Supplier Quality Global Launch

June 2013 1 GM1927-Launch

GM1927-Launch

Supplier Quality Global
Launch Process Manual

Supplier Quality Global Launch
June 2013 2 GM1927-Launch
The tasks in the following GM1927-Launch manual document the standard work expected of the Supplier
Quality Launch Leader* in execution of New, Major, Derivative, MCE3 or CKD program launches. Lower
content programs (MCE2, MCE1 and Annual) may apply the standard work where value added
considering the unique milestones, complexity and risk of the launch.
Contents:
A1: Global Launch Report ....................................................................................................................................... 3
A2: Build Issue Tracking Report ............................................................................................................................. 3
B1: Supplier Launch Expectations Communications .............................................................................................. 4
B2: Supplier Communication Conferences ............................................................................................................. 5
C1: Escalation Pyramid ........................................................................................................................................... 6
C2: Launch Alert Management ............................................................................................................................... 7
D1: Layered Supplier Audits ................................................................................................................................... 8
D2: QSB Certification Plan ...................................................................................................................................... 9

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



*Title may vary by region and by business unit SQ Launch Leader refers to the senior most SQE assigned to the
program launch team (sometimes referred to as SQ Launch Manager, SQ Platform Coordinator or other)
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A1. Global SQ Launch Report
Description: Standard report covering supply base APQP Valves, PPAP, Run@Rate and Launch
Alert summary specific to a Program Launch.
Timing: Updated minimum semi-monthly (every 2 weeks) from -100 weeks and typically weekly
from -42 weeks through LTR
Check List: Create report in line with global template.
Track and maintain up to date APQP Valve execution, PPAP (from -52 weeks through
LTR) and Run at Rate (From -23 weeks through LTR) glide paths.
Capture all program Launch Alerts to ensure all alerts are appropriately identified. Cross
check launch alerts against global criteria and clarify any exceptions with SQE.
Deliverable: Global Launch Report delivered per timing specified above to standard minimum
distribution including program and part responsible SQ leadership, respective PPM
Director/Manager and program team and responsible Engineering managers.
Reference: Global Launch Report template, GM1927-40 / Global Launch Alert criteria


A2. Build Issue Tracking Report
Description: A standardized process to document and track to closure any Supplier Quality issues
found during the pre-production build phase.
Timing: From M1 through SORP
Tracking Matrix 1 week before M1
Communicate issues at least bi-weekly
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Check List: Create tracking matrix, upon Launch Leader assignment, in-line with early build event. At
a minimum from M1, need to be driving closure of ETAC/ITAC non-conformances ahead
of PPV.
Capture issues from daily summary meetings for SQ follow-up (including verifying correct
assignment to SQ), assign a tracking number and responsible SQE. Communicate issue
to SQE for action and seek feedback prior to distribution of Build Issue Report. Include
IRT issues, GCA issues, QAP issues, CTF issues, PRRs and Controlled Shipping.
Communicate with SQEs to ensure suppliers are closing issues on-time and reporting
out in line with requirements. If issues cannot be closed on-time and or cannot be
contained for the next build event, escalate as needed to resolve.
Distribute Build Issue Report internal together with Global SQ Launch Report at least bi-
weekly including status to targets for GCA, QAP, DRR, open (uncontained) build issues
and new PRRs and CS.
Deliverable: All Supplier Launch issues tracked through to closure ensuring a flawless Manufacturing
launch
Build Issue Report distributed at a minimum to issue responsible SQEs and their direct
leadership
Reference: The Global Launch Process Owners Manual


B1. Supplier Launch Expectations Communication
Description: Standard communication to supply base containing project milestones and upcoming
expectations delivered via GM SupplyPower Bulletins, email Newsletters, Conference
Calls or equivalent to ensure alignment and engagement of suppliers and manufacturing
SQEs globally
Timing: Starting approx. -100 weeks - when Program Management master timing chart available
and supply base sourcing is well progressed.

Check List: Program Milestones / Supplier Quality Launch Plan (Format / Layout according to
regional best practice)
Deliverable: Standard communications to all suppliers and SQEs reinforcing upcoming deliverables,
milestones and expectations. Communications should be made quarterly through PPV
and then monthly through SORP.

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

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

Timing: 1. Prior PPV Build no later than -40 weeks
2. Pre-Launch MVBs no later than -20 weeks
Check List: Create agenda and identify internal functions and leaders to present functional material
at the conference (3 months prior to conference). Potential presenters include Vehicle
Line Executive/Director, Purchasing Program Director/Manager, Chief Engineer, Chief
Manufacturing Engineer, Design Appearance Quality Manager, Supplier Quality
Director/Manager, Supply Chain Manager, Program Quality Director/Manager, Plant
Manager, Launch Manager and Plant Quality Director/Manager.
Identify conference date and location, book facility and attendance of key executives and
presenters, including Master of Ceremonies (3 months prior to conference).
Send invitations with contact details and issue invitations with attendance confirmation
deadline to all invitees (2-3 months prior to conference). Include capability for remote
participation where required.
Use the Key Supplier list, in consultation with SQ SMT Managers/Supervisors, to develop
list of Key suppliers for break-out sessions. Issue supplementary invitation to identified
suppliers and SQEs for break-out sessions and provide copy of the questionnaire
(GM1927-41) for preparation (1-2 months prior to conference).
Book meeting room and invite cross-functional GM attendees for break-out sessions (2-4
weeks prior).
Follow-up with functions for completed presentation material and collate and format into
Master Presentation (1-3weeks prior to conference).
Arrange nametags, refreshments and security access as required based on the final list
of conference attendees (1-3 weeks prior to conference).
Define support staff to manage ingress/egress of attendees, conference registration for
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attendees and other support as required (i.e. translators, 1-3 weeks prior to conference).
Track and follow-up closure of critical items with responsible issue owners through
Launch Alert process.
Deliverable: Conference 1 completed prior to PPV
Conference 2 completed prior to MVBs

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


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

Timing: -100 weeks to Launch Team Release (LTR)
Level 1 consolidated program-level on-site visit plan established by -52 weeks
Initial Level 2 key supplier list 4 weeks after Launch Leader assignment or no later than -
75 weeks
Identify Level 2 Key Supplier Launch Review owners by supplier no later than 4 weeks
after key supplier list completed
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Level 2 Key Supplier Launch Review schedule complete no later than 4 weeks after
key supplier list completed
Identify suppliers requiring Executive Champions through Key Supplier Launch Review
results Ongoing throughout the launch process
Check List: Launch Leaders to prepare and update at least bi-weekly a pyramid summary showing
how many suppliers are at each of the 3 levels in the pyramid along with supporting
matrix (supplier name, pyramid level, owner or executive champion, etc.).
Level 1:
SQEs use the APQP Assessment results to set priority for Level 1 joint DRE and
SQE onsite supplier visits. SQEs decide with Tier 1 suppliers whether or not sub-
tier supplier on-site visits are needed based on risk level. SQEs may invite the
DRE to participate directly in the APQP Valve Reviews onsite at the supplier or
may use the GM1927-43 Supplier Launch Audit as appropriate during their visits
Launch Leader follows up to ensure that Level 1 reviews happen and that key
issues are understood.
Level 2:
Launch Leader identifies the key suppliers based on cross functional SMT
feedback from joint onsite reviews as well as program status (timing,
development or quality concerns) for Level 2 monthly Key Supplier Launch
Review presentation at GM or Supplier location. Inputs for determining key
suppliers can be referenced in GM1927-46.
Launch Leader gets endorsement of the list from responsible APQP Team
Managers and defines the Key Supplier Launch Review owners by supplier
(usually the SQE).
Launch Leader engages the Key Supplier Launch Review owners to develop a
monthly Key Supplier Launch Review schedule by supplier and evaluates
results. Launch Leader prepares an overall Key Supplier Launch Review
schedule for all key suppliers. Expected Key Supplier Launch Review attendance
is, at a minimum, the SMT Manager/Supervisor, the EGM, and the Commodity
Manager if there are open commercial issues/commercial leverage required.
Launch Leader publishes schedule to program team in order to enable cross-
functional program participation at the reviews.
Key Supplier Launch Reviews should be conducted using the GM1927-42
template.
Output of Key Supplier Launch Reviews should be used as an input to identify
additional risk mitigation measures or required deep dive reviews, such as
Supplier Launch Audits or joint tiered supplier audits
Level 3:
Based on the risk analysis and relative confidence gained through Key Supplier
Launch Reviews, Launch Leader, together with APQP Team Managers,
identifies high risk suppliers for Level 3 Executive Champion Assignment to lead
deep dive GM and supplier leadership engagement reviews which may occur at
a GM facility or at the supplier as appropriate. Executive Champion expectations
are defined in GM1927-47.

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

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

C2. Launch Alert Management
Description: Standard process to communicate and escalate all Launch Alerts and Emerging Issues.
A Launch Alert should be raised as early as possible in the program in accordance with
GM1927-15. Early identification of all Launch Risk issues to enable quick response and
appropriate risk mitigation implementation
Timing: -100 weeks through Launch Team Release
Check List: Monitor all Launch Alerts for the program
If program is within the reporting phase, all Launch Alerts must be summarized and
reported as part of the Global Launch Report
SQE communicates all potential Launch Alerts to the SQ Launch Leader for inclusion in
the Launch Alert Communication and escalation process.
SMT Managers and Supervisors manage and track SQEs to ensure all potential Launch
Alerts are captured, communicated and updated.
SMT Managers and Supervisors follow all Launch Alerts in order to guarantee issue
closure, implementation of appropriate corrective actions, and escalation to cross-
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functional partners as appropriate

Deliverable: Program Launch Alert summary in Global Launch Report (GM1927-40)
Reference: GM1927-15 Launch Alert Criteria


D1. Layered Supplier Audits
Description: Targeted Layered Audits for Key Suppliers and High Customer Impact PRR issues as
determined by the SQ Launch Leader to ensure quality and standardized execution of
APQP standard work.
Timing: Key Suppliers List no later than -75 Weeks to SORP
APQP Valve Audits from Valve A to 4 weeks after Valve B
PFMEA/PCPA & GP-12 Layered Audits From -52 weeks to End of PPV
PRR Layered Audits for Key Suppliers and High Customer Impact PRRs from PPV as
specified by the SQ Launch Leader
PPAP Layered Audit & Supplier Launch Audits from -17 weeks to SORP
R@R Layered Audit from -8 weeks to SORP
Post SORP Audit Plan from SORP to EOA

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

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


D2. QSB+ Certification Plan
Description: Develop a strategy to focus on supplier QSB+ compliance with quality of execution by
MVBs
Timing: From -70 weeks through SORP
QSB+ Glide Path from -70 weeks through SORP
Supplier QSB+ Certification Gap Audit (for new or non-certified suppliers): Minimum 6
months prior to MVBs
QSB+ Certification: by MVBs MRD
QSB+ Layered Assessment (critical / poor performance / previously non-compliant
suppliers): by MVBs MRD

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

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

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