GM 1927-36

GENERAL MOTORS QUALITY BUILT INTO THE

MANUFACTURING (BIQS)
PRESENTATION OF ELEMENTS

This presentation was developed by General Motors Company - Global Supplier Development
and Quality.
All rights reserved. No part of this material may be reproduced in any form, or by any method,

Revision Date: 10/18/2018 GM Confidential Revision 3

or for any purpose without the written permission of General Motors Company - Global Supplier
Quality and Development.

GM 1927 36 INTRODUCTION AND FUNDAMENTAL ELEMENTS

WHAT IS BUILT-IN QUALITY IN MANUFACTURING (BIQS)? SLIDE 3

BIQS MAINTENANCE RELATED ELEMENT (FUNDAMENTAL PILLAR)
SLIDE 15
BIQS TRAINING RELATED ELEMENT (FUNDAMENTAL PILLAR)
SLIDE 27
BIQS SUPPLY CHAIN MANAGEMENT RELATED ELEMENT

Revision Date: 10/18/2018 GM Confidential Revision 3

SUPPLY (FUNDAMENTAL PILLAR) SLIDE 34

WHAT IS BUILT-IN QUALITY IN

MANUFACTURING (BIQS)?

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS Operation Guide
• Built-In Quality in Manufacturing (BIQS) is a proactive methodology that is used by
maturing manufacturing processes over time to ensure that those processes are
demonstrating predictable results.
• Built-In Quality in Manufacturing (BIQS) is a robust strategy program applied to
every element of manufacturing. (Note: Process Change Control and PTR Change Control
elements have a common training module; Visual Controls/Visual Standards Communicated
and Understood have a common training module: GM 1927-36)
• Built-In Quality in Manufacturing (BIQS) incorporates and aligns with GM's Global
Manufacturing System (GMS), GM BIQ, IATF (International Automotive Task Force)
standard 16949 and GM Customer Specific Requirements (CSR).
BIQS is an advanced level of implementation of a Robust Manufacturing
System that helps achieve not only key business results but
also first-time quality.

Revision Date: 10/18/2018 GM Confidential Revision 3

 WHAT IS
BIQS?

• Built-In Quality in Manufacturing (BIQS) measures a supplier by meeting a quality

system assessment and performance metrics.
• BIQS holds GM suppliers to many of the same quality standards that GM implements
for its own internal efforts. BIQS contains best practice quality management
strategies that can be applied in any environment to achieve lasting quality
improvements.

• BIQS uses critical quality performance metrics to define a robust management

system with calibration activities that provide the opportunity to improve or prevent
failures in these metrics and that are costly in the future if not addressed in time.

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS HOUSE
PROACTIVE METHOD REACTIVE METHOD

BIQS Level 5 BIQS Level 5

People Involvement People
Profitability InvolvementProfitabilit
Predictability yPredictability
BIQS Layered Audits BIQS Layered Audits

BIQS Reverse PFMEA BIQS

• BIQS Contamination BIQS FIFO & Material Handling Shipping
• BIQS FIFO & Material Handling BIQS • & Approved Packaging Andon
• BIQS Shipping & Approved Packaging BIQS v Non-Conforming Material
BIQS
BIQS Layered Audits
BIQS Layered Audits
83%
% BIQS Feedback Feed Forward
BIQS Quality Focused Checks
v BIQS v Quality Focus Checks
EIQS • Fast Response
• BIQS Rework / Repair Conformation BI
• BIQS Process Change Control
EIQS Verification Station • BIQS Visual Controls Q
BIQS Layered Audits v BIQS • Bypass Management S
BIQS • Process Capability
BIQS • Process Control Plan M
BIQS Andon System
• BIQS Team Problem Solving Process
BIQS Gauge Calibration ai
• BIQS Non-Conforming Material
BIQS Layered Audits
nt
• BIQS Alarm and Escalation
• BIQS Rework I Repair Confirmation e
• EIQS if Error Proofing
• BIQS Standardized Work EIQS if PFMEA n
EIQS • Reverse PFMEA
BIQS Layered Audits EIQS if Team Problem Solving Process
48%. BIQS Process Change Control & PTR EIQS Alarm and Escalation
• BIQS • Process Control Plan and Implementation
BIQS • Bypass Management BIQS Layered Audits
BIQS v Gauge Calibration
BIQS Feedback f Feedforward
Error Proofing Verification
v BIQS • Standardization & Standardized Work
v BIQS Visual Standards & Controls & Implementation
• BIQS Process Capability EIQS v Verification Station
EIQS Fast Response
v BIQS PFMEA

BIQS Supply Chain Management

LEADERSHIP
LEADERSHIP

Revision Date: 10/18/2018 GM Confidential Revision 3

 EXPLANATION OF THE BIQS HOUSE

In a manufacturing environment, the BIQS implementation process should be

established with a proactive or reactive work pattern that leads to the same
result.

The BIQS Proactive House representation is a simplified version that leverages

multiple quality and manufacturing tools and leads to the elimination of reactive
work as proactive work grows to eliminate the need for reactivity over time.
(elements are read from bottom to top)
to

Revision Date: 10/18/2018 GM Confidential Revision 3

 EXPLANATION OF THE BIQS HOUSE

The reactive representation of the BIQS house is a simplified version of

the suggested BIQS elements implementation when the organization is
having difficulty containing defects within the four walls of the facility.
(read the elements from bottom to top)
Like any other robust construction, the BIQS house must be built on a
solid foundation, identified through 3 Elements.

• BIQS Supply Chain Management (Good Quality Incoming Parts to

Plant)
• BIQS Maintenance (Equipment with well-applied maintenance)

BIQS Maintenance
• BIQS Training (Well-trained personnel at all levels of the
organization)

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS HOUSE FUNDAMENTALS

Training: An organization must develop a strong culture that Maintenance: A proactive method to improve the
provides professional development and expect to leverage longevity of your manufacturing process equipment,
those learnings to continually improve everything! increasing effectiveness in quality and performance.

A
C
TI
V
E
Ac
tiv
ity
P
A
S
SI
V
E
Ac
tiv

Supply Chain Management is the management of moving raw materials, subcomponents and finished products
through manufacturing processes that add value to the next defined customer.

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS DAY
Vision
(Avoid errors)

Advanced
(Avoid error flow)

Intermediate
Deflections are
not created By migrating through each step of
(Prevention &
the model, the organization can
(Avoid errors)

De
fle
ct
s
don't leave the

(Detection &
station
Zero
in-process waste increase its ability to create
quality at the station and reduce
Containment) Deflects Eliminate in-process
Inspection- don't leave the repair The creation of
Based Process team Defects are
(Containment)
Improve Defects leaving the
preventable the overall cost of quality by
reducing the need
don't leave the stations are
up-stream quality
preventable

Vision
don't leave the
Minimize disruption
Defects leaving the of inspection and
tre
do

ns
to

Definition
w

Teams are preventable

correction
processes

Protect customer
from obvious Defects leaving the
defects Shops are preventable

Shop Floor Defects leaving the

Applicator preventable plantar
 BIQS DAY
Revision Date: 10/18/2018 GM Confidential Revision 3
 Inspection-
Based BIQIntermediat BIQAdvanced
(Avoid error flow)
Process e
(Containment) (Prevention &
CIP)
IV
Defects
III don't leave
Delects the station
don't leave He i mi nate in -
the team processrepair

Improve upstream
quality

Defects leaving
the station are

Revision Date: 2/28/2018 GM Confidential Revision 2

 (Avoid errors) The creation of
V Defects
BIQVision Zeroin-process are preventable
(Avoid errors)
waste
created
Vision Defects don't Minimize disruption to
Defects leaving the e
leave the downstream processes
Definition team ar preventable

Protect
Goal customerfrom'obvio Defects leaving the
usdefects'

Shop Floor Defects leaving the ( Manufacturing

plantare preventable
Quality

( Engineering of
• Product
5 Manufacturing
Engineering
A Quality of 3
Suppliers
Quality Manufacture Company
Quali
ty
Prop
erty

The group of circles represents the levels

of responsibility of each quality
management function: manufacturing,
quality, manufacturing engineering,
product engineering, and supplier
quality.

As we move further to the right in BIQS

integration and certification, the

Revision Date: 2/28/2018 GM Confidential Revision 2

 ownership of quality constantly shifts
from Quality, then to Manufacturing, and
finally, to the Company. In addition,
quality becomes a supporting role for
manufacturing.

Revision Date: 2/28/2018 GM Confidential Revision 2

 OBTAINING THE BIQS
CERTIFICATION LEVEL

A BIQS level is awarded to suppliers that

meet the following requirements:

• Receive/maintain IATF 16949

certification
• Quality Performance Metrics are within
acceptable limits.

The quality performance of suppliers is

measured by the following quality indicators:

1. Receive/maintain IATF 16949

certification
2. Number of SPPS quality records;
3. Severity score;
4. GM plant disruptions and
5. recorded field actions.

Revision Date: 2/28/2018 GM Confidential Revision 2

 The lowest score of the five criteria is the
BIQS level for a Mfg. Individual DUNS to be
reflected in the Sourceability report and the
SSE Scorecard.

For new GM suppliers and for

Greenfield/Brownfield, IATF 16949
Certification will take place 12 months after
SORP (12 months of quality
measurements/data collection required).
For Greenfield suppliers, see GM process
1927 22 MQRRS.

Revision Date: 2/28/2018 GM Confidential Revision 2

 EVALUATION AND
SELF-EVALUATION
GM1927-30
❑ BIQS assessments must become
part of the standard manufacturing
requirements within the daily activity
of our Supplier Base to maintain and
improve performance.
❑ Evaluate each of the 29 BIQS
elements using the green, yellow, or
red system described below. Earn (1)
BIQS credit for each green item and
(0) BIQS credit for each yellow or red
item.

➢ Green: A mature, well-

defined manufacturing
system or process is in place,
is being followed/used as
Revision Date: 2/28/2018 GM Confidential Revision 2
 directed, and the system or
BIQS ELEMENTS FUNCTIONAL
process doesOWNERS
not place GM at
unnecessary risk.
BIQS elements and their functional owners
# Chapter ➢ Yellow: The manufacturing
Functional Manager

BIQS
BIQS
Maintenance
Layered Audit
system or process is in place,
Maintenance Management
Manufacturing Management
BIQS PFMEAs but isManagement
Manufacturing not being BIQS Visual Controls Manufacturing Management
Manufacturing Management and
BIQS PFMEAs Risk Reduction & Annual Review
followed/used asBIQS
Manufacturing Management
Manufacturing Management and
intended.
Visual Controls / Communicated and Understood Quality Management
Manufacturing Management and
BIQS Bypass / Process Deviation Quality Management BIQS Process Controls Development (PFMEA-PCP-SW) Quality Management
Manufacturing Management and
BIQS
BIQS
Error-proofing devices / Detection, Verification
Gage Calibration / Measurement Analysis System
Red:
➢Quality The manufacturing
Quality Management
Management
BIQS Control Plan Process Implemented Quality Management
BIQS Process Capability Review Manufacturing Management
BIQS Rapid Response Process Plantsystem
Management or process is not Manufacturing Management and
BIQS Rework / Repair Confirmation Quality Management
evident, or and
the current
BIQS Problem Solving Process Plant Management
Purchasing Management BIQS Feeding forward and backward Quality Management
BIQS Supply Chain Management Supplier Development
BIQS Standardized Work system
Manufacturing or process
Management in place
BIQS Training
Resources
Humans + Manufacturing + Quality

puts GM at significant risk.

Product Engineering and BIQS Pollution Requirements Product engineering
BIQS Change Control Process (CCP) Manufacturing Management
BIQS Quality Focused Checks Quality Management
BIQS FIFO / Material Handling Process Materials Management
BIQS Inspection Gates (Check Station/Final Inspection/GP12) Quality Management
BIQS Shipment in Approved Packaging Materials Management
BIQS Implementation of the ANDON system Manufacturing Management
Manufacturing Management and BIQS Non-Conforming Material / Material Identification Quality Management
BIQS Alarm and Escalation Quality Management

Revision Date: 2/28/2018 GM Confidential Revision 2

Revision Date: 2/28/2018 GM Confidential Revision 2
 BIQS ELEMENT –
MAINTENANCE
BIQS Operation Guide

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE
What: A proactive method to improve the longevity of Machinery and Equipment
Manufacturing process and therefore increasing its effectiveness in terms of Quality and
Performance.
A never-ending journey to achieve Best-in-Class Factory performance through the use of
similar manufacturing concepts.
Leadership Roles and Responsibilities
Risk Reduction Training Troubleshooting
Standardized Practices Continuous Improvement
Because?:
Wear and tear can result in low machine efficiency. Preventive maintenance ensures optimal working conditions
and preserves the life expectancy of the equipment.
• Zero unplanned line stops (breakdowns)
• Zero slowdown on the team
• Zero defects
In addition, it values a safe work environment:
• Zero accidents

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE
Definitions:
Preventive Maintenance
• Preventive maintenance is a maintenance activity designed to maintain the healthy condition of equipment and
prevent sudden failures through inspections, replacement of parts, servicing, etc.
• Preventive maintenance tasks are time- or cycle-based and consist of periodically inspecting, servicing, and
cleaning equipment and replacing parts to prevent sudden failures and process problems (e.g., replacing oil or
coolant every 15 days).
• The tasks are repetitive and are routine maintenance for the operator, but usually at low frequency such as monthly,
quarterly or annually.
• Tasks are usually machine-related and contain a list of duties, a required time and a list of materials. This may
require planning to coordinate parts, materials, and work scheduling.

The Production Operator should perform daily Preventive Maintenance tasks/checks in a standardized
manner to identify potential equipment or tool failures before they fail.

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE

Definitions:
Predictive Maintenance

• Predictive Maintenance is a method by which the service life of equipment / tooling parts / components is
predicted based on inspection or diagnosis, in order to be able to use the parts at the limit of their service life.
Predictive maintenance can be applied to critical tooling/parts/equipment to further improve the effectiveness
and cost of maintenance activities. It serves the same purpose as Preventive Maintenance: preventing
equipment failures or breakdowns but predicting when certain components, such as bearings, gearboxes or
motors, will fail.
• Simple “prediction” methods such as chain wear on conveyors, or resistance in a circuit, can also be used as a
guide to the remaining life of equipment before failure. It does the work of identifying simple, low-cost tools
to “predict” about critical equipment.

Compared to preventive maintenance, predictive maintenance is condition-based maintenance. Measure and analyze data about
deterioration through a Monitoring System of some kind designed to monitor conditions.

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE

Mean Time To RepairiRecovery

Repair Time MTTR = ------------------------------ Nb of breakdowns
____________-_________________F
Critical Spare Parts MeasurePerformance
$hm
PM Plan & Status (Min Qty Vs Actual) (MTBF-MTTR
Corrective Action
If needed —• ) Mean Time Before Failure

Preventive maintenance planning. Operation Time

(Example)
MTBF-------------------------------------------- =
Problem Solve and Countermeasure
Nb of breakdowns
Review & Update the Standard

__
\ Time

mmaamm Emergency repair needed. Emergency - Follow operations

I 04 OK, No repair necessary preventive.
I 03 1 At the Limit. Repair required. Non Emergency - Identify improvements to the emergency plan

Maintenance.

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE
a) Preventive Maintenance Plan U Status
Reduced Occurrences of Fai ures
Availability % Performance % Quality % Reduced Equipment Failure rate
Right Capacity Reduced Non-Operating Time
With No

Technical
(speed equipment Defects Increased Throughput
aintenanc Increased Productivity
Reduced Defects in Process
3. Idling and Minor 5. Defects in Process Responsiveness Energy Conservation
Stops
4, Reduced AND. Start-up and Reduced Yield Reduced Costs
Speed
Cost Increased Number of Suggestions
Increased Mean Time Between
Failure/Reduced Mean Time to Repair

Revision 3
 BIQS –
MAINTENANCE

a) Preventive Maintenance - Plan and Status The manufacturing plant should have a
planning process that achieves excellence in reliability, with Manufacturing
Engineering, Operations and
Total Productive Maintenance
(TPM).

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE

Maintenance working together. Detailed tasks are developed and delivered to support
the

Planning Process
Continuous Improvement-Maintenance Activities
PLAN

03 | Operation postponed
1^—Operation not performed Document allows:
•0.3 Near miss breakdown. Emergency repair needed - To fo 11 ow upp venti ve
•0.3 OK, no repair needed
I o,3 H Limit, repair needed, no emergency operations
-To identify maintenance plan

Tasks

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE

a) Preventive Maintenance - Plan and Status Maintenance planning should cover

machines and tooling for preventive maintenance and where applicable, predictive
maintenance should be developed.

Preventive maintenance planning.

Team
PlanA/IP

MP Tool Plan

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE
b) Spare Parts and Critical Spare Parts
Recommended planned spare parts
• Equipment manufacturer recommendations
• Equipment manufacturer warranty data Identification of
critical spare parts
• The criteria for defining critical spare parts must be Maintenance Fundamentals
Equipment
Availability Equipment Efficiency
defined by the organization Planned
) Proactivetology
/ Predictive
• The list update should be conducted periodically and Reactive L) technology _
based on maintenance results. (Fire fighting) (Getting ahead
of the curve)
(Continually
improving)
Storage of spare parts
• Storage conditions: Adequate conditions must exist to _ h, Intermediate ua ✓ Advanced
prevent damage Foundational I_____
• Stock management: minimums and maximums must be (BIQI-II) (BIQ III-IV) (BIQ IV-V)

managed
• Inspections & verifications: periodic physical inspections of
spare parts must be defined and carried out.
Revision Date: 9/27/2018 GM Confidential

Revision 3
 BIQS –
MAINTENANCE

Critical Spare Parts List

(Example)
Stock
□rawing # Id# MH EMO Supplier Supplier Reference DESIGN Critical
(mini}
□
RTD 1 □
67
1045949300 4341 RADOS PAIRS SAS 187-7621 SERRE CABLE CLIPS 1 N
1045949300 4342 RADOS PAIRS SAS 316-872 SERRE CABLE CLIPS 1 N
EMBOUTDE GAIN ADA 2 □

1045949300 4343 CAPRI CODEC SA 211600 REDUCTEURDE PRESSE ETOUPE PG21 / PG 16 1 N

1045949300 4349 LUTZE SA 601005 ETOUPE PRESSE REDUCTEUR PG16 / M32x1.5 1 N
I REM DB222 1 □
2

1 EITH
4 ER □

SO ESSNG PROXIMITY DETECTION

104 dgnt TO. ge __ FM ELEC EVCDOB CONOUCTEUR A USAGE PARTICULIER EQUIPE 1 N
10 LUMBERS___________ ____________ RSMC3 J PRICE Ci URANT AND CONNECTOR 1 N
P rteen hey Rereren She is from Part, er 1 PCI On Y PrOVeedOI
1
and
1045949011
quipc
_ 7312
)SOREPBNG. LUMBERG RSMCK3
830100631
PRISE DE COURANT ET CONNECTEUR 1 N
BOSCH REXROTHSAS ST SERIES SENSOR 2 N

Part
Criticism
StockNeeded

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE

c) Maintenance Performance Measurements

OEE (Overall Equipment Effectiveness) is a metric that identifies the percentage of planned time that is
truly productive. It was developed to support TPM initiatives by accurately tracking progress toward
achieving “production
“optimal An OEE rating of:
”. ➢100% is perfect production. There are no $$$ losses
➢ 85% is world class. 15% $$$ Lost
➢ 60% is quite typical 40% $$$ Lost
➢
The entire organization*.
• Senior management to
• maintenance, to
• engineering, a
• Operators Teamwork!

Revision Date: 9/27/2018 GM Confidential Revision 3

 BIQS –
MAINTENANCE
c) Maintenance performance measurements

Mean Time Between Failures (MTBF) = (Total Operating Time) / (Number of Failures)
It is a measure of how reliable a component is. For most components, the measurement is typically in
thousands or even tens of thousands of hours between failures.

Mean Time to Repair (MTTR) = (Total Time to Repair) / (number of failures)

It is a basic measure of the maintainability of repairable items. Represents the average time required to
repair a component that has failed.

MTTR provides Maintainability information

of the team (How friendly is the Maintenance) Mean time to repair

Time in Repair # of Stops

MTTR=
____
____F
□ High team effectiveness means High MTBF © Low MTTR
Revision Date: 9/27/2018 Revision 3
 BIQS ELEMENT –
TRAINING
BIQS Operation Guide

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS – TRAINING

THAT:
• An annual training program to define how to
assign staff; train operators in their work with a Edgar Dale's learning pyramid
well-defined growth strategy. After two weeks...

• This program (training) helps ensure that all Verbal Listen 5% Listen to a teacher
activity
operators have adequate and standardized 10% Read a book
training, ensuring that unskilled operators
Visual 200/0 View a chart
receive training before operating the equipment activity
and reducing waste, reprocessing and 30% See a demo

containment activities. Participatory

50% Have a conversation
activity

Pure 75% Practice doing

activity
90% Teach others

Revision Date: 10/05/2018 GM Confidential Revision 3

 BIQS – TRAINING

THAT:
Training is the art of teaching a person a particular skill or type of behavior. An organization must develop
a strong culture that provides professional development and expect to leverage those learnings to
continually improve: Everything!
BECAUSE:
• Leaders teach, train, and grow employees.
• To ensure jobs are adequately staffed and identify where additional training or follow-up is required to reduce the
risk of failures escaping the process.
• To ensure that all operators, including temporary or supplemental employees, work safely, follow standardized
work, and meet all quality and productivity requirements
• Ensure satisfactory training to meet contracted production rates and quality standards.
• Formal training and informal training opportunities
• Learning consists of "trial and error." Leaders must protect employees from "big mistakes"

Revision Date: 10/05/2018 GM Confidential Revision 3

 BIQS – TRAINING
Step 4:
Follow-up

Watch, Listen, PRACTICE

PLA Bi TRAINING
and TEACH!
It's a simple slogan
Annual Training Plan 2016 / SQ&D GMM

Course Durati Target Metho Ja Fe Se Ap Ma Ju Ju Au Se Oc No De

Content numbe on group d Location Instructor Timetable n b a r y n l gp t vc
Step 4: Step 1:
PFMEA
PFMEA
r
to remember
6 hours
6 hours
SQE/SQO
SQE/SQO
Classroom Ramos
Classroom Silao
Mark Waligora
Mark Waligora
9:00 AM - 4:00 PM
9:00 AM - 4:00 PM
X
X
Dimensional Apprentice
DFSS - Part 1
16 hours
33341 20 hours
SQE/SQO
SQ&D
Classroom Ramos
Classroom Ramos
Daniel Barrera
C. Uribe / G. Davila
8:00 AM - 5:00 PM
8:00 AM - 5:00 PM / 12:00
X
X
Follow-up Prepare the
PM
DFSS - Part 1 33341 20 hours SQ&D Classroom Toluca F. Bobadilla 8:00 AM - 5:00 PM / 12:00 X
PM
DFSS - Part 1 33341 20 hours SQ&D Classroom SLP TO. Bancia / R. Perez 8:00 AM - 5:00 PM / 12:00 X
PM
Dimensional Apprentice 16 hours SQE/SQO Classroom Ramos Daniel Barrera 8:00 AM - 5:00 PM X
DFSS - Part 1
BIQ - S
33341 20 hours
8 hours
SQ&D
SQE/SQO
Classroom Silao
Classroom Toluca
J. Ceballos / D. Arredondo
C. Bishop/L. Kill
8:00 AM - 5:00 PM / 12:00
PM
8:00 AM - 5:00 PM
X
X The operator it Introduce the
➢ Ensure Launch Success and Quality.
BIQ - S
SPC
8 hours
8 hours
SQE/SQO
SQ&D
Classroom SLP
Classroom Guanajuato
TO. Sandoval
AIAG
8:00 AM - 5:00 PM
8:00 AM - 5:00 PM
X
X
eva out operation to
Run at Rate 4 hours SQ&D Classroom Guanajuato AND. Gray 8:00 AM - 12:00 PM X

BECAUSE: him
BIQ - S 8 hours SQE/SQO Classroom Silao C. Bishop/A. Rangel 8:00 AM - 5:00 PM X
DFSS - Part 1 33341 20 hours SQ&D Classroom Ramos C. Uribe / G. Davila 8:00 AM - 5:00 PM / 12:00 X
PM
BIQ - S 8 hours SQE/SQO Classroom Ramos M. Nabte 8:00 AM - 5:00 PM X

➢ To develop people
Dimensional Apprentice 16 hours SQE/SQO Classroom Ramos Daniel Barrera 8:00 AM - 5:00 PM X

*Mandator
y

➢ To ensure that team members are adequately trained to work safely, follow standardized work, and meet all
**Available

quality and productivity requirements.

➢ Reinforce key concepts in a standardized manner. The Io Introduce the
operator
evaand
➢ Continue to support cascading style training across the SQ&D organization outsupplier base. operation to
➢ Standardized teaching/training. you

Revision Date: 10/05/2018 GM Confidential Revision 3

BIQS – TRAINING

Revision Date: 10/05/2018 GM Confidential Revision 3

 Annual Training Plan -
BIQS – TRAINING Mandatory and available courses.

Training
available

Updated Flexibility Letter for all (Example)

Trainer to confirm that Team Member understands

* Some instructions have been given on the job and performs operation
*Cannot run the operation without assistance Have been given a larger amount of instruction
You have spent some time on the operation and may
■ Only at the Prep stage of their training be able to run the job
Still needs some support form a trainer or leader
Cannot consistently complete the tasks within cycle

There is a training plan and schedule for

each employee aligned with the business plan based on job Has been given all of the instruction available
Has spent time on the operation and is able to
Has the characteristics related to effective training
May be the only team member who is capable of

requirements and evaluations.

run the job completing the operation
Does not need support from a trainer or leader Same criteria should be tied to those of a Team
Leader
Can consistently complete the tasks within cycle
You have completed JIT Training and Group Leader
time Verified that the employee can train other Team
Members

Revision Date: 10/05/2018 GM Confidential Revision 3

BIQS – TRAINING

(Example)

Annual Training Plan - Mandatory and

Availablecourses
Annual Training Plan 2016/ 508DGMM

Target Me
Content number Duration group Mehad Lotion Irestructor Timetable Jan Feb Sea Apr y a 1 u Aug
PFMA = hours 5QE/500 Clezsroom Ramos Mfe TE WS limr• 500AM- 4100 PM x
PFMEA 6 hours S0E/500 Classroo s so We're never limited 500a- 400 PM X
m
Classroo Ramos
Dimensions I App rentice 15 hours 50E/500 Dmiel Barrer* 8:00 AM - 5:00 PM x
m
DES- Fartl 33341 2D hours 50ED Classroo Ramos C. Uribe/E. Davila 800A-KE FM/1200 PM x
m
Classroo 3 OD AM- 3:00 FM / HDD
DES- Fartl 33341 2D hours 5QED Toluce F. Rump x
m
Classroo FM
DES- Fartl 33341 2D hours 50ED A encis/ R. Perez 30DAM- KE FM/1200 PM X
Dimensions I App rentice 15 hours 50/500 m
Classroo Ramos Deniel Earrsa 30DAM- 3:00 PM X
m
Classroo
DES- Fartl 33341 2D hours 50ED sio J. Cedel os / D. Arredondo 30DAM- KE FM/1200 PM X
m
Classroo Toluce
510 -5 S hours 50/500 C. 5ispo/L. Bard 30DAM- 3:00 PM X
EC! -5 S hours S0E/500 m
Classroo to? ASndovel 30DAM- 300 PM X
m
Classroo G anei uato
Sc S hours SQED 44G 8:00 AM - 5:00 PM X
Run at Rate 4 hours 50ED m
Classroo Good game EGrey 30DAM- 12100 PM X
m
Classroo
EC! -5 S hours 50E/500 5izo C. ispo/A.Range 30DAM- 5:00 PM ■.
m
Classroo Ramos
DES- Fartl 33341 2D hours 50ED C. tribe/Q. Davila 30DAM- KE FM/1200 PM
m
Classroo Fim -05 X1
EC! -5 S hours 50E/500 V. speak 30DAM- 5:00 PM
m
Classroo Ramos
Dimensions I App rentice 15 hours 50e/500 Deniel Earwa 30DAM- 300 PM
"Mendztory" m
**A vcilcbla

Revision Date: 10/05/2018 GM Confidential Revision 3

BIQS ELEMENT –
ADMINISTRATION
SUPPLY CHAIN
BIQS Operation Guide

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

THAT:
➢ Supply Chain Management is the management of moving raw materials, subcomponents and finished
products through manufacturing processes that add value to the next defined customer.
➢ Supply chain management provides a standardized way to manage the movement of material at each
step of the manufacturing process. E.g. Incoming, internal and outgoing
➢ Supply Chain Management requirements are therefore focused on a plan for each part and the inventory
cost associated with each step.

Supply Chain Management is a process for planning requirements, ensuring

compliance, and improving the performance of trading partners in the material chain.

BECAUSE:
➢ Inventory is a necessary waste with a high value cost.
➢ Poor supply chain management has multiple impacts on your suppliers, your manufacturing processes, and your
customers.

Revision Date: 9/24/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

➢ Materials control provides the ability to maintain traceability of the overall value chain.
➢ Without standard practices at each step of the value chain, the overall impact on profitability becomes
unstable.
➢ Standard practices provide a predictable profit model.
➢ Ensure that all levels of the supply chain have systems and processes in place to evaluate, select, communicate
expectations and requirements, measure performance, and develop your suppliers.
➢ To provide the end customer with high stability, high quality spare parts and services from Tier 1 level to the
entire supplier chain.
AS:

➢ Ensuring that all levels of the supply chain have systems and processes in place to assess, select, communicate
expectations and requirements, measure performance and develop their suppliers.
➢ Supporting continuous improvement efforts and goal achievement through the application of
common/standardized principles, methods and processes.

Revision Date: 9/24/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

➢ Suppliers must demonstrate the ability to consistently provide a product that meets applicable regulatory and
customer requirements.
➢ Supply chain management has five basic components: Plan; Develop (Source); Make; Deliver; Return.

Revision Date: 9/24/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

Supplier
Fountai * Logistics * Reception Storage
Programming
n

❖ Communicate and publish the results.

❖ Conduct performance review meetings with plant leaders and suppliers.
❖ Recommend improvements to existing processes and supplier base.

Revision Date: 9/24/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

AS:

➢ An open line of communication must be established between the Client and its supplier base, promoting timely
feedback from both up and down when changes or problems occur.

➢ Material supply management should promote the lowest total costs for the customer and its supplier base. This
can be achieved through robust planning.
AS:

• Each supplier should have a process across their supplier base for tracking internal and
external issues.

Revision Date: 9/24/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

• Each issue should require a Rapid Response or similar process.

• Each supplier should review how effective their problem resolution process is at each of
their suppliers.
• The supplier must verify that periodic audits are carried out on its suppliers' system to
improve their performance (similar to the BIQS assessment, for example), with a clear plan
and follow-up to close open items.

Revision Date: 9/24/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

As:
Plan elements for each party: All planning should start online with the operator and continue to support the
supply chain. By following this process, waste is minimized and an efficient material flow is established at the
lowest total cost.
Main functions:
Key features of the supply chain process: • Delivering the right part, the right place, the right time
• Agile and orderly • Supplier Voice inside the Plant
• Schedule parts according to production requirements.
• Visual self-control. • Managing Supplier and Manufacturing Capacity
• Flow without stopping • Effective engineering change management
• Respond to the customer's call. • Manage the plan for each part execution
• Coordinate the overall flow of parts from customer order to
• Continually improve the process. production and delivery to the end customer
• Consistently produces sales and profit • Optimize and control inventory levels and premium freight
(Direct and Indirect)
growth. • Optimize the presentation of the piece

Revision Date: 9/24/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT
(Example)

Special process evaluations

CARS (6 Month}

Shipping (open}

Supplier Quality
in

Supplier Audit
PPM (6 Month
s0

Date of Last
ii

Controlled
2to
82

Rolling)
5

Score

Visit
Supplier Location Contact Contact Number

All suppliers delivering to GM plants in the supply chain must evaluate process suppliers that apply to AIAG
AN
D ACB Detroit, MI Bill Smith 888.888.8888 G G AND G V

ZXW Cleveland, OH Debra Jones 999.999.9999 G G NA N/A G 10/11/2008

special process assessments CQI-9 Heat Treating, CQI-11 Plating System, CQI-12 Coating System, CQI-15
MNO PONTIAC, MI Kathy West 555 555 5555 NA

Welding System, and CQI-17 Brazing System.

Below minimum requirement or requirement net initiated

AND Improvement or not commit Annual Audit Plan (Example)

These documents specify process requirements for an organization or its suppliers performing applicable
G

N/A
Meets requirements or Com piste

Not Applicable Score Supplier Location Driver Focus Jan Feb Sea Apr May Jun Jul Aug Sep Oct Nov Dec Comments

processes, who need to:

R
MNO Pontiac, MI Plant Disruption Manufacturing System * Action Plan Review - June
AND ACB Detroit, MI Repetitive issues Assembly Process • Action Plan Review - Aug

• Demonstrate the ability to consistently provide a product that meets applicable regulatory and
customer requirements, and
Action Plan Tracking
• Improve customer satisfaction through effective implementation of the system, including processes
Annual
for audits
continual are conducted,
system improvement.
Supplier Audit Type Audit Status Auditor Audit Date Follow Up Date Comments

issues found are tracked until XYZCo PCPA J. Smith 15-May-13 cw26/2013 Failed in Control of NC part

Theseclosed.
assessments are applicable to sites where customer-specified parts for production and/or service are XYZ Co
Label Error
Proofing Green J. Smith 26-Jun-13 NA

processed along the automotive supply chain. XYZCo PCPA Green J. Smith 27-Jun-13 NA

Revision Date: 9/28/2018 GM Confidential Revision 3

XYZ Co QSB Plus Yellow J. Smith 18-Dec-13 CW5/2014 81%
 BIQS – SUPPLY CHAIN MANAGEMENT

(Example)
Average time to close Supplier X Problem resolution

Supplier Fast Response

■ Laie 21
d
■ Laie 5 d
■ Laie 24
hours
■ Open

Revision Date: 10/18/2018 GM Confidential Revision 3

 BIQS – SUPPLY CHAIN MANAGEMENT

Monitoring audit results. (Example)

Revision Date: 10/18/2018 GM Confidential Revision 3