Supplier Quality Global Launch

GM1927-Launch

Supplier Quality Global Launch Process Manual

The tasks in the following GM1927-Launch manual document the standard work expected of the Supplier Quality Launch Leader* in execution of New, Major, Derivative, MCE3 or CKD program launches. Lower content programs (MCE2, MCE1 and Annual) may apply the standard work where value added considering the unique milestones, complexity and risk of the launch.

*Title may vary by region and by business unit SQ Launch Leader refers to the senior most SQE assigned to the program launch team (sometimes referred to as SQ Launch Manager, SQ Platform Coordinator or other)

Contents:A1: Global Launch Report3A2: Build Issue Tracking Report3B1: Supplier Launch Expectations Communications4B2: Supplier Communication Conferences5C1: Escalation Pyramid6C2: Launch Alert Management7D1: Layered Supplier Audits8D2: QSB Certification Plan9

Expectations for the SQ Launch Leader: The SQ Launch Leader is responsible to plan and execute the flawless launch objectives within the global development processes (GVDP / GPDP). The SQ Launch Leader shall ensure compliance with GM1927 SQ Global Launch Process and support the coordination of such activities within the global Supplier Quality organization. He/she will drive the enterprise to meet program objectives ensuring, early in the program, that the Component Timing Plans will support achievement of program metrics. This includes reviewing special timing situations such as for overseas suppliers and or Directed Buy sub-components.

A1. Global SQ Launch ReportDescription:Standard report covering supply base APQP Valves, PPAP, Run@Rate and Launch Alert summary specific to a Program Launch.

Timing:Updated minimum semi-monthly (every 2 weeks) from -100 weeks and typically weekly from -42 weeks through LTR

Check List:Create report in line with global template.Track and maintain up to date APQP Valve execution, PPAP (from -52 weeks through LTR) and Run at Rate (From -23 weeks through LTR) glide paths.Capture all program Launch Alerts to ensure all alerts are appropriately identified. Cross check launch alerts against global criteria and clarify any exceptions with SQE.

Deliverable:Global Launch Report delivered per timing specified above to standard minimum distribution including program and part responsible SQ leadership, respective PPM Director/Manager and program team and responsible Engineering managers.

Reference:Global Launch Report template, GM1927-40 / Global Launch Alert criteria

A2. Build Issue Tracking ReportDescription:A standardized process to document and track to closure any Supplier Quality issues found during the pre-production build phase.

Timing:From M1 through SORPTracking Matrix 1 week before M1Communicate issues at least bi-weekly

Check List:Create tracking matrix, upon Launch Leader assignment, in-line with early build event. At a minimum from M1, need to be driving closure of ETAC/ITAC non-conformances ahead of PPV.Capture issues from daily summary meetings for SQ follow-up (including verifying correct assignment to SQ), assign a tracking number and responsible SQE. Communicate issue to SQE for action and seek feedback prior to distribution of Build Issue Report. Include IRT issues, GCA issues, QAP issues, CTF issues, PRRs and Controlled Shipping.Communicate with SQEs to ensure suppliers are closing issues on-time and reporting out in line with requirements. If issues cannot be closed on-time and or cannot be contained for the next build event, escalate as needed to resolve. Distribute Build Issue Report internal together with Global SQ Launch Report at least bi-weekly including status to targets for GCA, QAP, DRR, open (uncontained) build issues and new PRRs and CS.

Deliverable:All Supplier Launch issues tracked through to closure ensuring a flawless Manufacturing launchBuild Issue Report distributed at a minimum to issue responsible SQEs and their direct leadership

Reference:The Global Launch Process Owners Manual

B1. Supplier Launch Expectations CommunicationDescription:Standard communication to supply base containing project milestones and upcoming expectations delivered via GM SupplyPower Bulletins, email Newsletters, Conference Calls or equivalent to ensure alignment and engagement of suppliers and manufacturing SQEs globally

Timing:Starting approx. -100 weeks - when Program Management master timing chart available and supply base sourcing is well progressed.

Check List:Program Milestones / Supplier Quality Launch Plan (Format / Layout according to regional best practice)

Deliverable:Standard communications to all suppliers and SQEs reinforcing upcoming deliverables, milestones and expectations. Communications should be made quarterly through PPV and then monthly through SORP.

Reference:Engineering / Program Management Timing ChartGM SupplyPower Bulletins Folder / Monthly Newsletter and Conference Call templates

B2. Supplier Communication ConferencesDescription:Formal presentations from GM key functions (Launch Team, Purchasing, Engineering, Supplier Quality, ECE, GM Assembly Plant, Supply Chain) to suppliers at the customer location to establish requirements and expectations for the Launch, followed by break-out meetings for key suppliers.Launch risk mitigation achieved via supplier executive attendance at the conference to gain commitment and to assure focus on Launch Readiness from key suppliers

Timing:1. Prior PPV Build no later than -40 weeks 2. Pre-Launch MVBs no later than -20 weeks

Check List:Create agenda and identify internal functions and leaders to present functional material at the conference (3 months prior to conference). Potential presenters include Vehicle Line Executive/Director, Purchasing Program Director/Manager, Chief Engineer, Chief Manufacturing Engineer, Design Appearance Quality Manager, Supplier Quality Director/Manager, Supply Chain Manager, Program Quality Director/Manager, Plant Manager, Launch Manager and Plant Quality Director/Manager. Identify conference date and location, book facility and attendance of key executives and presenters, including Master of Ceremonies (3 months prior to conference). Send invitations with contact details and issue invitations with attendance confirmation deadline to all invitees (2-3 months prior to conference). Include capability for remote participation where required.Use the Key Supplier list, in consultation with SQ SMT Managers/Supervisors, to develop list of Key suppliers for break-out sessions. Issue supplementary invitation to identified suppliers and SQEs for break-out sessions and provide copy of the questionnaire (GM1927-41) for preparation (1-2 months prior to conference).Book meeting room and invite cross-functional GM attendees for break-out sessions (2-4 weeks prior). Follow-up with functions for completed presentation material and collate and format into Master Presentation (1-3weeks prior to conference). Arrange nametags, refreshments and security access as required based on the final list of conference attendees (1-3 weeks prior to conference). Define support staff to manage ingress/egress of attendees, conference registration for attendees and other support as required (i.e. translators, 1-3 weeks prior to conference).Track and follow-up closure of critical items with responsible issue owners through Launch Alert process.

Deliverable:Conference 1 completed prior to PPVConference 2 completed prior to MVBs

Reference:Supplier Conference Break-Out Questionnaire, GM1927-41

C1. Escalation PyramidDescription:A common, global launch risk escalation pyramid that includes specific timing AND specific performance triggers to move up the pyramid from one level of focus/review/leadership engagement to the next.The levels should be incremental in supplier and GM leadership engagement, as well as depth and frequency of reviews

Timing:-100 weeks to Launch Team Release (LTR)Level 1 consolidated program-level on-site visit plan established by -52 weeksInitial Level 2 key supplier list 4 weeks after Launch Leader assignment or no later than -75 weeks Identify Level 2 Key Supplier Launch Review owners by supplier no later than 4 weeks after key supplier list completed Level 2 Key Supplier Launch Review schedule complete no later than 4 weeks after key supplier list completed Identify suppliers requiring Executive Champions through Key Supplier Launch Review results Ongoing throughout the launch process

Check List:Launch Leaders to prepare and update at least bi-weekly a pyramid summary showing how many suppliers are at each of the 3 levels in the pyramid along with supporting matrix (supplier name, pyramid level, owner or executive champion, etc.). Level 1: SQEs use the APQP Assessment results to set priority for Level 1 joint DRE and SQE onsite supplier visits. SQEs decide with Tier 1 suppliers whether or not sub-tier supplier on-site visits are needed based on risk level. SQEs may invite the DRE to participate directly in the APQP Valve Reviews onsite at the supplier or may use the GM1927-43 Supplier Launch Audit as appropriate during their visits Launch Leader follows up to ensure that Level 1 reviews happen and that key issues are understood.Level 2: Launch Leader identifies the key suppliers based on cross functional SMT feedback from joint onsite reviews as well as program status (timing, development or quality concerns) for Level 2 monthly Key Supplier Launch Review presentation at GM or Supplier location. Inputs for determining key suppliers can be referenced in GM1927-46. Launch Leader gets endorsement of the list from responsible APQP Team Managers and defines the Key Supplier Launch Review owners by supplier (usually the SQE). Launch Leader engages the Key Supplier Launch Review owners to develop a monthly Key Supplier Launch Review schedule by supplier and evaluates results. Launch Leader prepares an overall Key Supplier Launch Review schedule for all key suppliers. Expected Key Supplier Launch Review attendance is, at a minimum, the SMT Manager/Supervisor, the EGM, and the Commodity Manager if there are open commercial issues/commercial leverage required. Launch Leader publishes schedule to program team in order to enable cross-functional program participation at the reviews. Key Supplier Launch Reviews should be conducted using the GM1927-42 template. Output of Key Supplier Launch Reviews should be used as an input to identify additional risk mitigation measures or required deep dive reviews, such as Supplier Launch Audits or joint tiered supplier auditsLevel 3: Based on the risk analysis and relative confidence gained through Key Supplier Launch Reviews, Launch Leader, together with APQP Team Managers, identifies high risk suppliers for Level 3 Executive Champion Assignment to lead deep dive GM and supplier leadership engagement reviews which may occur at a GM facility or at the supplier as appropriate. Executive Champion expectations are defined in GM1927-47.

Deliverable:High Risk items closed with a specific timing and action plan completed with the proper leadership engaged. Road blocks removed both from GM and Supplier side.Completed Launch Audit Forms (GM1927-43) as appropriatePyramid Summary with number of suppliers at each levelMatrix with List of Suppliers at each pyramid level Key Supplier Review ScheduleCompleted Key Supplier Review template

Reference:Key Supplier List Inputs, GM1927-46Key Supplier Launch Review Template, GM1927-42 Executive Champion Expectations GM1927-47Supplier Launch Audit Form, GM1927-43Launch Alert Management, GM1927-15

C2. Launch Alert ManagementDescription:Standard process to communicate and escalate all Launch Alerts and Emerging Issues. A Launch Alert should be raised as early as possible in the program in accordance with GM1927-15. Early identification of all Launch Risk issues to enable quick response and appropriate risk mitigation implementation

Timing:-100 weeks through Launch Team Release

Check List:Monitor all Launch Alerts for the programIf program is within the reporting phase, all Launch Alerts must be summarized and reported as part of the Global Launch Report SQE communicates all potential Launch Alerts to the SQ Launch Leader for inclusion in the Launch Alert Communication and escalation process.SMT Managers and Supervisors manage and track SQEs to ensure all potential Launch Alerts are captured, communicated and updated.SMT Managers and Supervisors follow all Launch Alerts in order to guarantee issue closure, implementation of appropriate corrective actions, and escalation to cross-functional partners as appropriate

Deliverable:Program Launch Alert summary in Global Launch Report (GM1927-40)

Reference:GM1927-15 Launch Alert Criteria

D1. Layered Supplier AuditsDescription:Targeted Layered Audits for Key Suppliers and High Customer Impact PRR issues as determined by the SQ Launch Leader to ensure quality and standardized execution of APQP standard work.

Timing:Key Suppliers List no later than -75 Weeks to SORPAPQP Valve Audits from Valve A to 4 weeks after Valve BPFMEA/PCPA & GP-12 Layered Audits From -52 weeks to End of PPVPRR Layered Audits for Key Suppliers and High Customer Impact PRRs from PPV as specified by the SQ Launch LeaderPPAP Layered Audit & Supplier Launch Audits from -17 weeks to SORPR@R Layered Audit from -8 weeks to SORPPost SORP Audit Plan from SORP to EOA

Check List:SQ Launch Leader to define Key Suppliers List. Key Suppliers List should be treated as a live document, and reviewed throughout the launch phase (at least monthly). SQ Launch Leader to work with SQ SMT Manager/Supervisor to define appropriate Layered Auditor (considering SMEs from other SMTs) and track and report out at least monthly internal to SQ the timing and status of all audits against schedule above.SQ Launch Leader to review the PRR list weekly and identify those issues that have high customer impact, or belong to key suppliers, for layered audits.SQE to review PFMEA High RPN items, GP-12 I-chart history, PRR history, APQP Open Issues & relevant warranty history for similar parts from supplier to create hit list of items. SQE to confirm date with the assigned Layered Auditor and send out meeting invitation. SQE & assigned Layered Auditor to attend supplier site when line running and perform Layered Audit against specific PCPA, GP-12 process audit, PFMEA checklist or other target audit.

Deliverable:Key Supplier ListLayered Audit Tracking Report distributed internal to SQCompleted Layered Audit FormsCompleted Launch Audit Forms

Reference:GM1927-43 Supplier Launch Audit (on GPSC Library & SupplyPower)SQE APQP Task 12-16 Layered Assessments (on GPSC Library): https://gmweb.gm.com/gpsc/gpsclibrary/supplierquality/Global Processes/Forms/AllItems.aspx?RootFolder=%2Fgpsc%2Fgpsclibrary%2Fsupplierquality%2FGlobal%20Processes%2FGM1927%20SQ%20Manual%20and%20Supporting%20Documents%2FSQE%20Layered%20Assessments

D2. QSB+ Certification PlanDescription:Develop a strategy to focus on supplier QSB+ compliance with quality of execution by MVBs

Timing:From -70 weeks through SORPQSB+ Glide Path from -70 weeks through SORPSupplier QSB+ Certification Gap Audit (for new or non-certified suppliers): Minimum 6 months prior to MVBs QSB+ Certification: by MVBs MRD QSB+ Layered Assessment (critical / poor performance / previously non-compliant suppliers): by MVBs MRD

Check List:SQ Launch Leader to track on a glide path QSB+ certification of all new or non-certified suppliers to a program launch. Glide path to be maintained and published internally unless specifically requested SQ SMT Lead / SME to perform Layered Assessment on critical / poor performance / previously non-compliant QSB+ suppliers.

Deliverable:QSB+ Audit sheet by SSFQSB+ Layered Assessments on critical / poor performance / previously non-QSB+ certified suppliersQSB+ certification action plan for non-certified supplierQSB+ Glide Path

Reference:GM1927-30 QSB+ Audit (on GPSC Library & SupplyPower)Curr Task 02 QSB+ Process Compliance Assessment (on GPSC Library)

June 20131GM1927-Launch