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Page 1 of 7
CTRM AC PROPRIETARY DOCUMENT. MAY NOT BE REPRODUCED OR DISTRIBUTED
WITHOUT EXPRESS WRITTEN PERMISSION OF CTRM AC.
PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
Revision Date Description of Changes
NC 01-Sep- 2021 Initial Release
REVISION HISTORY
Page 2 of 7
CTRM AC PROPRIETARY DOCUMENT. MAY NOT BE REPRODUCED OR DISTRIBUTED
WITHOUT EXPRESS WRITTEN PERMISSION OF CTRM AC.
PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
Table of Contents
1.0 Purpose
.................................................................................................................................................................
3
2.0 Scope
.....................................................................................................................................................................
3
3.0 Abbreviation
.........................................................................................................................................................
3
4.0 Purpose
.................................................................................................................................................................
4
5.0 Requirements
.......................................................................................................................................................
5
6.0 Reference
..............................................................................................................................................................
7
7.0 Appendix
...............................................................................................................................................................
7
APQP and PPAP
Page 3 of 7
CTRM AC PROPRIETARY DOCUMENT. MAY NOT BE REPRODUCED OR DISTRIBUTED
WITHOUT EXPRESS WRITTEN PERMISSION OF CTRM AC.
PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
1.0 Purpose
This document defines Advanced Product Quality Planning (APQP) and
Production Part Approval
Process (PPAP) requirements for CTRM AC suppliers. It has been
developed based upon the
requirements of the International Aerospace Quality Group (IAQG)
AS/EN/JISQ Aerospace
Series – Requirements for Advanced Product Quality Planning and
Production Part Approval
Process.
2.0 Scope
SQR 006 shall be read in conjunction with Appendix E Customer’s
Applicable Requirements
Matrix which is available at https://www.ctrm.com.my/
APQP and PPAP is required when invoked pursuant to a Purchase Order
(PO) or any other
contractual document issued by CTRM AC. APQP and PPAP may also be
required as part of a
quality initiative such as Supplier Improvement Program.
This requirement is applicable to all members of the supply
chain.
APQP & PPAP is basically apply to below conditions:
New or derivative Program - New Product Introduction
Major Modifications (Product or Process)
Transfer of Work
Notes 1:
For further clarification of CTRM AC APQP & PPAP requirements,
the Supplier should contact CTRM AC’s
buyer (Procurement) who can refer it to the appropriate Supplier
Management Team.
3.0 Abbreviation
3.1 APQP
Page 4 of 7
CTRM AC PROPRIETARY DOCUMENT. MAY NOT BE REPRODUCED OR DISTRIBUTED
WITHOUT EXPRESS WRITTEN PERMISSION OF CTRM AC.
PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
3.7 PFD
3.9 PPAP
4.1 The purpose of the phased APQP approach is to:
Provides a structured method with defined outputs to assure new
products satisfy customer needs and want.
Uses project management to drive on-time and on-quality delivery of
the product by monitoring key project deliverables.
Employs a cross-functional approach to support commitment and
effective communication.
Establishes proactive and preventative mindset.
4.2 To accomplish this, necessary steps need to take place at the
appropriate times within
the product realization process.
4.3 APQP has five phases (see Figure 1) starting with conceptual
product needs and
extending throughout the product life cycle.
APQP and PPAP
Page 5 of 7
CTRM AC PROPRIETARY DOCUMENT. MAY NOT BE REPRODUCED OR DISTRIBUTED
WITHOUT EXPRESS WRITTEN PERMISSION OF CTRM AC.
PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
4.4 PPAP Approval is Gate 4 of APQP and used to validate the
production process has
demonstrated the potential to produce products that consistently
full all CTRM AC
requirements while operating at the customer demand rate.
Reference: AS9154 & IAQG Supply Chain Management Handbook
(SCMH) – Section
7.2 APQP.
5.0 Requirements
5.1 Readiness
Upon notification from CTRM AC, supplier shall submit
Self-Assessment Readiness
(using IAQG format Maturity Matrix-Attachment 1) within 7 working
days.
This evaluation assesses the maturity of and organization's
Advanced Product Quality
Planning philosophy (management awareness/commitment and
organizational alignment
& effective communication), project /risk management, use of
tools, and readiness of
external suppliers.
5.2 APQP & PPAP General Requirements
5.2.1 Upon notification of APQP & PPAP requirements, the
supplier shall comply with
this SQR 006. Supplier shall meet all the APQP elements unless an
element is
not applicable to the part or to the activities performed by the
supplier (eg
Element Design Risk Analysis would be only applicable to a Design
Responsible
Supplier). Elements that the Supplier proposed as not applicable
require
approval during APQP Kick off Meeting with CTRM AC team. The
approval must
be formally agreed using APQP Kick off -Elements Applicability
(Form A1).
5.2.2 Supplier shall submit a plan with the commitment dates to
complete each APQP
& PPAP elements Initial Timing Plan (Form A2) within 14
business days.
5.2.3 The Supplier shall flow down the requirements of APQP &
PPAP to all levels of
its supply chain (internal & external) and maintain records of
their compliance.
5.2.4 The supplier shall submit all PPAP planning and objective
evidence as per
agreed milestone.
product and associated project
Define the product and associated project targets
Develop the product breakdown structure [i.e., high-level Bill of
Material
(BOM)] to support source selection
Coordinate and communicate timing with all applicable
stakeholders
Schedule all key dates and deliverables in the project plan
APQP and PPAP
Page 6 of 7
CTRM AC PROPRIETARY DOCUMENT. MAY NOT BE REPRODUCED OR DISTRIBUTED
WITHOUT EXPRESS WRITTEN PERMISSION OF CTRM AC.
PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
5.3.2 Phase 2 – Product Design and Development
Turning product specifications into robust product definition
- Design risk analysis
- Identification of product KCs
Conduct design record review at production sources to
evaluate
manufacturing feasibility
Complete source selection and establish a supply chain risk
management
plan
Conduct Process Failure Mode and Effects Analysis (PFMEA) on
the
proposed process(es) and identify process KCs
Update the process based on the PFMEA risk mitigation plans,
focusing on
process KCs
Create the control plan including results of the PFMEA and KCs
identification
Create process manufacturing instructions and documentation
Evaluate production readiness
Conduct a First Article Inspection (FAI) and assemble Production
Part
Approval Process (PPAP) file
Conduct a capacity analysis
Collect data to demonstrate the manufacturing and assembly
processes can
produce conforming product at the customer demand rate
Conduct the MSA per the MSA Plan
Review the results of production process runs and determine
corrective
actions, as needed
readiness for entry into serial production
5.3.5 Phase 5 – Serial Production
Monitor product and process performance and compare to the defined
Phase 1
targets, including:
APQP and PPAP
Page 7 of 7
CTRM AC PROPRIETARY DOCUMENT. MAY NOT BE REPRODUCED OR DISTRIBUTED
WITHOUT EXPRESS WRITTEN PERMISSION OF CTRM AC.
PRINTED COPIES ARE CONSIDERED UNCONTROLLED.
Implement actions to reduce product and process variation in
associated
production
Document sources of variation in support of continual improvement
efforts
Capture lessons learned and integrate into other design activities,
as appropriate
Update FMEAs based on lessons learned
5.4 PPAP Submission Levels
5.4.1 The default submission is Level 3 unless otherwise specified
by approved Form
A1 APQP Kick off – Elements Applicability. Regardless of the
submission level,
the Supplier shall complete and maintain documentation for all
applicable
Elements in its PPAP file.
Note: PPAP Submission Level can be refer at AS9145
6.0 Reference
Document Title
AS9145 Aerospace Series – Requirements for Advanced Product Quality
Planning and
Production Part Approval Process
AS13003 Measurement Systems Analysis Requirements for the Aero
Engine Supply Chain
AS13004 Process Failure Mode & Effects Analysis (PFMEA) &
Control Plans
AS13006 Process Control Methods
AIAG Manuals Advanced Product Quality Planning (APQP) & Control
Plan, Production Part
Approval Process (PPAP), Failure Mode Effects & Analysis
(FMEA), Measurement
System Analysis (MSA), and Stattistical Process Control (SPC)
IAQG SCMH IAQG Supply Chain Management Handbook
7.0 Appendix
Attachment 1 Self Assessment Readiness (using IAQG format Maturity
Matrix)
Guidance
Rev. New Dated 3 SEP 2019 SCMH Section 7.2 www.iaqg.org/scmh
Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
Rev. New Dated 14 OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
© 2019 IAQG The IAQG is a legally incorporated international not
for profit association (INPA) with membership from the Americas,
Europe and the Asia Pacific Region (Rev. 08-2015)
© 2018 IAQG The IAQG is a legally incorporated international not
for profit association (INPA) with membership from the Americas,
Europe and the Asia Pacific Region (Rev. 08-2015)
© 2018 IAQG The IAQG is a legally incorporated international not
for profit association (INPA) with membership from the Americas,
Europe and the Asia Pacific Region (Rev. 08-2015)
1. Enter background information of the organization being assessed
and the person doing the assessing.
This evaluation assesses the maturity of and organization's
Advanced Product Quality Planning philosophy (management
awareness/commitment and organizational alignment & effective
communication), project/risk management, use of tools, and
readiness of external suppliers.
2. Enter the level of the organization in the column titled
“Score”. The organization must comply with everything in the
level and have objective evidence of compliance to justify the
level chosen. Levels are progressive. In order to comply with a
level you must comply with everything listed. If not all items of a
level are met at a higher level choose the next lower level for
which compliance can be demonstrated. If an item does not apply or
there is no supporting process, it is scored as a 1.
3. Enter evidence to justify the score provided and add any
additional comments Note: Additional detail will provide future
assessors or organizations further detail on areas of
improvement
Note: Weighting entered in the cells are the recommended weights of
each item. If weights are adjusted ensure that the total weight of
each category equates to 100%
4. Reporting: The raw and overall weighted category score will be
provided under each category. The total score will be shown at the
bottom and the top of the page. A detailed and summary report is
provided on the additional tabs.
Data
Total Overall Weighted Score
0.0%
Item
Content
No knowledge of APQP. Not integrated into product development
process.
Basic knowledge and awareness of APQP and basic understanding of
requirements and skills needed to deploy.
Implementation plan in place for integrating APQP into Product
Development process. Key personnel trained in the APQP
methodologies.
APQP is defined and fully integrated in product development
process. Strategic communications and objectives driving the APQP
philosophy.
Organizational structure and systems in place to support APQP.
Continuous improvements plans to ensure the APQP philosophy
continues to drive culture change.
30%
1.2
Limited support and no APQP executive leadership directive.
Acknowledged and supported in isolated sectors of the organization.
(e.g. driven by quality and/or engineering)
Leaders of function roles (e.g. engineering, quality, operations,
procurement, etc.) understand and support APQP. Organization
trained and some use of tools & process is evident.
Buy-in at all levels and relevant functional organizations of the
organization and working to achieve the tactical objectives.
Leadership objectives met and tactical objectives implemented.
Results analysis driving improvements and closing gaps.
70%
Item
Content
Ownership of APQP process
Ownership is not defined. Functions are operating in silos and are
task driven.
Multiple owners. Philosophy driven by multiple functions. Direction
not assigned. There are pockets of tools being used.
Executive owner is established and organizational structure to
support APQP process is defined.
Multi-discipline structure established and decision making process
in place.
Resources are optimized and there is a process in place to
re-allocate as needed.
40%
2.2
Product development progress is not communicated.
Product development reviews and communication occurs within
isolated sectors. Not multi-disciplined. No frequency is
established.
Multi-discipline project review process is defined. Review
frequency is established and the organization is starting to
conduct reviews.
Reviews are stable, multi-disciplined and effectively managed to
communicate project outputs and escalation of issues. Gated
executive and periodic customer reviews are conducted.
Central repository established for managing product development
process and ensuring access of information. Reviews are
consistently communicated (e.g. project status, newsletters,
etc.).
20%
2.3
Human Resource Planning
No plan for human resources needed to support the APQP process.
Resources are added as the need arises.
Human resource needs are determined in some areas and evaluated for
capability with plans to close skill gaps.
Human resource needs are identified for all functional areas and
training plans are completed.
Qualified personnel are in place and there is a process defined to
sustain APQP.
APQP roles are embedded into the organizational structure.
Capabilities of APQP resources are maintained systematically &
optimized for on-going process effectiveness.
40%
Item
Content
Little to no knowledge of Project Management.
Some elements of project management are understood and used for
product development but has not considered all 9145 requirements
Project management skill gaps are understood and training
underway.
Project management skills developed and being applied to some
product development projects. Requirements of 9145 have been
incorporated. Starting to incorporate a disciplined project
management approach, with high level APQP project plans to manage
product development.
Defined APQP Project Management processes and procedures in place.
The organization has the demonstrated capability to establish
detail level APQP project plans to manage product development.
Capability to conduct Phase Gate reviews and periodic project/phase
reviews with regular project status reporting.
APQP Project Management organizational structure/resources (project
owners and multidiscipline resources) and information systems in
place for effective Project Management. Continuous improvement.
Criteria established to evaluate key Project Management and APQP
deliverables.
35%
3.2
Risk Management and Escalation
Little to no knowledge of Risk Management. Risk Management in the
APQP Context applies to Project, Supplier. Feasibility (design to
manufacturing handoff and sales to design handoff), Product (DFMEA
or equivalent) or Process (PFMEA), Gaging (MSA), and Product and
Process Capabilities (CP, CPK)
Some knowledge of Risk Management, but no plan for how product
development risk will be managed. Current risk management
activities are adhoc. Risk Management skill gaps are understood and
training underway.
Organization has Risk Management knowledge and skills. Risk
Management implementation plan in place. Starting to incorporate a
disciplined Risk Management approach, with a defined escalation
process to manage product development risks.
Defined Risk Management processes and procedures in place. The
organization has demonstrated Risk Management capability in product
development. The organization can identify, escalate, and manage
high priority and product development risk issues with highest
level of management involvement.
Organizational structure and information systems are in place to
support effective Risk Management. Risk Management philosophy is
embedded and part of the organization's culture. Risk management
includes continuous improvement feedback from previous
projects.
35%
3.3
Project Reviews and Escalation
Little to no knowledge of the APQP Project review and escalation
processes.
Some knowledge of APQP Project review and escalation processes, but
no plan for conducting Project reviews and escalation. Current
Project reviews and escalation are adhoc.
Organization has knowledge and skills to conduct APQP Project
reviews and escalation for product development. Implementation plan
for APQP. Project review process is in place, including processes
for escalation. Starting to incorporate Project reviews for APQP
output deliverables (e.g. Preliminary Design Review, Critical
Design Review, Production Readiness Review).
Defined APQP Project review and escalation processes and procedures
in place. The organization has demonstrated capability to conduct
regular Project reviews of APQP output deliverables. The
organization has the demonstrated capability to escalate product
development issues for resolution.
Organization structure and information systems in place to support
APQP Project reviews. Project management / Team resources are
experienced with verifiable past experience in Project reviews.
APQP Project reviews include top management where critical
decisions are needed. Project data is used for tracking of Project
KPIs, with demonstrated achievement of Project performance
objectives. APQP Project review content is evolving, considering
continuous improvement feedback from previous projects, (e.g.
project review process regularly updated based on lessons learned
from past projects).
30%
Failure Mode and Effects Analysis (FMEA)
No knowledge of FMEA. Not integrated into product or process
development.
Basic knowledge and awareness of FMEA. Basic understanding of
requirements and skills needed to deploy. Limited participation in
FMEA development.
Personnel are trained in use of FMEA-tools with staff in place to
facilitate the process using multifunctional teams. Lessons
Learned, historical data is used as an input to the FMEA. FMEAs are
used to identify risks with mitigation plans of RPN reduction.
Linkage is established between Design FMEA (DFMEA), Process flow
diagram, Process (PFMEA) and Control Plans.
FMEA approach is standardized and fully integrated in product
development process. FMEA process is leading to RPN reduction and
process/quality improvements. FMEAs are updated as needed based on
process output data, e.g. escapes, rejects, etc.
Organizational structure and information systems in place to
support FMEA development and maintenance. FMEAs support the
organization's continuous improvement philosophy.
20.0%
4.2
Process Flow Diagram (PFD)
No knowledge of Process Flow Diagrams (PFD). Considers shop router
or traveler as equivalent to PFD. Does not always include alternate
processes, movement, and external operations.
Basic understanding of the PFD requirements and skills needed to
deploy. Process flow diagrams (PFD) exists, but do not contain
sufficient details to produce the product.
Personnel are trained in the use of PFDs. PFDs contain defined
process operations in detailed sequence. The system is used to
identify process flow and has standardized diagram symbols. Linkage
is established between Design FMEA (DFMEA), PFD, Process (PFMEA)
and Control Plans.
A standard PFD process is in place and is implemented across
products. Product and process families are identified and used as
appropriate to standardize operations. PFD is used to identify
sources of variation and risk. PFDs are updated when changes and
improvements are made.
Organizational structure and information systems in place to
support Process flow improvements. Group related Lessons Learned
and best practices are communicated. Process flow Diagrams are
updated when changes and improvements are made.
10.0%
4.3
No knowledge of Control plans. Considers inspection plans, process
instructions, router, etc. to be equivalent to Control Plan.
Basic understanding of control plans and skills needed to develop
them. Some control plans under development but not always linked to
PFMEA and/or PFD. Format not standardized.
Personnel are trained in the development and use of Control Plans.
Key product and process characteristics (KCs , CIs) are identified
in the Control Plan. The Control Plans include product and process
controls Linkage is established between Design FMEA (DFMEA), PFD,
Process (PFMEA) and Control Plans.
Control Plans have been developed across products Product and
process families are identified and used as appropriate to
standardize operations. Control Plans are being used to manage and
control process and product variation.
Organizational structure and information systems in place to
support Control Plans. Control Plans are initiated in the product
development phase and continue to mature throughout the product
life cycle. Control Plans are updated when changes and improvements
are made.
10.0%
4.4
No knowledge of measurement system analysis. Measurement controls
limited to calibration of gages.
Basic understanding of MSA and skills needed to implement. MSA is
limited to gage repeatability and reproducibility (GR&R)
Personnel are trained in the use of MSA and understand the basic
factors that impact the MSA results. MSAs are performed for key
product and process characteristics (KCs , CIs).
Defined process in place for MSA. MSAs are repeated when inspection
process is modified or new inspectors are introduced into the
process. The organization implements corrective action plans when
MSA results do not satisfy the acceptance criteria.
Organizational structure and information systems in place to
support MSA improvements. The MSA plan has all inspection tools and
equipment identified and performs trend analysis for wear, changes,
etc.
10.0%
4.5
Management and Identification of Critical Items (Including Key
Product Characteristics)
No knowledge of how to define and manage critical items and their
relationship to key product characteristics.
KCs and CIs identified through the design risk analysis are
included in the design records but not consistently carried through
manufacturing documentation (e.g. inspection plans, control plans,
etc.) Manufacturing documentation gaps regarding KCs and CIs are
identified and a plan is in place to close the gaps.
KCs are documented and variation management (ref. 9103) is
implemented for KCs throughout the manufacturing process.
All KCs are identified and controlled as defined in the process
control plans. Process capability is established and plans in place
to reduce variation as needed to meet the requirements. Process in
place to re-evaluate KCs as needed.
Information systems in place to monitor, alert and analyze KCs
variation data. KC reliability data analyzed to predict potential
product performance issues. Statistical analysis tools are used to
improve product variation.
20.0%
4.6
Management and Identification of Key Process Characteristics
No knowledge of how to identify and manage key process
characteristics related to KCs and Cis.
Key process characteristics, impacting KCs, are identified in the
Process FMEA but not consistently included in manufacturing
documentation or control plans.
Key process characteristics are documented and variation management
(ref. 9103) is implemented throughout the manufacturing
process.
All Key process characteristics are identified and controlled as
defined in the process control plans. Process capability is
established and plans in place to reduce variation as needed to
meet the requirements. Process in place to re-evaluate for all
process related changes.
Information systems in place to monitor, alert and analyze KCs
variation data. KC reliability data analyzed to predict potential
product performance issues. Statistical analysis tools are used to
improve product variation.
10.0%
4.7
Capability Studies
No knowledge of how to perform capability studies. No statistical
methods used to manage product and/or process variation.
Basic understanding of process capability studies and skills needed
to perform them. Some capability studies have been performed but
little action has been taken to improve processes.
Organization has a system in place for capturing and calculating
capability data. Process capability indices (e.g., Cpk, Ppk) are
calculated after the process is determined stable.
Standard work is in place to perform process capability studies.
Process capability requirements have been achieved for product and
process KCs and/or plans in place to improve.
Organizational structure and information systems in place to
monitor, alert and analyze process capability data. Statistical
analysis tools are used to improve process capability.
10.0%
4.8
Capacity Assessment
No knowledge of how to perform capacity assessments. The
organization does not use Capacity assessments.
Basic understanding of capacity assessment and skills needed to
perform them. Some capacity studies have been performed but little
action has been taken to improve processes. Gaps are understood and
training is underway.
Organization has a system in place for capturing and calculating
capacity data. Implementation plan in place. Organization is using
capacity assessment tools on a limited basis.
Standard work is in place to perform capacity assessments. Capacity
assessments are performed and output is used to make improvements
to fulfill customer demand.
Organizational structure and information systems in place to
support capacity assessments for continuous improvement.
10.0%
Item
Content
No plan for flow-down of APQP Readiness Assessment to
suppliers.
Current flow-down of APQP Readiness Assessment to suppliers is
adhoc.
Organization has the knowledge and skills to Flow-down APQP
Readiness Assessment to suppliers. Implementation plan to flow-down
APQP Readiness Assessment to suppliers is in place. Starting to
incorporate APQP Readiness Assessment requirements into flow-down
requirements for suppliers.
Defined processes and procedures in place for Flow-down of APQP
Readiness Assessment to suppliers. Demonstrated capability to flow
APQP Readiness Assessment to suppliers. Suppliers perform self
assessment and report results. Demonstrated capability to evaluate
supplier APQP Readiness Assessment results..
Organization structure and information systems in place to manage
Flow-down of APQP Readiness Assessment to suppliers. Organization's
suppliers use results of self assessment for continuous improvement
and to improve APQP maturity level; action plans developed and
tracked for continuous improvement. Organization's suppliers are
flowing APQP Readiness Assessment requirements to their
suppliers.
50%
5.2
No plans to flow-down of 9145 requirements to sub-tier
suppliers.
Current flow-down of 9145 requirements to suppliers is
inconsistent. No defined process for determining when to flow-down
9145
Organization has the knowledge to define how and when to flow-down
9145 requirements to sub-tier suppliers. Implementation plan in
place Starting to flow-down 9145 requirements to sub-tier
suppliers.
Defined processes and procedures in place for flow-down of 9145
requirements to suppliers. Consistently flowed-down to sub-tier
suppliers as planned. Process in place to assess sub-tier
supplier's competency and compliance to 9145 requirements.
Organization structure and information systems in place to manage
Flow-down of 9145 requirements to suppliers. Organization has
visibility of key 9145 deliverables at suppliers (e.g. digital,
automated reporting of 9145 deliverables).
50%
0.0%
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 3 SEP
2019 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 14
OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
&"-,Bold"&20 9145 Maturity Matrix Data Rev. New Dated 14
OCT 2018 SCMH Section 7.2 www.iaqg.org/scmh
© 2019 IAQG The IAQG is a legally incorporated international not
for profit association (INPA) with membership from the Americas,
Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of
&N
© 2018 IAQG The IAQG is a legally incorporated international not
for profit association (INPA) with membership from the Americas,
Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of
&N
© 2018 IAQG The IAQG is a legally incorporated international not
for profit association (INPA) with membership from the Americas,
Europe and the Asia Pacific Region (Rev. 08-2015) Page &P of
&N
SummaryReport
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ERROR:#DIV/0!
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&"-,Bold"&12Summary Report Rev. New Dated 3 SEP 2019 SCMH
Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Summary Report Rev. New Dated 14 OCT 2018 SCMH
Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Summary Report Rev. New Dated 14 OCT 2018 SCMH
Section 7.2 www.iaqg.org/scmh
&9 9145 Maturity Matrix © 2019 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015)
&9 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015)
&9 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015)
Management Awareness and Commitment Organizational Alignment and
Effective Communication Project and Risk Management Tools: APQP
Readiness of External Providers Management Awareness and Commitment
Organizational Alignment and Effective Communication Project and
Risk Management Tools: APQP Readiness of External Providers
Management Awareness and Commitment Organizational Alignment and
Effective Communication Project and Risk Management Tools: APQP
Readiness of External Providers Management Awareness and Commitment
Organizational Alignment and Effective Communication Project and
Risk Management Tools: APQP Readiness of External Providers
Management Awareness and Commitment Organizational Alignment and
Effective Communication Project and Risk Management Tools: APQP
Readiness of External Providers 0 0 0 0 0
DetailedReport
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4.2
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&"-,Bold"&12Detailed Report Rev. New Dated 3 SEP 2019 SCMH
Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Detailed Report Rev. New Dated 14 OCT 2018 SCMH
Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Detailed Report Rev. New Dated 14 OCT 2018 SCMH
Section 7.2 www.iaqg.org/scmh
&10 9145 Maturity Matrix © 2019 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015) &10 Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015) &10 Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015) &10 Page &P of &N
ActionTrackerTemplate
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Action(s) to be Taken to Improve Maturity
Owner
Date Closed
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2
3
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&"-,Bold"&12Action Tracker Rev. New Dated 3 SEP 2019 SCMH
Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Action Tracker Rev. New Dated 14 OCT 2018 SCMH
Section 7.2 www.iaqg.org/scmh
&"-,Bold"&12Action Tracker Rev. New Dated 14 OCT 2018 SCMH
Section 7.2 www.iaqg.org/scmh
&10 9145 Maturity Matrix © 2019 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015) &10Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015) &10Page &P of &N
&10 9145 Maturity Matrix © 2018 IAQG The IAQG is a legally
incorporated international not for profit association (INPA) with
membership from the Americas, Europe and the Asia Pacific Region
(Rev. 08-2015) &10Page &P of &N
Attachment 1 Maturity Matrix.xlsx