7 Step Guideline For New Capacity Module

Step 1 : Shared capacity back up Step 2: Shift & Breakdown Back Up Setp 3: Planning
Input Input Location Output Input Input Location Output Input Input Location

Date D1 1. Daily Minutes Gross Time a Shift F4 Avg Net Available Part 1 Supplier Information-Part Name, Supplier Name F3-F4
Required for production Time/Shift SUPPLIER &
of other parts/ other PART
Part Name & Part no. C5 & D5 customer requirements Lunch Break F5 INFORMATION Plant Location ( Location, City, Country etc..) F5
on same facility. (input for planning
sheet)
No. of Working Day in B3 Tea Break F6 Vendor Code F6
(input for planning
month
sheet)
Annual Requirements E5 Start up check F7 Total # of Part #'s in family or group F7

No of Parts / cycle H5 Fixture cleaning end of the shift. F8 No. of days per week working planned max. F8

Highest cycle time I5 Starting Meeting F9 N0. of Shifts per day working planned max. F9

% Total Scrap Rate J5 First piece inspection F10 No. of Hours per shift working planned max. F10

Efficiency K5 Personal Need F11 Process Description & I4 TO I10

Allocation (Shared / Dedicated) status & J4 to J10
Remarks (if any) K4 to K10

Changeover Time (min / N5 2. Also actual time No of Working Shift F15 List of parts & % Share K4TO K10 &
changeover) considering no. of tool /set M5 To M10
up change overs -
Changeover (Minutes /
Changeover Frequency O5 Day) Power cut F20 %Up time Daily requirements Parts / Veh & For T5,U5,V5,
SOP,SOP+4 Month,Supplier contact person V8,V9,V10
Note : - Input data in WHITE cell. Machine break down F21 (input for planning Part 2 Type of Process (Different process like molding, B16 onwards
This sheet optional, if back up is available with supplier in other sheet) MANUFACTURI machining, painting can be nomencalture as P1,
formats. NG PROCESS P2, P3, P4)
Operator Absenteeism / fatigue F22 CONSTRAINT `- OP No. C16 , D16 , E 16
- If Other parts/Customer parts produced on same IDENTIFICATION - Operation - each separate / discrete Operation onwards
line/machine/facility/Process, shared capacity can be measure - Operators - Operators / Operation/ shift
using this sheet.
- In case change over is considered in OEE/Losses/breakdown than Material shortage F23
do not consider here
- In case multiple process required different back up sheet, FTG issue F24 Shifts - Total Shifts per Day F16
provision is made at right scroll. Net Available Hours / Shifts - Hours per Shift G16
Waiting time and others (eg, air F25 (Hours)
> Number of duplicate machines or operations H16
pressure) etc…
Note- Input data in WHITE cell. > Change overs - Changeovers or Tool Change
This sheet optional, if back up is available with supplier in other (minutes / day) J16
formats. -- Input from Sahred capacity backup sheet
> % Up Time - Input from shift & Breadown back
- Shift wise actual available time can be arrive and % up time based on up sheet (%) K16
past 6 month breakdown data. > Other Customer
- Incase different process, e.g. molding, machining, painting, Shift -- Input from Shared capacity backup sheet L16
avaialbel time 7 % Breakdown can be recorded in diffren columns > Time allocated for other parts - M&M & Non
(provision is made for 4 process). M&M (minutes / day)
- If supplier is maintaining Tool change over history under
Breakdown/Losses/OE head than in planning sheet Tool change over
colun to be left blank/0.

> Cycle Time - Cycle Time Estimate for process N16

(seconds)
> Parts Per Cycle - Parts Per Cycle (ie # Cavities) O16
(….1 minimum to be entered)
 > Cycle Time - Cycle Time Estimate for process N16
(seconds)
> Parts Per Cycle - Parts Per Cycle (ie # Cavities) O16
(….1 minimum to be entered)

Scrap Rate - Scrap Rate % at respective stage P16

(%)
Downstream scrap % - Current op. scrap % + S16
Subsequent input operation cumulative scrap %

Constraint / Final Operation / Bottle neck T16

operation identification for respective process
(Drop list)
Part 3 Current # Operator & # Shift status E61 & F61
MANPOWER, Manpower Requirement & Planning-Customer
LOGISTIC & Ramp Up Plan / Month (Veh)
PACKAGING - Input from PMH/DE for SOP +4 months E63 to I63
PLANNING Manpower Recruitment plan (w.r.t ramp up)
- Workstaion wise actual manpower allocation E67 to I67
planned E71 to I124

Packaging planning L60 to L62

-Packaging Style (slelct from Drop list) N60 To N62
-Parts / Packaging Unit L67 to P67
-Packaging Unit Available
-Packaging units procurement Planned
- Remark - Suitable if required as per field

Logistic Planning -M&M Plant location, Transit - R60 to R66

Supplier to M&M, Transit M&M to supplier, Ready T60 to T66
for dispach, Warehouse, Others etc.

Takt Time Takt Time N70

Process slection for Cyc;e timeRatio R71 to R77

Note- Input data in WHITE cell.

- Different process like moulding, machining, painting capacity analysis can be done in same sheet b
differentiating through P1,P2,P3, P4... nomenclature.
- Daily & ramp up volume requirement & process details (shift, B/d, CT, scrap etc) input at each
operation will give the requirement of parts at each operation considering down stream scrap rate &
available time.
- Manpower & Packagin-logistic planning input will be validated in summary sheet w.r.t Ramp up plan
SOP+4 month.
 Step 4: Action Plan Step 5: Sub Supplier Capacity Step 6: PTR Data
Output Input Input Location Output Input Input Location Output Input Input Location Output

Supplier Constraint / Bottleneck Operation B3 Action Plan for Sr. No. A4 At a glance Mfg Operation/ Process from Drop B2, F2, J2, N2 Feasibility to
Information from planning sheet-Op 10 Constraint / summary of Sub list conduct PTR for
Process Bottleneck Supplier. 4 different
Daily ramp up Concern Area / Operation C3 Operation & Sub-Supplier Name B4 Confirmation PTR Dates Row 3 (B3…) Operation /
requirements other 4 M summary for sub Processes and
contraints supplier capacity at record Hourly
Action Plan D3 City,State C4 Start & End time B6, B7
Status for required volumes. inputs
(Details)
Thoeretical Identify Constraint
capacity against Resp. (Name) E3 Type of Source D4 supplier & Planned Breaks/Lunch / Meetings B11
requirement at SOP Verification status time:
& SOP+4 months. Target Date F3 Part Name E4 summary Planned Breakdown Time: B12

Status G3 % share applicable (As F4 Tool Changes/Changeovers Time: B13

per variant applicability)
Note- Input data in WHITE cell. Capacity available I4 Other Customers Time Allocation: B14
- Based on Bottleneck/ contraint operation indentified from planning (Unit)
sheet, define the action plan with R/Y/G status. Constraint & Capacity J4 & K4 Hours starting A17 1. Cycle time
-Update date & Status of action plan to be updated when ever Verification recording - Min /
reviewed and updated. Max/ Avg Cycle
time
Remarks / Action plan L4 Hourly OK Parts B17 2. Takt Time Vs
Therotical Cycle
Time & Actual
Note- Input data in WHITE cell. Hourly Reworked OK parts C17 Cycle Time
- Based on input of volume requirement from Planning sheet, 3. STR ratio, OK
20% extra sub supplier part capacity requirement to be ratio, % rejection,
1. Process Hourly Scrap Parts D17 Gross Production
Capacity verified during planning phase.
- Sub supplier Capacity validation to be done by Tier-I during etc.
PTR/PPAP. 4. Rework Time
2. Un-Planned Downtime (Min) E17
% Utilization & - Incase of constraint - actionplan needs to be defined with
Bottleneck target date and reviewed time to time.
operation - Constraint (Yes/No) output will be taken as Inputs for
Summary sheet. Remark / Observation recordning B52 - N52
3. Actual operation/process wise
Requirement Cycle time recording operation wise W17 To AP20
considering down
stream scrap & Overall PTR observations / summary T3
Time required for
manufcturing.
Action plan for Bottleneck operation /
Concern
4. Takt time Vs
Theoratical cycle
time graphical S2 CAPA
represenation

Note- Input data in WHITE cell.

- Provision to note the PTR observation is made for 4 operations/process.
Different process like moulding, machining, painting capacity analysis
can be done in same sheet by differentiating through P1,P2,P3, P4...
[Link] Operation Op10, Op20..etc
- Based criticality of operation/Process for Capacity/Quality, identify for
PTR study and records the Output.
- Operation wise cycle time verification to be done w.r.t defined. Bar graph
can ge refered for comparison of actual & therotical cycle time.
accordingly can focus the concerns area to improve.
- All the PTR details out put will be taken as Inputs for Summary sheet.
 Different process like moulding, machining, painting capacity analysis
can be done in same sheet by differentiating through P1,P2,P3, P4...
[Link] Operation Op10, Op20..etc
- Based criticality of operation/Process for Capacity/Quality, identify for
PTR study and records the Output.
- Operation wise cycle time verification to be done w.r.t defined. Bar graph
can ge refered for comparison of actual & therotical cycle time.
accordingly can focus the concerns area to improve.
- All the PTR details out put will be taken as Inputs for Summary sheet.

Manpower
recruitment &
planning w.r.t
Ramp up plan.

Packaging standard
& planning w.r.t
Ramp up plan

Logistic cylce
planning & input for
packaging planning

`-Takt time Vs
Cycle time
represenation
- Processwise
HCT/LCT ratio

one in same sheet by

input at each
stream scrap rate &

t w.r.t Ramp up plan of

 MQS/CDMM/SQD/F/23 02 2018.02.13
Step 7: Summary
Input Input Location Output

Part 1 Part no L4 Takt time

A:SUPPLIER Planned Number of Shifts per Day & Week
MFG. Available Time/Day (Minutes - Excluding scheduled
INFORMATION Family of Parts L5 breaks)
Less -Scheduled Maintenance & Changeovers
% Up Time
`-Select the process (P1, P2..) / Operation Z13,
Scheduled Downtime
(Op10, Op20,…) for Evaluation from drop list AH13,
Net Available Time for all Customers (Minutes)
same as in PTR data sheet. AP13,
LESS: Time allocated for other customers
AX13
Net Available Time for New Part (Minutes)
Planned Uptime (%)
Accordingly furhter elements will be autmatically
taken for compation
Inputs are linked from Planning sheet

PART 1B - Daily Customer Plan (per day) AB38 Ramp Up plan

CUSTOMER This is current requirement for PTR validation
REQUIREMENT

Hours Per Day - Allowed to Work AB42

(* specifically Critical process, If not permitted
to work in NIGHT shifts.
Number of Days Per Week - Allowed to work AB43

PART 1C - NA NA GROSS JPH Required (OK+Scrap)

THEORY MINIMUM Net Saleable JPH
PERFORMANCE % OK Ratio Required
% Up time Required
Time Assigned >= than actual working as defined -
OK/Not OK
Actual Days/Week Greater than Allowed as defined -
OK/Not OK

PART 2 - PTR Comments / Observations if any to justify CC4 To CC17 Summary of PTR will get replicate -
DATA (ACTUAL PTR Date,
RESULTS) Mfg. Process / Operations
TOTAL GROSS TIME OF PTR (Min)
Planned Breaks/Lunch / Meetings time:
Planned Breakdown Time:
Tool Changes/Changeovers Time:
Time Available for Producing PTR Parts
Less Actual "Un-Planned" Downtime
Net Minutes Used for PTR Parts
Actual Gross Parts Produced
Actual Scrap Parts & Reworked Parts
Total OK Parts (STR+ Reworked OK)
 PART 3 - PTR 1. No. Of De bottlenecking Op. done by the CE 24 Net Saleable Parts JPH - RED / GREEN
PERFORMANCE thime of PTR. (Cell CE 24) % OK Ratio - RED / GREEN
EVALUATION Comparison during planning & PTR stage % Uptime - RED / GREEN
CE 38 PTR Status - Failed / OK
2. PTR Run for >= 4 Hrs OR min. 300 parts - Is Sub-suppliers Capacity Constraint - Yes / No
Enter the status (Cell CE 38) Packaging Availability - OK/ Problem
Manpower Availability - OK / Problem
3. Supplier capacity synthesis (if required / Not
applicable) BY36 OVER all PTR Status - Failed / OK

4. PTR Qty/ Time justification

BY38

PART 4 - PTR Copy current PTR data & Paste as value in 1. BX62/63/64 to 1. % OK Ratio & Saleable JPH summary phasewise
SUMMARY table under PTR -1/2/3 to maintain history CE62/63/64 Trends
( % STR / OK & 1. % OK Ratio & Saleable JPH 2. BX67/68/69 to 2. STR ratio & Gross JPH ummary phasewise Trends
JPH Saleable / 2. STR ratio & Gross JPH CE67/68/69
Gross )

PART 5 - Sr no B61,E61,L61,Y61,BC61,B Recovery action plan to improve the gap areas.

RECOVERY Concern Area D,BM61 Review and follow is required to close the cocnerns
PLAN Action Plan before next PTR
Target Dt
Resp
Status

Note- Input data in WHITE cell.

- Over all Capacity Planning & Actual PTR results will be evaluated and represent the sysnthesis
01 2018.01.10 Date:
Process - 1 SHARED CAPACITY ANALYSIS BACK UP
26 No. of Working Day in month
(e.g. 20, 25, 26 etc)

Daily
Part Name / Process No. of Highest Daily Minutes Hours
Annual Monthly % Total
(All other parts other than Capacity Daily Parts Parts Cycle Time Required for Required
Sr no. Part Number/ Part Name Requirement Requirement Scrap Effeciency
analysis part on shared line/Equipment Required / PFC production @ for
Volume Volume Rate
including M&M and other customers) Cycle (Seconds) Actual OE productio
n

1 Dedicated line
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
CUMULATIVE RESULTS 0 0 0 0 0

NOTES:
 Changeover
Changeo Avg.
Frequency
ver Time Changeovertim
(No. of
(min / e Per Day
changeover
changeov
incidences (Minutes / Day)
er)
per month)

0
Process - 2 SHARED CAPACITY ANALYSIS BACK UP
26 No. of Working Day in month
(e.g. 20, 25, 26 etc)

Part Name / Process No. of Highest

Annual Monthly % Total
(All other parts other than Capacity Part Number/ Daily Parts Parts Cycle Time
Sr no. Requiremen Requirement Scrap Effeciency
analysis part on shared line/Equipment Part Name Required / PFC
t Volume Volume Rate
including M&M and other customers) Cycle (Seconds)

1 Dedicated line

CUMULATIVE RESULTS 0 0 0

NOTES:
Process - 1
Shift Planning
S. No. Descripction Units Shift-1st Shift-2nd Shift- 3rd General
1 Gross Time a Shift Min 510 510
a Lunch Break Min 30 30
b Tea Break Min 15 15
c Start up check Min 10 10
d Fixture cleaning end of the shift. Min
e Starting Meeting Min
f First piece inspection Min
g Personal Need Min
Plan Downtime
2 Min 55 55 0 0
( a+b+c+d+e+f+g )
Min 455 455 0 0
3 Net available time (1 - 2)
Hrs 7.58 7.58 0.00 0.00
4 No of shifts working No. 2
5 Avg Net Available Time/Shift Hrs 7.58 Input for Capaci
Planning Sheet
UN PLANNED DOWN TIME / LOSSES (Monthly)
S. No. Descripction Unit Month-6 Month-5 Month-4 Month-3
a Power cut Min 0 0 0 0
b Machine break down Min 0 0 0 0
c Operator Absentisim / fatigue Min 973 948 1011 1211
d Material shortage Min 0 0 0 0
e FTG issue Min 792 984 534 906
f Waiting time and others (eg, air pre Min 0 0 0 0
g 0
h 0
i 0
j 0
k 0 0 0 0
Total Unplan Down Time( a to k ) Min 82

%Up time
(Unplanned downtime / Net Avl. Time)
% 91%
 Process - 2
Shift Planning
Total S. No. Descripction
1020 1 Gross Time a Shift
60 a Lunch Break
30 b Tea Break
20 c Start up check
0 d Fixture cleaning end of the shift.
0 e Starting Meeting
0 f First piece inspection
0 g Personal Need
Plan Downtime
110 2
( a+b+c+d+e+f+g )
910
3 Net available time (1 - 2)
15.17
4 No of shifts working

Input for Capacity 5 Avg Net Available Time/Shift

Planning Sheet
(Monthly) UN PLANNED DOWN
Avg B/d
Month-2 Month-1 Avg S. No. Descripction
Per Day
0 0 0 0 a Power cut
0 0 0 0 b Machine break down
1161 986 1048 42 c Operator Absentisim / fatigue
0 0 0 0 d Material shortage
1284 1494 999 40 e FTG issue
0 0 0 0 f Waiting time and others (eg, air pre
0 0 g
0 0 h
0 0 i
0 0 j
0 0 0 0 k
82 Total Unplan Down Time( a to k )

91% Input for Capacity

Planning Sheet
%Up time
(Unplanned downtime / Net Avl. Time)
 Shift Planning
Units Shift-1st Shift-2nd Shift- 3rd General Total
Min 510 510 1020
Min 30 30 60
Min 15 15 30
Min 10 10 20
Min 0
Min 0
Min 0
Min 0

Min 55 55 0 0 110

Min 455 455 0 0 910

Hrs 7.58 7.58 0.00 0.00 15.17
No. 2
Input for Capacity
Hrs 7.58 Planning Sheet

UN PLANNED DOWN TIME / LOSSES (Monthly)

Avg B/d
Unit Month-6 Month-5 Month-4 Month-3 Month-2 Month-1 Avg
Per Day
Min 0 0 0 0 0 0 0 0
Min 0 0 0 0 0 0 0 0
Min 973 948 1011 1211 1161 986 1048 42
Min 0 0 0 0 0 0 0 0
Min 792 984 534 906 1284 1494 999 40
Min 0 0 0 0 0 0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
0 0 0
Min 82
Input for Capacity
% 91% Planning Sheet
Process - 3
Shift Planning
S. No. Descripction Units Shift-1st Shift-2nd Shift- 3rd
1 Gross Time a Shift Min 510 510
a Lunch Break Min 30 30
b Tea Break Min 15 15
c Start up check Min 10 10
d Fixture cleaning end of the shift. Min
e Starting Meeting Min
f First piece inspection Min
g Personal Need Min
Plan Downtime
2 Min 55 55 0
( a+b+c+d+e+f+g )
Min 455 455 0
3 Net available time (1 - 2)
Hrs 7.58 7.58 0.00
4 No of shifts working No. 2
5 Avg Net Available Time/Shift Hrs 7.58
UN PLANNED DOWN TIME / LOSSES (Monthly)
S. No. Descripction Unit Month-6 Month-5 Month-4
a Power cut Min 0 0 0
b Machine break down Min 0 0 0
c Operator Absentisim / fatigue Min 973 948 1011
d Material shortage Min 0 0 0
e FTG issue Min 792 984 534
f Waiting time and others (eg, air pre Min 0 0 0
g 0
h 0 0
i 0 0
j 0 0 0
k 0 0 0
Total Unplan Down Time( a to k ) Min 82

%Up time
(Unplanned downtime / Net Avl. Time)
% 91%
 Process - 4
Shift P
General Total S. No. Descripction
1020 1 Gross Time a Shift
60 a Lunch Break
30 b Tea Break
20 c Start up check
0 d Fixture cleaning end of the shift.
0 e Starting Meeting
0 f First piece inspection
0 g Personal Need
Plan Downtime
0 110 2
( a+b+c+d+e+f+g )
0 910
3 Net available time (1 - 2)
0.00 15.17

2 4 No of shifts working
Input for Capacity
7.58 Planning Sheet 5 Avg Net Available Time/Shift

SSES (Monthly) UN PLANNE

Avg B/d
Month-3 Month-2 Month-1 Avg S. No. Descripction
Per Day
0 0 0 0 0 a Power cut
0 0 0 0 0 b Machine break down
1211 1161 986 1048 42 c Operator Absentisim / fatigue
0 0 0 0 0 d Material shortage
906 1284 1494 999 40 e FTG issue
0 0 0 0 0 f Waiting time and others (eg, air pre
0 0 0 g
0 0 0 0 0 h
0 0 0 0 0 i
0 0 0 0 0 j
0 0 0 0 0 k
82 Total Unplan Down Time( a to k )
Input for Capacity
91% Planning Sheet
%Up time
(Unplanned downtime / Net Avl. Time)
 Shift Planning
n Units Shift-1st Shift-2nd Shift- 3rd General Total
e a Shift Min 510 510 1020
ak Min 30 30 60
Min 15 15 30
eck Min 10 10 20
aning end of the shift. Min 0
eeting Min 0
inspection Min 0
eed Min 0
ntime
Min 55 55 0 0 110
+e+f+g )
Min 455 455 0 0 910
ble time (1 - 2)
Hrs 7.58 7.58 0.00 0.00 15.17
s working No. 2
Input for Capacity
vailable Time/Shift Hrs 7.58 Planning Sheet

UN PLANNED DOWN TIME / LOSSES (Monthly)

n Unit Month-6 Month-5 Month-4 Month-3 Month-2 Month-1 Avg
Min 0 0 0 0 0 0 0
eak down Min 0 0 0 0 0 0 0
bsentisim / fatigue Min 973 948 1011 1211 1161 986 1048
ortage Min 0 0 0 0 0 0 0
Min 792 984 534 906 1284 1494 999
e and others (eg, air pre Min 0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
0 0 0 0 0 0 0
Time( a to k ) Min 82
Input for Capacity
me
/ Net Avl. Time)
% 91% Planning Sheet
 Process - 5
Shift Planning
S. No. Descripction Units Shift-1st
1 Gross Time a Shift Min 510
a Lunch Break Min 30
b Tea Break Min 15
c Start up check Min 10
d Fixture cleaning end of the shift. Min
e Starting Meeting Min
f First piece inspection Min
g Personal Need Min
Plan Downtime
2 Min 55
( a+b+c+d+e+f+g )
Min 455
3 Net available time (1 - 2)
Hrs 7.58
4 No of shifts working No. 2
5 Avg Net Available Time/Shift Hrs 7.58
UN PLANNED DOWN TIME / LOSSES (M
Avg B/d
S. No. Descripction Unit Month-6
Per Day
0 a Power cut Min 0
0 b Machine break down Min 0
42 c Operator Absentisim / fatigue Min 973
0 d Material shortage Min 0
40 e FTG issue Min 792
0 f Waiting time and others (eg, air pre Min 0
0 g 0
0 h 0
0 i 0
0 j 0
0 k 0
Total Unplan Down Time( a to k ) Min
r Capacity %Up time
g Sheet (Unplanned downtime / Net Avl. Time)
%
ning
Shift-2nd Shift- 3rd General Total S. No.
510 1020 1
30 60 a
15 30 b
10 20 c
0 d
0 e
0 f
0 g

55 0 0 110 2

455 0 0 910 3
7.58 0.00 0.00 15.17

2 4
Input for Capacity
7.58 Planning Sheet 5

OWN TIME / LOSSES (Monthly)

Avg B/d
Month-5 Month-4 Month-3 Month-2 Month-1 Avg S. No.
Per Day
0 0 0 0 0 0 0 a
0 0 0 0 0 0 0 b
948 1011 1211 1161 986 1048 42 c
0 0 0 0 0 0 0 d
984 534 906 1284 1494 999 40 e
0 0 0 0 0 0 0 f
0 0 0 0 0 0 0 g
0 0 0 0 0 0 0 h
0 0 0 0 0 0 0 i
0 0 0 0 0 0 0 j
0 0 0 0 0 0 0 k
82 Total
Input forUnplan Down Time( a to k )
Capacity
Planning Sheet
%Up time
91% (Unplanned downtime
/ Net Avl. Time)
 Process - 6
Shift Planning
Descripction Units Shift-1st Shift-2nd Shift- 3rd General Total
Gross Time a Shift Min 510 510 1020
Lunch Break Min 30 30 60
Tea Break Min 15 15 30
Start up check Min 10 10 20
Fixture cleaning end of the shift. Min 0
Starting Meeting Min 0
First piece inspection Min 0
Personal
Plan Need Min 0
Downtime
Min 55 55 0 0 110
( a+b+c+d
+e+f+g )
Net available time (1 - 2) Min 455 455 0 0 910
Hrs 7.58 7.58 0.00 0.00 15.17
No of shifts working No. 2
Input for Capac
Avg Net Available Time/Shift Hrs 7.58 Planning Sheet

UN PLANNED DOWN TIME / LOSSES (Monthly)

Descripction Unit Month-6 Month-5 Month-4 Month-3 Month-2
Power cut Min 0 0 0 0 0
Machine break down Min 0 0 0 0 0
Operator Absentisim / fatigue Min 973 948 1011 1211 1161
Material shortage Min 0 0 0 0 0
FTG issue Min 792 984 534 906 1284
Waiting time and others (eg, air pre Min 0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
Down Time( a to k ) Min 82

% 91%
 Process - 7
Shift Plan
S. No. Descripction Units
1 Gross Time a Shift Min
a Lunch Break Min
b Tea Break Min
c Start up check Min
d Fixture cleaning end of the shift. Min
e Starting Meeting Min
f First piece inspection Min
g Personal
Plan Need Min
Downtime
2 Min
( a+b+c+d
3 +e+f+g )
Net available time (1 - 2) Min
Hrs
4 No of shifts working No.
Input for Capacity
Planning Sheet 5 Avg Net Available Time/Shift Hrs

UN PLANNED DOWN TIME

Avg B/d
Month-1 Avg S. No. Descripction Unit
Per Day
0 0 0 a Power cut Min
0 0 0 b Machine break down Min
986 1048 42 c Operator Absentisim / fatigue Min
0 0 0 d Material shortage Min
1494 999 40 e FTG issue Min
0 0 0 f Waiting time and others (eg, air pre Min
0 0 0 g
0 0 0 h
0 0 0 i
0 0 0 j
0 0 0 k
Total
Input forUnplan Down Time( a to k )
Capacity Min
Planning Sheet
%Up time
(Unplanned downtime %
/ Net Avl. Time)
 Shift Planning
Shift-1st Shift-2nd Shift- 3rd General Total
0
0
0
0
0
0
0
0

0 0 0 0 0

0 0 0 0 0
0.00 0.00 0.00 0.00 0.00

Input for Capacity

### Planning Sheet

NNED DOWN TIME / LOSSES (Monthly)

Avg B/d
Month-6 Month-5 Month-4 Month-3 Month-2 Month-1 Avg
Per Day
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
0 Input for Capacity
Planning Sheet
###
 cdmmsqd
02 2018.02.13 Part 1: SUPPLIER & PART INFORMATION
MQS/CDMM/SQD/F/23
Allocation Daily
Process Description Remarks Variant % Share Remarks Daily Ramp Up Rquirement

Supplier Information
1/2 Part Name / No. Engine Diesel Harness Status Requirement
Max Process
Supplier Name Aptive P1 Total 200 0% # Parts / Veh SOP SOP+4Months Capability

Plant Location ( Location, City, Country etc..) Pune P2 FA Dedicated 0 1 30 200

Vendor Code P3 0 Daily Reqd. 30 200 58
Total # of Part #'s in family or group 5 P4 0 Results OK PROBLEM
Number of days per week working planned max. 6 P5 0 Supplier Team (Mngmt) Mohite B
Number of Shifts per day working planned max. 2 P6 0 M&M Team (DE/SQD) Abdul Hafeez/Pravin
Number of Hours per shift working planned max. 7.58 P7 0 Project Name S201

Part 2: MANUFACTURING PROCESS CONSTRAINT IDENTIFICATION

Capability Requirement Capacity Status

Operation Operators Shifts Net Duplicate Total Change over % Up Time Other Customer Net Minutes Cycle Time Parts Per Actual Cycle Scrap Rate Process Downstream Actual Time for Actual % Utilization of Bottleneck,
Available Available Time (a) Cycle Time Capacity Scrap Requirement Requirement facility / Constraint &
Type of Process

List each separate / discrete operation Hours / Number of Minutes Per Time allocated for Net Minutes Estimated (b) (a/b) % Scrap at Production machine/ Final Operation
Number of Total # of Shift duplicate Day Set up / Tool OEE / Input from other parts - M&M, Available / Day Process Cycle Parts / Cycle Avg. Cycle Time respective # of OK parts Operationwise # of OK parts workstation
operators @ machines or Change over time previous data or Non M&M Time (ie # Cavities) per part stage capable to Upward Required
Shifts per Select Constraint &
OP No. each shift basis operations Other supplier (Minutes / produce in one cummulative considering all Final operation
Day (%)
(Hours / (Minutes / day) back up (Minutes / day) day) (Seconds) day scrap % downstream scrap
(Minutes/ Day)
(%) (1 minimum) (Seconds) (%) (Nos./ Day)
(Nos.) Shift) (Minutes / (Nos./ Day) (% Scrap)
Day)

P2 OP 100 Slider P 4 2 7.58 1 910 0 91% 0 828 844 1 844 0.0% 59 0.0% 200 2813 318%
P2 OP 200 FA P 2 2 7.58 1 910 0 91% 0 828 858 1 858 0.0% 58 0.0% 200 2860 323%
P2 OP 300 Slider D 3 2 7.58 1 910 0 91% 0 828 455 1 455 0.0% 109 0.0% 200 1517 176%
P2 OP 400 FA D 1 2 7.58 1 910 0 91% 0 828 458 1 458 0.0% 108 0.0% 200 1527 177%
P2 OP 500 ROB For Diesel 1 2 7.58 1 910 0 91% 0 828 120 1 120 0.0% 414 0.0% 200 400 53%
P2 OP 600 ROB For Petrol 1 2 7.58 1 910 0 91% 0 828 170 1 170 0.0% 292 0.0% 200 567 71%
P2 OP 700 Quality Inspection D& P 0.1 2 7.58 1 910 0 91% 0 828 280 1 280 0.0% 177 0.0% 200 933 112%
P2 OP 800 PTC (firewall) D& P 1 2 7.58 1 910 0 91% 0 828 280 1 280 0.0% 177 0.0% 200 933 112%

13.1 No. of Bottleneck Operations 6

Part 3: MANPOWER, LOGISTIC & PACKAGING PLANNING

Manpower Requirement & Planning Packaging Requirement w.r.t. Ramp up Plan Logistic Planning Day`s Qty. Pkg. Units

Operators Shifts Time Available(Minutes) # Parts / Veh Packaging Style Plastic Bin At Supplier cost / M&M provided M&M Plant location 2 400 100.0
Present status
# Parts /
13.1 2 910 1 Packaging Unit
4 Logistic arrangement - M&M Transit - Supplier to M&M 0.5 100 25.0

# Packaging Unit
Man Power planning SOP Month-1 Month-2 Month-3 Month-4 Available
500 Transit - M&M to Supplier 0.5 100 25.0

Customer Ramp Up Plan / Month (Veh) 500 1500 2500 5000 5000 SOP Month-1 Month-2 Month-3 Month-4 Supplier RFD 2 400 100.0

Customer Plan/
Plan/Day (Multiple of Parts Required /Veh.) 20 60 100 200 200 DAY (Veh.)
20 60 100 200 200 0 0.0

Supplier Plan/
Min. Manpower Required 1.3 3.8 6.3 12.7 12.7 DAY (Sets)
20 60 100 200 200 0 0.0

Packaging units
Processwise Manpower allocation planned 13.1 13.1 13.1 13.1 13.1 Reqd (#)
25 75 125 250 250 0 0.0

Packaging units
Recruitment plan 13 13 13 13 13 Planned (#)
500 500 500 500 500 Total packagin units reqd 5 1000 250.0

Takt time

2/2 * Ramp up Manpower allocation plan - Processwise (Consider for all working shifts) TAKT Time : 248

Manpower planning SOP Month-1 Month-2 Month-3 Month-4 TAKT TIME (sec) 248 Process Ratio (HCT/LCT) Highest CT Lowest CT 248

OP 100 Slider P 4 4 4 4 4 Highest Cycle Time / P1 #DIV/0! 0 0 248

OP 200 FA P 2 2 2 2 2 Lowest Cylce Time P2 615% 858 120 248

> Lesser the ratio better the
OP 300 Slider D 3 3 3 3 3 P3 #DIV/0! 0 0 248
Balancing / Productivity.
OP 400 FA D 1 1 1 1 1 Ratio should not >20% to P4 #DIV/0! 0 0 248
OP 500 ROB For Diesel 1 1 1 1 1 get better productivity P6 #DIV/0! 0 0 248

OP 600 ROB For Petrol 1 1 1 1 1 output. #DIV/0! 0 0 248

OP 700 Quality Inspection D& P 0.1 0.1 0.1 0.1 0.1 #DIV/0! 0 0 248

OP 800 PTC (firewall) D& P 1 1 1 1 1 248

0 0 0 0 0 0 0 248

0 0 Cycle Time Takt time 248

0 0 1000 TAKT Time Vs Therotical Cycle Time 248

0 0 248
900 844 858
0 0 248

0 0 800 248

0 0 700 248

0 0 600 248
Time (Sec)

0 0 248
500 455 458
0 0 248
0 0 400 248
0 0 300 280 280 248
0 0 248
200 170
0 0 120 248
0 0 100 248
0 0 0 248
0 0 0 0 0 0 0 0
0 0 10 20 30 40 50 60 70 80 248
OP OP OP OP OP OP OP OP
0 0 Operation No. 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
0 0 248
 Capacity Planning - Action Plan for Constraint / Bottleneck Operation (considering 4M Level) Update On :
Action Plan Resp. Target Date Status
OP No. Concern Area / Operation
(Details) (Name) (DD/MM/YY) (R/Y/G)

Line Designed with 4200 monthly volume(65% Diesel & 35% Petrol)
Requirement comes from customer is 5000 monthly
Final Assembly
we require at least 10 weeks prior confirmation for capacity increase considering
investment and lead time for machine ordering
 Overall Remarks-
SUB-SUPPLIER CAPACITY PLANNING CONFIRMATION Per Day Requirements (20% Extra) 240

*Note-1) More Than 25 supplier add a row in between table.

2) Specify remarks / action plan in case of Constraint / NA STATUS : Sub Supplier Capacity Overall No

Parts/ Veh Requirement Capacity Constraint Capacity

Type of Source % Share / Day available Verification
Sr. (Tier-1 Developed, Customer applicable (Unit) (Unit) (Yes/No) (Yes/No/NA)
Sub-Supplier Name City,State Part Name Remarks / Action plan
No. Developed, Customer Directed, (As per Variant
Others) applicability)

1 0 No
2 0 No
3 0 No
4 0 No
5 0 No
6 0 No
7 0 No
8 0 No
9 0 No
10 0 No
11 0 No
12 0 No
13 0 No
14 0 No
15 0 No
16 0 No
17 0 No
18 0 No
19 0 No
20 0 No
21 0 No
22 0 No
23 0 No
24 0 No
25 0 No
26 0 No
27 0 No
28 0 No
29 0 No
30 0 No
31 0 No
32 0 No
33 0 No
34 0 No
35 0 No
36 0 No
37 0 No
38 0 No
39 0 No
40 0 No
41 0 No
42 0 No
43 0 No
44 0 No
45 0 No
46 0 No
47 0 No
 48 0 No
49 0 No
50 0 No
51 0 No
52 0 No
53 0 No
54 0 No
55 0 No
56 0 No
57 0 No
58 0 No
59 0 No
60 0 No
61 0 No
62 0 No
63 0 No
64 0 No
65 0 No
66 0 No
67 0 No
68 0 No
69 0 No
70 0 No
71 0 No
72 0 No
73 0 No
74 0 No
75 0 No
76 0 No
77 0 No
78 0 No
79 0 No
80 0 No
81 0 No
82 0 No
83 0 No
84 0 No
85 0 No
86 0 No
87 0 No
88 0 No
89 0 No
90 0 No
91 0 No
92 0 No
93 0 No
94 0 No
95 0 No
96 0 No
97 0 No
98 0 No
99 0 No
100 0 No

02 2018.02.13
MQS/CDMM/SQD/F/23
 Note: - Select Operation (OP10, OP20…etc) OR Process (P1,P2,P3,P4) from Drop list for which PTR study needs to be conducted. (Provision for PTR of any 4
PTR Study Sheet Operation/Process is are provided in cell B2, F2, J2, N2. Action Plan For PTR observation / Gaps / Concerns areas : MQS/CDMM/SQD/F/23 02 2018.02.13
[Link] / Process P1 P2 P3 P4 Op. No. Category Observation Action Plan Resp. Taget Status Part Name Engine Diesel Harness Daily Ramp Up Rquirement
Dexterity
Max Process
PTR Date 1/23/2019 of Supplier Name Aptive Parts/ Veh SOP SOP+4Months Capability
operator
Ergonomi
Production Time Rework Time Production Time Rework Time Production Time Rework Time Production Time Rework Time
c Plant Location Pune 1 30 200
People
24 Hour clock
hh:mm (24 hrs) hh:mm (24 hrs) hh:mm (24 hrs) hh:mm (24 hrs) hh:mm (24 hrs) hh:mm (24 hrs) hh:mm (24 hrs) hh:mm (24 hrs) Motion Vendor Code 0
Capacity Plan
30 200 58
Work Results
Start Time: 7:00 Content # of Part in family 5 OK PROBLEM
Work
element
End Time: 15:30 Sequenc # of days / week planned 6 Supplier Contact Person Mohite B
Demerits
e
2:00 0:00 8:30 0:00 3:00 0:00 1:00 0:00 of # of Shifts / day planned 2 M&M Pilot Name Abdul Hafeez/Pravin
operators
Total GROSS Time Including Rework Child part
time for PTR (Min) 120 510 180 60.0000000000001 issue # of Hours / shift planned 7.58 Project Name S201
Transport
LESS Downtimes (Min): ation
issue
Packagin
Planned Breaks/Lunch / Meetings time: 0 55 0 0 g issue xxxx
Maintena Supplier PTR Champion
Planned Breakdown Time: 0 0 0 0 nce
related
Tool Changes/Changeovers Time: 0 0 0 0 Others
xxxx
M&M PTR Champion
Other Customers Time Allocation: 0 0 0 0

Time Available for Capacity Study 120 455 180 60.0000000000001

Cycle Time (Operation wise) Record Sheet :
Un- Operation Theory
Hourly OK Hourly Hourly Hourly OK Hourly Un-Planned Hourly OK Hourly Un-Planned Hourly Total Hourly Total Un-Planned
Hour Starting Planned Hourly Scrap Hourly Scrap Hourly Total Type of Actual
Parts Reworked Scrap Parts Reworked OK Downtime Parts Reworked Downtime OK Parts Reworked Downtime Sr. no. OP No. Cycle 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Min Max Remarks
(24 Hr Clock) (STR) OK parts Parts
Downtime
(STR) parts
Parts
(Min) (STR) OK parts
Parts
(Min) (STR) OK parts
Scrap Parts
for line (Min) Process AVG CT
(Min) List each separate / discrete operation time

7-8 9 0 0 0 1 P2 OP 100 Slider P 844 840 851 845 850 838 838 851 844.8
8-9 11 0 0 0 2 P2 OP 200 FA P 858 848 845 849 843 848 843 849 846.6
9 - 10 12 0 0 0 3 P2 OP 300 Slider D 455 435 450 455 457 420 420 457 443.4
10 - 11 11 0 0 0 4 P2 OP 400 FA D 458 444 447 453 449 435 435 453 445.6
11 - 12 5 0 0 0 5 P2 OP 500 ROB For Diesel 120 115 111 117 116 115 111 117 114.8
12 - 13 11 0 0 0 6 P2 OP 600 ROB For Petrol 170 165 158 161 154 159 154 165 159.4
13 - 14 11 0 0 0 7 P2 OP 700 Quality Inspection D& P 280 205 201 207 201 209 201 209 204.6
14 - 15 9 0 0 0 8 P2 OP 800 PTC (firewall) D& P 280 250 248 252 256 245 245 256 250.2
15 - 16 6 0 0 0 9 0 0 0 0 0 0 #DIV/0!
16 - 17 10 0 0 0 0 0 0 #DIV/0!
17 - 18 0 11 0 0 0 0 0 0 #DIV/0!
18 - 19 12 0 0 0 0 0 0 #DIV/0!
19 - 20 13 0 0 0 0 0 0 #DIV/0!
20 - 21 14 0 0 0 0 0 0 #DIV/0!
21 - 22 15 0 0 0 0 0 0 #DIV/0!
22 - 23 16 0 0 0 0 0 0 #DIV/0!
23 -24 17 0 0 0 0 0 0 #DIV/0!
24 - 1 18 0 0 0 0 0 0 #DIV/0!
1-2 19 0 0 0 0 0 0 #DIV/0!
2-3 20 0 0 0 0 0 0 #DIV/0!
3-4 21 0 0 0 0 0 0 #DIV/0!
4-5 22 0 0 0 0 0 0 #DIV/0!
5-6 23 0 0 0 0 0 0 #DIV/0!
6-7 24 0 0 0 0 0 0 #DIV/0!
25 0 0 0 0 0 0 #DIV/0!
26 0 0 0 0 0 0 #DIV/0!
27 0 0 0 0 0 0 #DIV/0!
28 0 0 0 0 0 0 #DIV/0!
*In case hourly records not available, 29 0 0 0 0 0 0 #DIV/0!
but overall summary available than
enter in this rows 30 0 0 0 0 0 0 #DIV/0!
Total 0 0 0 0 85 0 0 0 0 0 0 0 0 0 0 0 31 0 0 0 0 0 0 #DIV/0!
Gross Prod. Qty (#) : 0 85 0 0 32 0 0 0 0 0 0 #DIV/0!
% STR (%) : #DIV/0! 100.0% #DIV/0! #DIV/0! 33 0 0 0 0 0 0 #DIV/0!
% OK (Incl. Reworked OK) : #DIV/0! 100.0% #DIV/0! #DIV/0! 34 0 0 0 0 0 0 #DIV/0!
% Scraped : #DIV/0! 0.0% #DIV/0! #DIV/0! 35 0 0 0 0 0 0 #DIV/0!
36 0 0 0 0 0 0 #DIV/0!
37 0 0 0 0 0 0 #DIV/0!
38 0 0 0 0 0 0 #DIV/0!
39 0 0 0 0 0 0 #DIV/0!
Remarks / Observations 40 0 0 0 0 0 0 #DIV/0!
41 0 0 0 0 0 0 #DIV/0!
42 0 0 0 0 0 0 #DIV/0!
43 0 0 0 0 0 0 #DIV/0!
44 0 0 0 0 0 0 #DIV/0!

Other Remarks / Notes :

TAKT Vs Actual Cycle time Theory Cycle time Actual AVG CT TAKT TIME
1000
900
846.6
844.8

858
844

800
700
600
Time (Sec)

500
445.6
443.4

458
455

400
280

280

300
250.2
204.6
159.4

200
170
114.8
120

100
0
0

0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
10 20 30 40 50 60 70 80
OP OP OP OP OP OP OP OP
Operation No.
MQS/CDMM/SQD/F/23 02 2018.02.13 Capacity Analysis Summary Dash Board PART 2 - PTR Summary (ACTUAL RESULTS)
Supplier : Aptive Vendor Code : 000000000 Process Description PTR Date : 30-Dec-99 23-Jan-19 30-Dec-99 30-Dec-99
COMMENTS
Part Name : Engine Diesel Harness M&M Pilot : Abdul Hafeez/Pravin P1 P1 FA Operation / Process : P1 P2 P3 P4

Part No.: XXXX Project : S201 P2 P2 Err:509 TOTAL GROSS TIME OF PTR (Min)
120 510 180 60
Family of Parts? No Updated On: 18-Aug-17 P3 P3 0
If "YES", list part numbers here: P4 P4 0 Planned Breaks/Lunch / Meetings time: 0 55 0 0
P5 0 Planned Breakdown Time: 0 0 0 0
P6 0 Tool Changes/Changeovers Time: 0 0 0 0
P7 0 Time Available for Producing PTR Parts 120 455 180 60
Less Actual "Un-Planned" Downtime 0 0 0 0
Part: 1A : SUPPLIER MFG. INFORMATION
Net Minutes Used for PTR Parts 120 455 180 60

Select Process / Operation for analysis P1 P2 P3 P4 <= Note: - Select Operation/ Process from drop Actual Gross Parts Produced 0 85 0 0
list same as in PTR data sheet.
TAKT Time (Sec) 248 248 248 248 Accordingly furhter elements will be Actual Scrap Parts 0 0 0 0
autmatically taken for compation
Reworked OK Parts 0 0 0 0
Planned Number of Shifts per Day 0 2 0 0
Total OK Parts (STR+Reworked OK) 0 85 0 0
Planned Number of Days per Week 6 6 6 6

Available Time/Day (Minutes - Excluding scheduled bre 0 910 0 0 PART 3 - PTR RESULTS w.r.t. Requirement Evaluation
LESS: Note: All elements must pass or PTR is a FAIL
Scheduled Maintenance & Changeovers 0 0 0 0 P1 P2 P3 P4
No. of Bottleneck
% Up Time 0% 91% 0% 0% Operations

Scheduled Downtime 0 82 0 0 Net Saleable JPH (Minimum) REQUIRED 14.5 Before 6

LESS: Time allocated for other customers 0 0 0 0 ACTUAL 0.0 11.2 0.0 0.0 After 0
(Gross JPH) 0.0 11.2 0.0 0.0

% OK Ratio (Minimum) REQUIRED 100.0% 100.0% 100.0% 100.0%

ACTUAL 100.0%
Net Available Time for New Part (Minutes) 0 828 0 0 (STR Ratio) #DIV/0! 100.0% #DIV/0! #DIV/0!

% Uptime (Minimum) REQUIRED 0.0% 91.0% 0.0% 0.0%

ACTUAL 100.0% 100.0% 100.0% 100.0% OVERALL
Planned Uptime (%) 0.0% 91.0% 0.0% 0.0% STATUS
True Scrap Rate (%) 0.0% 0.0% 0.0% 0.0% PTR Status
Fail Fail Fail Fail Fail
Max Cycle Time of Process (sec) 0 858 0 0
Verified the capacity confirmation for 2sub suppliers.
Is Sub-suppliers Capacity Constraint? No
PART 1B - CUSTOMER REQUIREMENT (Current stage requirement for PTR verification) ∆ Comments : (In case NO , Not Applicable)

Daily Customer Plan (per day) 200 M&M requirements from DE /PMH/SCM PTR Run for >= 4 Hrs OR min. 300 parts? Yes

Parts Per Vehicle set 1 Ramp Up SOP Month-1 Month-2 Month-3 Month-4 Packaging Availability SOP Month-1 Month-2 Month-3 Month-4
∆ Check for 500
Customer Ramp Up SOP+Month 2
Daily Requirement - Saleable parts (per day) 200 Plan / Month (Veh)
500 1500 2500 5000 5000 Required Trolleys 25 75 125 250 250 OK
Plan/Day (Multiple of
Hours Per Day - Allowed to Work 24 Parts Required /Veh.)
20 60 100 200 200 Planned Additional trolleys 500 500 500 500 500
Min. Manpower
Number of Days Per Week - Allowed to work 6 Required
1.3 3.8 6.3 12.7 12.7

Manpower Availability SOP Month-1 Month-2 Month-3 Month-4

∆ Check for 13.1
SOP+Month 2
PART 1C - THEORY PERFORMANCE (Expected Results) Required Operators 13.1 13.1 13.1 13.1 13.1 OK
Recruitment Plan for Operators 13 13 13 13 13
GROSS JPH Required (OK+Scrap) #DIV/0! 14.5 #DIV/0! #DIV/0!

PART 4 - PTR SUMMARY (Saleable JPH, OK Ratio, Gross JPH, STR Ratio)
Net Saleable JPH (Minimum) #DIV/0! 14.5 #DIV/0! #DIV/0! P1 Saleable JPH P2 Saleable JPH P3 Saleable JPH P4 Saleable JPH
OK Ratio OK Ratio OK Ratio OK Ratio

100% 98.0% 70 100% 100.0% 100.0% 30 100% 100.0% 30 100% 100.0% 80

% OK Ratio (Minimum) 100.0% 100.0% 100.0% 100.0%
90% 90% 90%
60 90% 70
25 25
80% 80% 80%
80% 60
% Uptime (Minimum) 0.0% 91.0% 0.0% 0.0% 70% 50 70%
20
70%
20
60% 60% 60% 70% 50
40
50% 50% 15 50% 15 60% 40
OK OK OK OK

Better
Actual working Hrs <= Time Assigned ? 61.5 30 25.3 25.3 72
40% 40% 40% 50% 30
10 10
30% 20 30% 30%
40% 20
20% 20% 11.2 20%
Actual Days/Wk <= Allowed? OK OK OK OK 10
5 5
30% 10
10% 10% 10%
0% 0.0 0 0% 0 0% 0.0 0 20% 0.0 0
PTR-1 PTR-2 PTR-3 Current PTR-1 PTR-2 PTR-3 Current PTR-1 PTR-2 PTR-3 Current PTR-1 PTR-2 PTR-3 Current
PART 5 - RECOVERY PLAN
Sr. No. Concern Area Concern Description Action Plan Target Dt. Resp. Status Phase wise PTR Summary P1 P2 P3 P4
1 Description OK Ratio Saleable JPH OK Ratio Saleable JPH OK Ratio Saleable JPH OK Ratio Saleable JPH
2 Saleable JPH PTR-1 98.0% 61.5 100.0% 25.3 100.0% 25.3 100.0% 72
& PTR-2 Copy the
OK Ratio values
PTR-3 from
Trends current cell
Current 0.0 100.0% 11.2 0.0 0.0 to PTR-
1/2/3 cells
Description STR Ratio Gross JPH STR Ratio Gross JPH STR Ratio Gross JPH STR Ratio Gross JPH to maintain
Gross JPH PTR-1 98.0% 61.5 100.0% 25.3 100.0% 25.3 100.0% 72 history
&
PTR-2
STR Ratio
PTR-3
Trends
Current #DIV/0! 0.0 100.0% 11.2 #DIV/0! 0.0 #DIV/0! 0.0

P1 Gross JPH P2 Gross JPH P3 Gross JPH P4 Gross JPH

STR Ratio STR Ratio STR Ratio STR Ratio

100% 98.0% 70 100% 100.0% 100.0% 30 100% 100.0% 30 100% 100.0% 80

90% 90% 90% 90% 70
60 25 25
80% 80% 80%
80% 60
70% 50 70% 70%
20 20
60% 60% 60% 70% 50
40
50% 50% 15 50% 15 60% 40
Better

61.5 30 25.3 25.3 72

40% 40% 40% 50% 30
10 10
30% 20 30% 30%
40% 20
20% 20% 11.2 20%
10 5 5
10% 10% 10% 30% 10

0% 0.0 0 0% 0 0% 0.0 0 20% 0.0 0

PTR-1 PTR-2 PTR-3 Current PTR-1 PTR-2 PTR-3 Current PTR-1 PTR-2 PTR-3 Current PTR-1 PTR-2 PTR-3 Current
 MQS/CDMM/SQD/F/23
Rev. no. Rev. Date
02 2018.02.13

MQS/CDMM/SQD/F/23
01 2018.01.10
00 2017.08.29
00 -T2 2017.08.23
00 -T1 2017.08.01

Feedback list post U321 application

Date Person Step
11/9/2017 Mutuza Shared back up
11/9/2017 Mutuza PTR data
13/9/2017 Sameer Sahred back up

20/9/2017 Ajit Planning

20/9/2017 Ravikant Sub supplier

20/9/2017 Ravikant Planning

20/9/2017 Ravikant Planning

20/9/2017 Ravikant Planning
20/9/2017 Mutuza Summary
27/9/2017 Omprakash / Planning
Rajendra
27/9/2017 Omprakash Planning
28/9/2017 Vishal Planning

28/9/2017 Jimit Sahred back up

11/10/2017 Sudhir Sub supplier

6/2/2018 Gaurav Planning

6/2/2018 Jasbinder Planning

13/2/2018 Ravikant Planning

 Revision History
Change discription
Row addition provision removed Dislink duplicate machine time calculation.
Down stream scrap column unlocked tomake manual entry in case multiple
process input to next station Revision History
Final release with improvement from U321 feedback list
Formula correction/ modification -Net available time,% Utilization, Takt
Final release for implementation
Initial release for feedback team feedback

Concern Discription
Change over time formula correction
AT7 to AT9 - cell locked. Need to link with planning sheet
Provision for addition of rows

99% capacity utilization - conditional formation Yellow color not reflected

Feasibility to add varriant wise requirement

Addition of rows - formula is not generating

Actual time required for prod./day - Include OEE (check )

I61 - parts/vehicle not linked
Blank process "DIV" error to be eleminated
True scrap - self station scrap not getting considered, formula correction
required
Man power calculation base - process time or actual part ct.
Change in collour code - Constraints (Dictionary Meaning - a limitation or
restriction) is More Severe than Bottleneck (Dictionary Meaning - situation that
causes delay in a process or system). Currently we have given Red Color to
Bottleneck & Yellow to Constraint

In back up sheet all calculation by 25 working days many supplier consider 26

working days
Part /Day requirement formula ref. standardize/corrected

Duplicate m/c dislink with Avl. Time & out to be considered in parts per cycle in
case of duplicate workstation/machine
Downstrem scrap - e.g. Input parts from different line/machine to (P1, P2, P3)
goining independently to next process (P4) than downstream scrap get
cummulative effect at P1.

Actual requirement - formula correction

n History
Remarks

n History

Remarks Status
Done
Done
By double clicking, additional rows will be added with Done
formula link.
>>>20180209- This created fromula error after addition of
row. Since reverse the change. In case of additonal row
required contact doc. owner
Done
Share of % variant wise usage for child parts supplier is Done
done
By double clicking, additional rows will be added with Done
formula link
Done
Done
Done
Done

Done
Clarity: NA
[Link] - Process / Operation with capacity less or
equal to demand. Affecting Customer Directly.
2. Constraint - It usually is the operation that has the
highest utilization (limiting factor an obstacle to achieve
goal). Maximum cycle time affecting Balancing
/productivity.

Provision to add the no. of working days provided Done

Sub supplier child parts considerd 20% extra to M&M Done

requirement
Dislink Duplicae m/c & time available Done
As limitiation and avoid fomula complication, one needs to Done
manually enter the related scrap value. Since Unclocked
the Down stream scrap with Default formula entry

Actual requirement = Requirement + (Requirement * % Done

Scrap)