]
[]
["B.1  Program Management "]
["B.1.1*","Is the project organization (program management) established and are the task and authorities specified for all team members assuring tracking of APQP, Process sign-off or equivalent requirements and meeting customer timing requirements?  Is the communication language written or verbal  agreed with the customer?\n","1. The project management is in a position to meet customer requirements. \nThe project plan has been agreed with the customer  including attendance on Emphasis Build / Supplier Day if required (Quality, Logistics, Engineering, Project Manager etc.). \n2. Necessary resources are planned and available for the development of the project, each program has a responsible program manager with a cross functional team identified by names (if programs are low volumes, resources can be shared) with regular management review of status.  \n3. The technical personnel with relevant qualifications are provided at the right time by the special departments.  \n4. Resource planning also takes account the sub-suppliers.  \n5. An escalation process has been established and is controlled effectively, including notifications to the customer.  "]
["B.1.2","Can the supplier coordinate engineering design changes in regard to tools, part submission, inventory management, sample runs, etc., using appropriate electronic tools?","1.  Supplier has a process for coordinating and documenting customer (YFAI) approval prior to the implementation of any Engineering or Design change.  \n2.  Supplier can show evidence for the ability to coordinate the following with the customer, when initiated by an Engineering Change (whether a running change or with obsolescence):  tooling modifications, process changes, bank build, sample run, and timely part submission. \n3.  The latest authorized drawing and/or any other engineering specifications are on-site at the supplier.  \n4.  The proper engineering change level is being shipped and reflected on the label for any particular part(s).  \n5.  The control plan does not conflict with the drawing / engineering documents for any particular part(s).  \n6.  A formal customer deviation is in place wherever there is a discrepancy between the part being shipped and the drawing and/or other applicable specifications. \n7.  Does the supplier have authority to modify or initiate product design changes?"]
[null,null,null,"B.1  Program Management Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E11:E12)","v":0},{"$f":"SUM(F11:F12)","v":0}]
[null,null,null,"Possible    ",6,6]
[null,null,null,"Percent    ",{"$f":"E14/E15","v":0},{"$f":"F14/F15","v":0}]
["B.2  Understanding Customer Requirements"]
["B.2.1*","Does the supplier understand and apply applicable customer requirements (including OEM's) and cascade the information to their sub-suppliers ?  ","1.   The supplier is aware of and have access to typical automotive or governmental standards, specifications or guidelines.\n2.  The supplier understands the correlation/importance of the standards or specifications to the requirements (environmental, safety, service, warranty, life expectancy, packaging, legal, GD &T, etc.) of the customer and/or consumers end product and utilize them correctly.    \n3. The manufacturing feasibility has been assessed based on the basis of the requirements established for the product and process on a cross functional level.   \n4. A launch containment plan is in place accomplished through the deployment of additional (above the intended production process) controls to identify known or potential non-conformities (inspection audits, dimensional measurements with higher frequency, SPC, appearance checks, etc). Supplier can show evidences of understanding and utilizing this concepts (documented procedures, evidence of removal of early temporary controls, training, etc.).     \n5. Data generated from containment is analyzed and utilized to quickly initiate and verify corrective actions to eliminate the problem.   \n6. The supplier has read the YFAI Global Supplier Standards Manual and understands the requirements."]
["B.2.2*","Does the supplier have materials and product testing capabilities to assure ongoing conformance to material, legal, and performance specifications?  ","1.   The supplier has an established test budget.  \n2.  The supplier has dedicated and adequate equipment and facilities for all test activity.   \n3.  The supplier has a dedicated organization and staff to support testing activities.\n4.  The supplier has an established procedure for all testing activities, including outsourced testing.  All outsourced testing to be complete by qualified labs.\n5.  The supplier has evidence of test documentation including setups, methods, data, and final verification or validation results to requirements.   \n6.  The supplier has a process to track, perform, and document ongoing conforming product testing."]
["B.2.3","Is there a proof of conformity to applicable statutory and regulatory requirements in the country of  receipt, shipment and destination , and if required by the customer annual recertification testing and compliance to regulations, standards, PPAP submissions, etc ?  ","1.   The supplier has a system in place to track validation requirements.  \n2. The supplier has evidence that they meet all applicable statutory and regulatory requirements in both the country of receipt, shipment and destination.\n"]
["B.2.4*","Does the supplier identify appropriate error proofing applications for product safety / significant characteristics of the products?      ","1. Error-proofing (also known as poka-yoke) and mistake-proofing are ways to prevent particular defects from being made and/or to detect defects so as to prevent them from being packed and shipped.  These are typically designed into the process via the PFMEA development.  The supplier can show evidence that these concepts are understood and utilized.\n2. Strict final inspection processes are used in order to keep customer complaints low.  Temporary countermeasures to problems are immediately put into place and de-escalation criteria exists.   \n3. Employees are empowered to stop the process when a defect or abnormal condition occurs.  \n 4. Defects are detected before being passed to the next process by operators who perform independent inspection and improvements.  \n 5. Employees have been trained in the process of error proofing and are using \"rabbits\" before the first off part of each shift to prove the efficiency of the poka-yoke.   \n 6. Jidoka (self-inspecting automated machines) and error proofing devices have been developed to build in quality at each step and to prevent defects at their source to prevent occurrence or recurrence.     "]
[null,null,null,"B.2  Understanding Customer Requirements Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E18:E21)","v":0},{"$f":"SUM(F18:F21)","v":0}]
[null,null,null,"Possible    ",12,12]
[" ",null,null,"Percent    ",{"$f":"E23/E24","v":0},{"$f":"F23/F24","v":0}]
["B.3  PPAP Execution"]
["B.3.1*","Is a Production Part Approval Process in use and capable of meeting customers expectations ? Is a YFAI recognized format, or equivalent, for part submission process utilized throughout the organization?   PPAP","1.  There is an established champion who is accountable for PPAP process (customer and sub suppliers) and performance and sufficient resources to manage this activity:  \n     *  Understands customers expectations,  \n     *  Reports process performance to Management,   \n     *  Develops continuous improvement plans, Open Issue List exists and is up to date,\n     *  Include Design Reviews, Management Reviews, Program Reviews, etc with the Customer and internally. \n2.  Employees are trained, knowledgeable, and accountable to the PPAP process and its relationship to the customers expectations.  \n3. Based on requirements, necessary evidences and releases for various phases should be available.   \n4.  PPAP documents are consistent with and appropriate to the AIAG, automotive, and/or customer formats.   \n5. A feasibility study is executed, documented and submitted to the Customer Feasibility Commitment shall to be continuously updated and submitted to the customer after every change since the initial submission.    \n6. The process considers milestones for facilities, tools, build events and materials.  \n7. Supplier has a communication process in place with sub suppliers and Customer which covers Product design and Engineering data, including changes.  "]
["B.3.2","Does the supplier have a system to manage Process Sign Off (PSO) / Run at Rate or other Customer Production Verification Process?   ","1.  A pre-production run should be carried out under serial production conditions in order to obtain production approval/release.   \n2. Supplier's process is consistent with and capable of understanding and meeting their customers expectations for Process Sign Off (PSO) / Run at Rate or other Customer Production Verification Process.\n3. Supplier uses the appropriate AIAG and/or OEM customer formats. \n4. Internal process sign-offs are conducted prior to the customer monitored event. "]
["B.3.3","Can the supplier demonstrate knowledge of the Process Flow Diagram? ","1.  Supplier uses a Process Flow Diagrams that matches the actual production flow laid out for this facility and the document should be updated as project progresses. \n2. Process Flow Chart should include incoming and outgoing goods, inspection, transportation, storage, sub contracted services and alternate paths - rework, repair and back up - and all operations affecting special characteristics should be identified. \n3. PFD should be the starting point and should match PFMEA and Control Plans.   "]
["B.3.4","Can the supplier demonstrate knowledge of the FMEA?   ","1.  Process FMEA was created through the use of multi-disciplinary team and updated as the project progresses.  \n2.  PFMEA(s) was created with the use of prevention methods rather than detection methods, high risk priority numbers should be assessed with corrective actions, responsibilities and completion dates and revised accordingly.    \n3.  PFMEA (s) include critical and/or significant characteristics, as well as Customer/supplier identified Key characteristics.   \n4. Risk numbers for severity, occurrence and detection are based on historical/statistical data and updated as project progresses and corrective actions are laid down.\n5. Mistake proofing opportunities are initiated to reduce high RPN numbers.  "]
["B.3.5","Can the supplier demonstrate knowledge of the Control Plan?  ","1.  The Control Plan matches the Process Flow Diagram and PFMEA, derive from them and include annual requalification.  \n2.  The Control Plans identifies all the gauges and test equipment required for inspection in all production phases, including test frequency. Should be evidences that the gages and test equipment from the CP are accurate, repeatable and reproducible (Gage R&R).   \n3. Statistical control methods are documented in the CP.\n4. CP, as well as PFMEA, are updated to address any issues and lessons learned during the production.   "]
[null,null,null,"B.3  PPAP Execution Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E27:E31)","v":0},{"$f":"SUM(F27:F31)","v":0}]
[null,null,null,"Possible    ",15,15]
[null,null,null,"Percent    ",{"$f":"E33/E34","v":0},{"$f":"F33/F34","v":0}]
[]
[null,null,null,"B. Program Execution / Launch Total"]
[null,null,null,"Actual    ",{"$f":"E14+E23+E33","v":0},{"$f":"F14+F23+F33","v":0}]
[null,null,null,"Possible    ",{"$f":"E15+E24+E34","v":33},{"$f":"F15+F24+F34","v":33}]
[null,null,null,"Percent    ",{"$f":"E38/E39","v":0},{"$f":"F38/F39","v":0}]

{"sheet":"C. Operations - Quality","index":7,"n_rows":40,"n_cols":6,"rows_kept":40,"cut":false,"hidden":false,"merged":[[7,0,7,1],[0,4,0,5],[1,4,1,5],[2,2,3,2],[2,4,2,5],[3,4,3,5],[4,4,4,5],[5,3,5,5],[6,3,6,5]]}
[]
[null,null,null,"Supplier Name",{"$f":"Summary!B5","v":0}]
[null,null,"Supplier Assessment Survey","Supplier Location",{"$f":"Summary!B8","v":0}]
[null,null,null,"Self Assessment Date",{"$f":"Summary!H5","v":"00:00:00"}]
[null,null,null,"On-Site Survey Date",{"$f":"Summary!H6","v":"00:00:00"}]
[null,null,null,"YFAI Supplier Standards Manual"]
[null,null,null,"http://www.yfai.com"]
["C.  Operations/Quality",null,"Criteria","Evidence/Comments","YFAI Result","Supplier Result"]
[]
["C.1  Process Analysis / Production"]
["C.1.1*","Is the incoming materials process managed properly in order to ensure that the product is manufactured per customer requirements and traceable?   ","1. Incoming materials are stored appropriately and transport / packaging arrangements are suitable for the quality of the products including special characteristics.  \n2. The necessary identifications/records/approvals are available and allocated appropriately to incoming materials and demonstrating traceability to final product. \n3. Approved inspection plans are implemented for all purchased / directed production material. \n4. All relevant documents regarding quality of supplied production material are available and controlled. "]
["C.1.2*","Are the workstations and test/inspection areas suitable for requirements and ergonomical ? ","1. Production operations are checked, approved and the settings / parameters logged and controlled. \n2. Work instructions documents for all employees affecting product quality, including for repair and rework operations (approved by the customer) are available and posted in the language understood by the person responsible to follow them. They include job start up, change over and mistake proofing validation. Also they include a procedure for rejected parts (marking, isolation, production restart, etc.).  \n3. All relevant details listed in the production and test/inspection documents are be based on the current Control Plan, including product safety, significant characteristics. \n4. The operators are able to carry out their allotted tasks and their qualifications kept up to date including awareness of customer specific requirements. \n5. Target requirements for the product and process are set and communicated. Quality and process data are logged in such of way that they can be assessed.  \n6. Tools, equipment and test/inspection facilities are stored correctly. \n7. Quality alerts are used at affected process steps to ensure operator awareness of quality issues. \n8. Supplier has a process/system to track and manage scheduled and unscheduled downtime.  "]
["C.1.3*","Can the quality requirements be monitored effectively with the test, inspection and measurements facilities employed (including outside sourcing)?","1. Supplier has a system in place to identify, qualify and control Measuring and Test equipment. \n2. Operators are trained and qualified for any required measurements and tests, including the use of statistical techniques if needed.  \n3. All inspection gages and fixtures are stored in a manner that protects them from environmental/handling/storage damage.  \n4. If some measurements / testing, etc is outsourced, the laboratory needs to comply with accreditations required by the Customer. "]
["C.1.4*","Are product safety / significant characteristics controlled in production ?","1. Safety Critical and Significant product characteristics and process parameters are identified in the production Control Plans and monitored systematically per Customer requirements, capability is tracked.  \n2. Statistical Process Control, mistake proofing and error proofing are used to control significant characteristics and ensure product integrity.\n3. Records, including capability results, are regularly monitored by qualified personnel for of non compliances and corrective actions are Customer approved.  \n4. Supplier has a record retention process that ensures all necessary test, inspection and safety critical records are retained for a defined required period.  \n5. Where applicable product safety officer training (PSCR) evidence to be provided."]
["C.1.5*","Does the supplier has a process in place for segregation and containment of rejected parts ?","1. The supplier has a system in place preventing the suspect parts to enter production. The flow of materials and parts is secured against mixing / wrong items.  \n2. A procedure / process is in place to define the steps required to fully contain issues in three primary areas: customer facilities, distribution system and the supplier manufacturing facility / warehouse. \n3. Scrap, rework / repair and setting parts should be kept separately and identified. If the disposition is to use \"as is\" or rework then evidence of customer approval is available. Evidence of actions and read across to all associated process is available. \n4. Quarantine stores and quarantine areas must be clearly recognizable and unauthorized access must be prevented.\n5.  The organization shall not divert nonconforming product to service or other use without prior customer approval.\n6. If outside companies are used for sorting / rework those companies shall be properly trained based on agreed work instruction, monitored for their performance, provided with visual aids and appropriate workplace organization ( for example ergonomy, light conditions etc."]
["C.1.6","In case of deviations from product or process requirements, are the causes analyzed and the corrective actions checked for effectiveness ?  ","1. The supplier has an effective Problem Resolution process addressing both Customer and Internal issues and documents are reviewed and signed off by the Management.  \n2. A problem solving methodology is be defined (Kepner Tregoe, 8D, 5 Why, is-is not, etc), Quality roadmaps for systemic issues should be used. \n3. The supplier has a process to categorize the problems (ex design issues, customer issues, process issue, supplier issue, etc.).  \n4. In case the deviation is accepted by the customer, should be an official Deviation Authorization in place covering a certain period or batch.  "]
["C.1.7","There is a process in place to get customer approval for any changes in the approved product or process ? The supplier should control changes as defined requirements. ","1. Advance notification and written approval prior to all supplier product or process changes or transfers is required. \n2.The supplier has a system to manage changes. The system is able to identify and control the 5M1E(men, machines, materials, methods, measurements and environments).\n3.Follow the timing and status of control actions. If disruption of run is necessary, safe quantity products should be in stock.\n4. PPAP's are updated and approved by the Customer (including DA if needed). "]
["C.1.8","Are the master parts management in place ?","1. There is a process to manage / control the master parts in place covering all types of masters (appearance, borderline, rejected, PPAP, etc.).   \n2. The appearance samples are at the latest engineering level and signed off by the customer. \n3. The evaluation equipment is adequately controlled and maintained and the personnel making the appearance evaluation are qualified.   "]
["C.1.9","How are the maintenance and overhaul of production facilities / tools controlled ?","1. The supplier has a Preventive/Predictive  Maintenance system including all production equipment, tooling and support fixtures. The system is able to track specific tools.  \n2. The maintenance is completed as scheduled and the frequency is revised due to product issues caused by tooling/equipment wear, lessons learned are considered for new projects.  \n3. Supplier has a process / system to recertify a tool after repair but before the production is scheduled.\n4. Are the tools, equipment and test devices stored in a location that is protected from environmental/handling, etc damage ?   \n5. Supplier shall have a clear overview including minimum stock and inventory of spare parts for machines and tools taking into consideration the past history, manufacturer's recommendations and criticality."]
["C.1.10","Is an active Continuous Improvement process in place to optimize material, throughput labor and overhead and reduce variation?  ","1. Scheduled audits are in place to verify the conformance of the product with the requirements.   \n2. Methods are developed to evaluate the effectiveness of existing operations and processes which consider the overall work plan, appropriate automation, ergonomics and human factors, operator and line balance, storage and inventory buffer levels. \n3. The supplier has a documented CI Process that encompasses all functions of the company and is based on PDCA methods. There is a written and clearly communicated strategy for CI with the necessary resources and organization planned and implemented. Projects are structured and continuous, successes, are recognized and expanded throughout the plant  \n4. All employees have been trained in the basics of the eight wastes (Overproduction, Waiting, Transportation, Over Processing, Overstock, Movement, Defect and non utilized talent), participates in the identification of wastes in their processes and their feed back is appreciated. \n5.  Evidence of continuous improvement or changes exist through employee suggestions, process improvements or organizational restructuring.  \n6. The CI process includes a focus on variation reduction. Show evidence of improvement actions. Are the improvement activities tied to the customer perception for those processes that align with business goals?"]
["C.1.11","Is the supplier PPM level meeting Customer expectations both internally and externally ? ","1. Supplier key measures includes Customer and Internal PPM.   \n2. PPM levels are in line with the requirements and continuous improvement applies. \n3. PPM measures are clearly posted and triggers corrective actions.  "]
[null,null,null,"C.1  Process Analysis / Production Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E11:E21)","v":0},{"$f":"SUM(F11:F21)","v":0}]
[null,null,null,"Possible    ",33,33]
[null,null,null,"Percent    ",{"$f":"E23/E24","v":0},{"$f":"F23/F24","v":0}]
["C.2  Facilities"]
["C.2.1","Is the supplier infrastructure appropriate to produce the required products at the required quality level ? ","1. The work areas and test/inspection stations are ergonomically designed and suitable for requirements and able prevent contamination, damage, mixing, etc.   \n2. The maintenance and overhaul of the machines/facilities controlled on a preventive basis (plant, equipment, machines, tools, etc). There is a process to analyze and optimize downtime.   \n3. The tools, equipment and inspection devices are stored appropriately.   "]
["C.2.2","Is the storage of the materials appropriate ?  ","1. Incoming materials and goods containers must be placed in stores in accordance with their release status so they cannot be damaged or mixed up.   \n2. Suspect and quarantined products must be stored securely to prevent access. \n3. FIFO and batch traceability should be ensured.  "]
["C.2.3","Is there evidence of the principles of 5S in the manufacturing facility?    ","1.  All employees are involved in the 5S process and  the plant is generally clear of all unnecessary waste and scrap.  \n2.  All caution signs, exits, fire extinguishers and emergency procedures are clearly visible where they are needed.  \n3.  Lines distinguish work areas and paths; tools, in-process inventory and machines are put in logical order.  \n4.  There is \"a place for everything and everything in it's place\"; every container, floor space, tool and part rack is clearly labeled and easily accessed by the user.  \n5.  Documented 5S procedure for a plant/area/operation exist and followed-up via 5S audits. "]
["C.2.4","Is there evidence that Visual Management is the method used in the manufacturing facility to control and simplify work processes?   ","1.  Employees can detect bad parts and remove them.  \n2.  Check sheets showing the top defects are recorded at each station by each operator and analyzed.  Operators have the authority to stop the line if a defective unit is found; trouble lights signal when a process or line abnormality occurs.  \n3.  Job training, safety, kaizen, meeting, key measurable, problem solving boards are visible, up to date and showing continuous improvement.  \n4.  Product Quality  (returns, scrap, First Time Capability (FTC), SPC) and Productivity boards are updated immediately for each line or process; operators get immediate feedback on their performance.  \n5.  Everyone can tell when things are normal or abnormal; they respond at once to abnormalities. "]
["C.2.5","Does the supplier utilize a one-piece flow process where possible?  ","1.  Workers are adequately trained to do the job they are assigned to do.  \n2.  Part travel distances have been reduced by moving equipment closer together and processes are lined up to facilitate the flow of goods. \n3.  The machinery and stations are arranged in a \"product\" versus a \"process\" focus.  \n4.  The plant incorporates autonomous machines (self-inspecting - shut down when a abnormality occurs, auto-loading and ejecting).  \n5.  Processes are lined up to facilitate the flow of goods.  All operators are trained and say they are able to do the work at each station in the cell or line.  Machine / man ratios at each job are increasing.  "]
[null,null,null,"C.2  Facilities Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E27:E31)","v":0},{"$f":"SUM(F27:F31)","v":0}]
[null,null,null,"Possible    ",15,15]
[null,null,null,"Percent    ",{"$f":"E33/E34","v":0},{"$f":"F33/F34","v":0}]
[]
[null,null,null,"C. Operations / Quality Total"]
[null,null,null,"Actual    ",{"$f":"E23+E33","v":0},{"$f":"F23+F33","v":0}]
[null,null,null,"Possible    ",{"$f":"E24+E34","v":48},{"$f":"F24+F34","v":48}]
[null,null,null,"Percent    ",{"$f":"E38/E39","v":0},{"$f":"F38/F39","v":0}]

{"sheet":"D. Supply Chain - Purchasing","index":8,"n_rows":40,"n_cols":6,"rows_kept":40,"cut":false,"hidden":false,"merged":[[7,0,7,1],[0,4,0,5],[1,4,1,5],[2,2,3,2],[2,4,2,5],[3,4,3,5],[4,4,4,5],[5,3,5,5],[6,3,6,5]]}
[]
[null,null,null,"Supplier Name",{"$f":"Summary!B5","v":0}]
[null,null,"Supplier Assessment Survey","Supplier Location",{"$f":"Summary!B8","v":0}]
[null,null,null,"Self Assessment Date",{"$f":"Summary!H5","v":"00:00:00"}]
[null,null,null,"On-Site Survey Date",{"$f":"Summary!H6","v":"00:00:00"}]
[null,null,null,"YFAI Supplier Standards Manual"]
[null,null,null,"http://www.yfai.com"]
["D. Supply Chain/Purchasing",null,"Criteria","Evidence/Comments","YFAI Result","Supplier Result"]
[]
["D.1  Supply Base Management "]
["D.1.1*","Are only approved / released and quality capable sub-suppliers selected ?","1. Customer's requirements are taken into account in the supply chain.  \n2. There are target agreements for delivery and quality performance in place, agreed with sub suppliers and put into operation.  "]
["D.1.2","Does the supplier have a process for the selection, qualification, approval, development and management of their supply base ?   ","1. There is a system in place and resources to track supplier performance to measurables and data is shared with the suppliers. \n2. There is a defined criteria for supplier acceptance before awarding business and for disqualify suppliers based on performance.\n3. On site audits to sub suppliers are executed to check conformity to customer requirements. Supplier development plans are implemented for key suppliers and there is evidence of effectiveness.  "]
["D.1.3*","Is the quality of the out-sourced products and services ( include customer-directed sources) ensured?   ","1. There is personnel qualified for the various tasks and the responsibilities are defined, including the management of APQP activities with sub suppliers.  \n2. Supplier has a system to ensure the proper management of safety/critical characteristics according with customer requirements and error proofing is in place. \n3. Incoming goods are stored appropriately.  \n4. A structure is in place to ensure that sub contracted critical processes (heat treatment, painting, chroming, etc) are controlled in place on an ongoing basis and included in the Control Plan.  \n5. There is a system in place that detects changes to the sub contracted process.  "]
[null,null,null,"D.1  Supply Base Management Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E11:E13)","v":0},{"$f":"SUM(F11:F13)","v":0}]
[null,null,null,"Possible    ",9,9]
[null,null,null,"Percent    ",{"$f":"E15/E16","v":0},{"$f":"F15/F16","v":0}]
["D.2  Electronic Data Management"]
["  ","There is a set of parameters integrated into the production planning system automatically and updated at planned intervals? ","1. Transport parameters/schedules, lead times (transport and manufacturing), inventory levels, packaging and internal production requirements are included in the system, as well as supplier constrains, scrap rates, reworks and sub supplier data are considered.\n2. FIFO is applied. \n3. The correct contact list and info should be logged in the system. \n4. There is a system in place to manage finished goods, WIP, raw materials, its location (warehouse, workstation, etc), and the material disposition (approved, on-hold, obsolete, etc.)."]
["D.2.2","Is the customer schedule information automatically integrated into organization release system to avoid manual input of data (electronic systems as EDI or at minimum temporary WEB EDI)    ","1.The timing of Material Requirements Planning System (MRP) process should be set to coincide with the receipt of the expected customer requirements.  \n2. There is a process in place to ensure complete and accurate data content and timely transmission of Advanced Shipping Notice (ASN). \n3. Supplier has a clearly defined and communicated chain of command for communication of production and shipment schedules on a 24/7 basis.  \n4. Cumulated figures are corrected at minimum once per year and the customer is informed in order to do the correction and set CUM to zero in the same time.  "]
[null,null,null,"D.2  Electronic Data Management Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E19:E20)","v":0},{"$f":"SUM(F19:F20)","v":0}]
[null,null,null,"Possible    ",6,6]
[null,null,null,"Percent    ",{"$f":"E22/E23","v":0},{"$f":"F22/F23","v":0}]
["D.3  Material Management"]
["D.3.1","Are the necessary quantities / production batch sizes of incoming materials available at the right time and at the right place respecting FIFO ?   ","1. Supplier has a formal process to plan material flow into the plant. \n2. Incoming materials are stored appropriately to avoid dirt, damage or mix.  \n3. Transport and packaging arrangements are suitable, especially for special characteristics.  \n4. If outside warehouse is used, there are controls in place (inventory tracking, etc.). \n5. Work in progress inventory is evidentiated. \n6. All type of inventory is regularly checked with actions for discrepancies."]
["D.3.2","There is a system in place to monitor Logistic KPI's ?    ","1. On time delivery to customer, on time delivery from suppliers, stock turnover, expedite shipments, inventory accuracy etc.  All customer backlogs have established actions plans. "]
["D.3.3","Is a system in place to ensure all parts are labeled accurately, at the appropriate time, applied correctly, identified easily and traceable ?    ","1. Supplier is capable to use AIAG labeling requirements. \n2. Scrap, rework and setting parts are kept separate and correctly identified."]
["D.3.4","Is there is a process for managing the life cycle of the part : pre production, running changes, balance out and service parts ?    ","1. There is a process for building an inventory buffer of current parts prior to production time needed for new model parts approval/evaluation. \n2. The organization has a process in place to communicate running change and balance-out parts for final production runs to ensure no over-production and outside purchased items are ordered to the piece. \n3. A formal engineering change sign-off review should exist to ensure that all changes which affect materials planning and logistic process are planned, performed and communicated in a synchronized manner.  \n4. BOM (Bill of Materials) is checked before change to be implemented, obsolete material calculated and communicated  \n5. There is a process to ensure the availability of service/spare parts. \n6. Requirements for non-current parts are calculated and ensured for the entire life cycle of the product as required by the customer."]
["D.3.5","Is there a procedure for packaging development, coordinated with the Product Approval Process ?","1. The organization has a process and supporting documentation to define standard packaging, (usually reusable container), and back-up packaging (usually expandable containers), and pack size before start of production (e.g., agreements about packaging type and rules for use with customer, involvement of all internal departments connected with the packaging process), including special requirements for overseas packaging. "]
["D.3.6","Is there a procedure to ensure that the suppliers, sub-contractors, and logistics providers give warning if there is a risk that requirements cannot be fulfilled; all significant changes are communicated as soon as they are identified ?  ","1. Contingency plans are in place and effective. "]
[null,null,null,"D.3  Material Management Total"]
[null,null,null,"Actual    ",{"$f":"SUM(E26:E31)","v":0},{"$f":"SUM(F26:F31)","v":0}]
[null,null,null,"Possible    ",18,18]
[null,null,null,"Percent    ",{"$f":"E33/E34","v":0},{"$f":"F33/F34","v":0}]
[]
[null,null,null,"D. Supply Chain / Purchasing Total"]
[null,null,null,"Actual    ",{"$f":"E15+E22+E33","v":0},{"$f":"F15+F22+F33","v":0}]
[null,null,null,"Possible    ",{"$f":"E16+E23+E34","v":33},{"$f":"F16+F23+F34","v":33}]
[null,null,null,"Percent    ",{"$f":"E38/E39","v":0},{"$f":"F38/F39","v":0}]