KRISHNA GROUP

Date of incorporation – 01/06/2016

Date of Revision – 24/01/2024

VERSION 1
Revision Number – 02

KRISHNA GROUP SUPPLIER MANUAL

Krishna Group has developed this Supplier Quality Manual in order to
communicate expectations and requirements to ensure optimal performance
throughout the supply chain.

Krishna Group is committed to help suppliers to continually improve their

processes and systems with the ultimate goal of zero defects. In order to do this,
Krishna Group shall provide suppliers with up-to-date data, information, and
feedback and the suppliers need to develop, implement, and maintain a robust
quality plan effectively.

Suppliers must familiarize themselves with the contents of this Manual and ensure
that its contents are passed to all relevant parties in their organizations and to
their suppliers to appropriate levels.

Purpose of this manual:

This Manual is mainly intended for our suppliers and has been constructed to
enable us to build solid partnerships and grow business with our Suppliers.

The suppliers are requested to use this manual to help them understand how
Krishna Group operates and what is required for Suppliers to perform effectively.
Working within the framework of this Manual, we aim to improve Quality, drive
down costs and develop a more efficient and effective supply chain, while creating
collaborative partnerships with our suppliers.

This Manual consists of guidelines, which form the standard framework for
relationships between Krishna Group and its Suppliers. Its purpose is to ensure
that operating policies are adhered to and that its Standard Conditions of
Purchase are clearly communicated to, and understood by Suppliers for mutual
advantage. Its contents form an integral part of the contract to supply Krishna
Group unless there is a notice of variation in the purchase order. In that case the
terms and conditions in the purchase order prevails.

This manual is subject to changes by Krishna Group. The Revision Level of the
manual will be clearly indicated.

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 APEX POLICY
We at KML are committed to achieve customer
satisfaction, protect the environment, and safeguard
health and safety of all personnel under our control.
This will be achieved by:
- Adherence to all laid down systems & procedures
to achieve company’s objectives.
- Adherence to all applicable Legislative and other
requirements.
- Enhance employee’s awareness about Quality,
Environmental and Occupational Health & Safety
issues.
- Preventive Countermeasures and Continual
improvements in our performance on Quality,
Environment, Occupational Health and safety
through committed supplier & employees.

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DESCRIPTION

A. Topics covered: Page No.

1. Sourcing guidelines………………………………………………………………..6
2. Management Responsibilities…………………………………………………….7
3. Condition of purchase……………………………………………………………..8
4. Supplier Evaluation……………………………………………………………….10
5. Starting Development of Parts…………………………………………………..11
6. Preparation and Control of Drawings…………………………………………...12
7. Production Preparation…………………………………………………………...13
8. Establishment of Process Control Standards………………………………….14
9. Submission of Samples and Evaluation by KML………………………………15
10. Establishment of operation Standards………………………………………...16
11. PPAP……………………………………………………………………………...17
12. Approval of first production parts (FPP) Lot. …………………………………18
13 Initial Flow Control (IFC)…………………………………………………………19
14. Packaging, Labelling and Transportation……………………………………..21
15. Lot Control and Traceability…………………………………………………….21
16. Internal quality audits……………………………………………………………21
17. Education and Training………………………………………………………….22
18. Skill Development………………………………………………………………..23
19. Continuous Improvement……………………………………………………….23
20. Code of conduct for the suppliers……………………………………………...24
21. Supplier Performance Evaluation………………………………………………24
22. Incoming Inspection……………………………………………………………..26
23. Records retention………………………………………………………………..26

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Supplier Engagement Framework in Krishna Group

KML approved supplier who has demonstrated excellent quality, delivery and cost
performance will be given first opportunity to quote for new businesses. All
suppliers are required to supply self-certified items which may qualify for reduced
cost of quality at supplier end and at KML.
Among the suppliers, Strategic Partners are a group of suppliers with whom KMLs
business value is high. Also Strategic partners are expected to have ability to
reduce current and future cost base substantially & have access to Proprietary
technologies and intellectual property in business. These suppliers are expected
to enable KML to reach new markets & Geographies fulfilling the higher level of
expectation in terms of Quality, Cost and Technology.

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1. SOURCING GUIDELINES

1. Customer service:

Krishna group sourcing is driven by customer (Majorly - Maruti Suzuki India Ltd.)
satisfaction and their requirements. KML works with cross functional team in order
to achieve real value which is a combination of Quality, delivery and cost to its
customers and procurement

2. Quality:

Krishna Group’s main aim is to achieve zero defects in parts sourced by KML and
products delivered by KML. At KML, Quality of sourced parts is monitored through
vendor rating system.

3. Supplier development:

Krishna Group maintains good relationship with their suppliers and actively
develops their suppliers to world class suppliers.

4. Fairness and openness:

Purchasing decision in KML is unbiased, it is purely based on facts and figures

and use mutually agreed procedures for supplier assessment.

5. Market and products (Product Development and cost optimization) :

KML participates actively in development and cost optimization of the product and
therefore involve technically competent supplier early in the product development
process.

6. Environmental responsibility:

Environment protection is a focus area by KML and it is considered while making

sourcing decision. KML appreciates reusability, recyclability and reproducibility
and waste reduction in packing and transportation.

7. Continuous Improvement:

KML believes in continuously improving sourcing activities and procedure

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2. MANAGEMENT RESPONSIBILITIES
In order to ensure smooth working of Quality Assurance System and its
continuing suitability and effectiveness, vendors are advised to ensure the
following:-

Nominate Principal QA In-charge: -

having overall responsibility for Quality

Nominate Deputy QA In-charge: -

having functional responsibility for Quality

Explain the duties and responsibilities to QA

Incharge/Deputy QA Incharge

Inform the names of Incharges to KML

Supply Chain.

Review the requirements related to KML

periodically in the Management Review Meeting.

Implement a System to communicate KML’s

requirement within the company and at sub
vendor’s end.

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3. CONDITIONS OF PURCHASE
1. GENERAL:-

These Conditions ('Condition') of Purchase are the only terms applicable to orders
made by Krishna Group ('us') with a supplier ('you'). Variations to these
Conditions, or terms offered by ‘you’, which differ from these Conditions, are
incorporated into these Conditions only if they are accepted by ‘us’ in writing.
Acceptance of goods or services or payment for them by ‘us’ will not be deemed
accepted for any such new or varied terms. As a supplier to KML It is deemed that
you are acceptable to all the terms and conditions covered in our General
Purchase Agreement.

2. ORDERING:-
All schedule agreement communication will be provided by any mode
communication by concern plant purchase team.

3. CANCELLATIONS AND FORCE MAJOR:-

Without incurring any liability to you, we may cancel all or any part of a purchase
order by giving notice in writing to you at any time prior to delivery or supply. We
will endeavor to minimize the extent of any cancellation (but without liability to you
for any failure or perceived failure to do so).

If You anticipate being unable to comply with delivery dates or deadlines, or to

supply quantities or quality of goods or services due to circumstances beyond
your control, You must immediately notify our Sourcing & Supply chain
department giving full details of the circumstances.

4. DELIVERY, DELIVERY REQUIREMENTS, INVOICE AND ACCEPTANCE:-

The date and place of delivery and other delivery instructions nominated in our
purchase order are paramount. A separate invoice must be sent to us at the
address we give ‘You’ and may not be sent before we receive the goods or
services.

All suppliers must go through, duly signed and returned copy of KML Supply
Policy for agreement with supply related requirements and guideline. KML
Supply Policy is attached with manual for reference.

5. PRICE, RISK AND TITLE:-

The prices mentioned in purchase order are firm and not subjected to any of the
supplier escalation clauses. The Price may only be varied in accordance with the
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process (if any) stated on purchase order from time to time, or by mutual
negotiation and unless otherwise stated.

Raw material price changes will be transferred to supplier and PO will be revised
accordingly as per mutual discussion.

6. QUALITY REQUIRMENTS

6.1‘You’ warrant and represent to ‘Us’ that:

(1) You have the right to sell the parts free from all encumbrances and that we will
enjoy quiet possession of the parts or services;
(2) The parts will be of merchantable quality and fit for any purpose which we
make known to ‘You’ or for which the parts are commonly supplied;
(3) The parts will be free from defects in design, material and workmanship;
(4) The parts and/or services will be strictly in compliance with specifications
provided by Us from time to time, the purchase order form, the Conditions and all
statutory requirements and regulations;
(4) The goods and/or services will comply with all statutory requirements and
regulations relating to
a. their safety, manufacturing, packaging, labeling, transportation & sale and
b. the nature, substance, quality, weight and measurement of the goods and/or
services; and
c. the use of the parts and/or services by any other person or Us will not infringe
the intellectual property rights of a third party.
d. the traceability aspects comprising of manufacturing batch code to enable Us to
comply with Product Recall policy.
(5) It is highly expected from ‘You’ that you have put in a system of traceability for
the non-confirming parts so that ‘You’ will be able to take faster corrective and
preventive action.

6.2 If parts or services are, in our reasonable opinion, defective or not in

accordance with the order or the Conditions, we may, without affecting our other
rights, require from ‘You’, at our option:
(1) Replacement or re-supply of the goods or services and return of any defective
goods;
(2) Supply of equivalent parts or services and return of any defective parts;
(3) Repair of the parts or payment of the cost of repairing the parts;
(4) Payment of the cost of replacing or acquiring equivalent parts or services;
(5) A reduction of the purchase order price; or
(6) Recall of the parts and a refund of any part of the purchase order price that
has been paid.
If we have incorporated the parts the parts supplied by you into other goods or
assemblies ('Other Goods') which have to be replaced or repaired as a result of

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the parts being defective we may, in addition to our rights above, require You to
pay for the replacement or repair of the Other Goods.

All suppliers must go through, duly signed and returned copy of KML Defect
Policy for agreement with supply related requirements and guideline. KML Defect
Policy is attached with manual for reference.

7. PROVISION OF MATERIALS AND TOOLS:-

All tools and other equipment, drawings, models, samples, blueprints,

specifications and other data provided by Us to You ('Equipment and Data')
remain our property and must be returned to Us (together with all copies made by
You) upon completion or cancellation of the purchase order in respect of which
they have been provided to You.

8. CONFIDENTIALITY:-

You must ensure that ‘You’ and your agents, employees and subcontractors do
not disclose any information provided by ‘Us’ to ‘You’ unless:
(1) The information is in the public domain (other than by reason of a breach of
these Conditions); or
(2) The disclosure is approved by ‘Us’ in writing.

Parts manufactured or services provided by You using Materials or Equipment

and Data/Drawings or other information supplied by Us may not be used by You
except as agreed by Us in writing, and must not be offered or supplied to third
parties.

To maintain confidentiality of KML as well as supplier information, any supplier

has to go through and signed non discloser agreement jointly with KML Team.

4. SUPPLIER EVALUATION
A detailed supplier evaluation process is adopted by ‘Us’ to address the following
requirements
New Supplier Induction:
➢ Supplier Registration Questionnaire – for Initial screening
➢ On-site Supplier Evaluation Audit

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Supplier System Audit:-
➢ On-site Supplier Evaluation Audit

Both the above processes evaluate the capability of suppliers on various

elements viz., Quality, Management, Process, Maintenance etc. on 16 point
check sheet.
Any new suppliers must score above 60% marks to get selected and any existing
supplier must score more than 60% to get any new business.

5. STARTING DEVELOPMENT OF PARTS

New Supplier Selection:

➢ A General Purchase Agreement (GPA) and Non-Disclosure Agreement (NDA)
will be signed in between the KML and vendor to ensure no information will be
leak to any third party by the vendor or KML itself, otherwise a legal action will be
taken.

Also the following documents given to the supplier: (1) KML Drawing or
Specifications. (2) 3-D CAD Data (if applicable). (3) Applicable Standards. (4)
Applicable Inspection and Testing Standards (if available)

Technical Review Meeting with KML:

➢ In principle, a technical review meeting may be held by Engg/SC Department
of KML with vendors. The agenda of the meeting is to understand all the technical
and functional requirements of the parts.

Issue of Drawings/Specs/CAD/Data/Standards etc. by KML:

Specification Meeting with KML to discuss about various KML

requirements:
➢ A specification meeting will be held with vendor’s new product development
team and KML’s Supply Chain/Engineering or QA Departments. The items to be
discussed in the meeting are given below.
Function of the component and its criticality, Design FMEA, KML Testing
requirements, Process FMEA requirements, SPC, MSA, Details of sub vendors,
Traceability, Submission of PCS, No. of Samples, Evaluation of Child Parts, Peak
Production Verification Trial, End Life of Vehicle, Requirement of Limit Samples,
Raw Material supplier finalization, Identifying Fool Proofing, Past Failures in the
similar parts, Packaging and handling requirements, etc.
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Periodic Internal Monitoring of the development progress & adherence to
the part development activity chart by the vendor.

➢ Vendors shall constitute a project team comprising of personnel from

Engineering and Production in their organization for carrying out all the
development activities of KML which is informed to KML at the time of Review
meeting.

Preparation of Part development problem history by the vendor.

➢ Vendors shall keep a chronological track of all major problems/defects
encountered during various stages of the part development (till SOP at KML)
along with the countermeasures taken.

6. PREPARATION AND CONTROL OF DRAWINGS.

Drawings are required to be submitted to KML for approval in the following

cases.
➢ When the part to be supplied by the vendor is of proprietary design.
➢ When any change from the KML Drawing/Specification is required.
➢ When specifically requested by KML to submit drawings.

Design Failure Mode & Effect Analysis”, shall be carried out by a CFT.

Vendor shall submit child part drawings based on KML Engineering’s

requirement.

Samples can then made based on the approved drawings and submitted to
KML for evaluation.

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7. PRODUCTION PREPARATION.

Before Start of Mass production,

conduct PFMEA along with a CFT

Understand the accuracy requirement of

the parts & ensure process capabilities
are achievable for meeting them.

Review the past Quality problems and

establish Poka-Yoke.

Design and plan the process layout so as to minimise material

movement, inventory levels & wherever possible achieve single
piece flow.

Plan and control the procurement of jigs, dies & machineries,

equipment etc. to produce & deliver parts as per development
activity chart.

Establish a detailed documented system to communicate serious

Quality issues within company.

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8. ESTABLISHMENT OF PROCESS CONTROL STANDARD.

Plan regarding Process control methods.

Establish a procedure for enactment, revision & control of PCS

Start establishing PCS (Flow Chart & Control Plan) before sample production

Specify the route and responsible person for PCS formulation, approval &
revision.

Submit the relevant documents to KML for approval of Maru-A,

Functional Parts & for General Parts if requested by KML.

Review PCS, if there is a change in design, process, change etc. & get
approval from KML.

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 9. SUBMISSION OF SAMPLES & EVALUATION BY KML.
Procurement of raw materials for sample production

Yes
Raw Material/Child part
affects Maru-A item? Procure it from source
decided in Specification
No meeting with KML
Procure from regular source.

Carry out MSA &

Produce the samples on the fully tooled up line as
Conduct SPC studies
per tooling condition agreed in spec. meeting

Carry out Inspection

Raw materials Samples

To be tested at vendor end or in a Inspect all Quality characteristics,
recognised lab recommended/ appearance etc., against drawings/standards
discussed with KML. and prepare Inspection report

Submit the samples to KML (Numbers as

decided in the specification meeting)

Process Audit by KML SQA/SCM

Evaluation of samples by KML

Evaluation Status
OK NG
Carry out improvements
Proceed to produce
pilot production lot Resubmit samples to KML

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10. ESTBLISHMENT OF OPERATION STANDARDS

Prepare Operation standards/Work Instruction sheets for

all process stations

Establish a procedure for enactment, revision and control

of operation standards/WIS

In case of MSIL, Indicate Maru A Part/Item in operation

standards/WIS.

Review the standard whenever there is a Quality feedback.

Establish job set-up verification standards for die and tool

changes and record the same.

Display the samples in final Inspection area

In case of MSIL, Nominate and designate

Maru-A operators/Inspectors.

In case of MSIL, Put up Maru-A A Display boards at

processing and Inspection stations of parts, items,
A
dispatch areas and storage racks

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11. PRODUCTION PART APPROVAL PROCESS (PPAP)
Production Part Approval Process (PPAP) defines generic requirement for
production part approval, including production and bulk materials. The purpose of
PPAP is to determine if all customer engineering design record and specification
requirements are properly understood by the Supplier and that the Supplier’s
manufacturing process has the potential to not to produce complaint in product
consistently during an actual production run at the quoted production rate.

A PPAP submission shall be required for the following circumstances:

a. Initial production of a new or revised component and/or material.
b. Any 4M change which calls for Re-PPAP submission.

PPAP REQUIREMENTS:
The supplier organization has to satisfy all the PPAP requirement listed below and
also all the customer specific PPAP requirement:

1 Design ECN / Records – If applicable.

2 Process flow diagram
3 Process FMEA
4 Control Plan
5 Dimensional inspection result
6 Part submission warrant (PSW)
7 Process Capability Study
8 Gage R&R and calibration
9 Approved packaging/labeling and shipping methods
10 100% Layout Inspection
11 Sample production parts
12 Material Certification

Level of submission:
Default level is level 3 for all supplier items unless and otherwise specified.

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12. APPROVAL OF FIRST PRODUCTION PARTS (FPP) LOT

Produce FPP lot with a minimum sample size of 300 or as

decided in specification meeting with KML

Establish identification of FPP during internal

production & processing by means of suitable tagging

Inspect all the quality characteristics mentioned in the

drawing & KIS-P with sample size as specified

Submit FPP lot with relevant reports to KML with

proper ‘FPP’ marking on boxes/bins/trolleys

Evaluation of FPP lot by KML

Is the result
satisfactory?

Rejection of FPP lot by SQA Approval of FPP lot by SQA

Carry out corrections/

Improvements

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 13. INITIAL FLOW CONTROL

Establishment of documented procedures & controlling parameters for Initial flow Control
for
a) New product/Engg Change b) 4M condition change
Fix the time period of IFC & the responsibility to declare the start and termination of IFC

Establish special process control/lot control & traceability.

Provide clear identification & display on the process/line on the shop

floor to ensure that the IFC is being observed for the part.

Record all the problems during IFC and take prompt countermeasures
and check its effectiveness periodically

Carry out process capability studies

Is the result
satisfactory?
NO
YES
Extend IFC till all the
Terminate IFC
criteria are met

Reconfirm process capability and report the results to KML. (If capabilities are not
satisfactory, employ 100% checking till they are corrected)

Depute a representative at KML (if decided by KML) to address problems

till IFC completion.
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Initial Flow Control :-

It covers the details of special control which should be done during the initial
phase of mass production when the following occurs:-
1) New Part / Engineering Change
2) 4M condition change

The following activities related to the part (for which Initial flow control is
being observed) shall be carrying out during this period:-

a) Special inspection/ process controls that is higher than normal controls.

These could be either added inspection points or inspection at higher
frequencies.

b) Establishing lot control and traceability.

c) Sub vendor audits ( If the change happens to be from sub vendor).

d) Process capability check

e) Systematic observation and recording of problem and taking

countermeasures and improvement actions quickly without undue delay.

f) Systematic confirmation of effects of countermeasures for the problems

which were observed during the trial stages prior to mass production and
during the production of FPP lot.

g) Establishment and confirmation of proper inspection methods during the

initial flow period.

Initial Flow Period :-

In principle, the initial flow period should be 3 months for new parts, However it
should be as decided in the specification review meeting.

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14. PACKAGING, LABELING AND TRANSPORTATION

PACKAGING
All material need to be packed and supplied accorded to approve packing
standard by KML. All suppliers to ensure no handling damage on parts during
transportation.
LABELING
All materials for prototype or production consumption, shipped to KML, must be
identified with labeling containing readable text / graphics.
TRANSPORTATION
Suppliers should ensure timely delivery of parts with proper transportation. In an
effort to support JIT delivery, we expect our suppliers to constantly strive to
reduce lead times with their suppliers, improve flexibility and minimize changeover
times.

15. LOT CONTROL AND TRACEABILITY

➢ Establish a documented system for identification & traceability of parts and

their inspection status.
➢ Establish Batch code for all Maru-A, Functional & General Parts.
➢ Practice First-in First-out (FIFO) for all Incoming, WIP and FG Parts.
➢ Address absence or inadequate Identification & Traceability as a Failure
Mode in PFMEA.
➢ Ensure all requirements of KML for identification & Traceability.
➢ Maintain records for all 4M changes as per the prescribed format.

16. INTERNAL QUALITY AUDITS

The supplier organization shall conduct an internal quality audit at least once per
year. As a part of the internal quality audit, the organization shall perform a self-
assessment to ensure their Quality Management System is in compliance with the
Objectives, This self-assessment is mandatory. This self-assessment requirement
also applies to the organization’s supply base (all suppliers).
The Organization (and all suppliers) shall maintain records of this self-assessment
Including any corrective actions required for compliance.

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17. EDUCATION AND TRAINING

The purpose of such education is maintenance and improvement of product

Quality by promoting Quality Assurance activities and concepts.

Establish education section on Quality

Devise a system of Training need Identification.

Prepare annual Training & Education plans for all

levels of personnel including contract manpower.

Prepare and standardize the contents of training.

Conducts Training programmes as per the plan.

Check the effectiveness of Training.

Maintain the training records.

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18. SKILL DEVELOPMENT

Operators & workmen are the most important asset of any organization.
It is very essential to nurture, develop & hone the skills of the workmen.

A Skill Map/Matrix shows who can perform which job & at which level. It
serves as an important tool to allocate & distribute work in case of
absenteeism. It also helps in identifying and managing the development and
training programs of the operators to enhance their ability.

19. CONTINOUS IMPROVEMENT

Prepare & Implement Kaizen plan

Carry out improvements in Quality,

Cost, Productivity & Customer
Satisfaction

Establish Performance indicators for

all the parameters

Monitor the progress of the

performance indicators and include
them in Management Review

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20. CODE OF CONDUCT FOR THE SUPPLIERS

1) Not to take recourse to any unethical behavior (implicit or explicit) with any KML
employee for the purpose of obtaining an order or any information that may have
a favorable financial impact on the supplier

2) To report any discrimination that is being practiced against him by any KML
employee of either.

Denying him an opportunity of participating in fair & free competition or

charging him with act(s) of misdemeanor that has not been perpetrated by him.

3) Not to take advantage to any family / social / political connections in obtaining

an order or enquiry, merit being the sole attribute for association with KML

4) Ensure compliance to all governmental norms on pollution, Minimum Wages

Act, Child Labor, Health & Safety etc.

5) To desist from unfair trade practices with its competitors, No attempt to be

made to unfairly discolor the reputation of such suppliers in the perception of
Krishna Group.

6) Violation of any of the above stipulations would be dealt with firmly.

21. SUPPLIER PERFORMANCE EVALUATION

Supplier performance evaluation is the process of Measuring, Analyzing and
Benchmarking Supplier Performance against a number of elements. Supplier
performance evaluation is being on the basis of vendor rating. Parameters and
weightage mentioned below,

1. Delivery – 300 Marks

2. Quality – 700 Marks

All suppliers have to share 4M change data on monthly basis as per provided
formats in this manual.

Further break up of parameters mentioned below-

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 1. Delivery : 300 Marks –

Qty. delivered reference to schedule Target Marks

0% 100
Quantity default in the month i.e. No difference in
< 5% 75
schedule and supplies ( % )
> 5% 0

0 – On time 40
Time default in the month i.e. More than 4 hours
≤ 2 times 20
(No.)
> 2 times 0
Line Stoppage / DPCR Raised (Nos.) 0 100
Spare default in the month i.e. No difference in
<5% 30
schedule and supplies (%)
Premium Fright (Nos. of time) 0 30

Un approved changes 0
0
Recall 0 (-100 Marks in of
case any incident)
Dispatch Suspension 0

2. Quality: 700 Marks –

Parameters for evaluation Target Marks

<100 100
Receipt + line rejection (PPM) 100~5 50
00 0
>500
Line Defect @ KML (No.) 0 100

Repeated defect due to same defect within 18

0 150
months(No.)

≤72 Hrs. 50
Response to QPCR (Hours) ≤120 Hrs. 25
>120 Hrs. 0

0 50
No. of events segregation ≤2 25
>2 0

Line Defect @ MSIL (No.) 0 150

Warranty failures (No.) 0 50

4 M Submission By 3rd of Month 50

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22. INCOMING INSPECTION
Krishna Group’s goal is to eliminate incoming inspection of supplier’s products.
KML requires dimensional inspection report and material test reports on incoming
shipments. The supplier can follow any format for the conformance certificate but
it should have all the relevant data.

Non-Conforming Material Procedure:

The supplier is required to notify KML plants of any shipments in transit that may
be affected. Advance notification of suspect and/or defective product will enable
KML to deny the shipment and thus eliminate the need to issue a rejection which
would negatively affect the vendor rating.
Sourced components found to be non-conforming through either line rejections,
testing failures, failed inspection results, customer concerns, warranty and
customer returns or obsolete material are handled through the following
procedure:
1. Supplier will be notified of the concern via electronically and/or telephone.
2. A segregation at MKL may be required if replacement stock is not available or
production needs parts. On-site segregation needs will be communicated. If KML
employees segregates supplier product, the supplier shall be billed appropriately.
3. ALL shipments to MKL of the defective part number MUST be inspected and
appropriately labeled to certify that the lot is defect free. Certification labels are
required until permanent corrective action is implemented and verified.
4. Corrective action implementation and elimination of the root causes of the
defects is required within 72 Hours.
5. The supplier shall be held responsible for all costs incurred in segregation,
reworking, or other corrective action steps taken due to supplier quality
nonconformance.

23. RECORD RETENTION

Product part approval, tooling records, purchase orders and amendments, shall
be maintained for the length of time that part is active for production and service
requirements plus one calendar year unless otherwise specified by KML.
Quality performance records (e.g. control chart, inspection, and test results) shall
be retained for 12 years.
Retention period longer than those specified above may be specified by an
organization in their procedures. The organization shall eventually dispose of
records.
The requirement shall not supersede any regulatory requirements. All specified
retention period shall be considered “minimum”.
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 KML SUPPLY POLICY-DELIVERY

Following are the guidelines for streamlining supplies and procedure for dealing in
case of any short supplies.

3. Material shall be counted or weighed by stores at the time of unloading as

per sampling plan. Any shortage in material will be recorded immediately in
presence of supplier representative.
4. Every supply will be checked as per the quantity mentioned in the invoice.
5. In case of Short supplies following will be applicable:
• 1st Instance: Notice to supplier for short supply. No penalty will be
charged
• 2nd Instance: Notice to supplier for short supply and 2 times of short
quantity will be debited to supplier. (2 times penalty means Invoice will
be passed for actual receipt and additional penalty will be levied for 2
times of the basic component cost of short quantity)
• 3rd Instance onwards: Notice to supplier and 3 times of short quantity
will be debited to supplier. (3 times penalty means Invoice will be
passed for actual receipt and additional penalty will be levied for 3
times of the basic component cost of short quantity)
Instances to be counted Quarterly. In any case, the maximum amount of Penalty
will not be more than the total value of the item Invoiced. (Notice Format attached)

- Short Quantity formula in case of Sample Check

For parts supplied in trolleys/bins

• If parts are found short in trolley/bin during sample checking, then the
short quantity formula will be: Shortage in bin/trolley x no. of
bins/trolleys in that supply
• If some bins/trolleys are found short in a particular supply, then the
short quantity formula will be: Quantity in 1 bin/trolley x No. of
bins/trolleys short.

- For parts supplied in loose condition

• Quantity short in the consignment to the extent of total quantity in the
consignment.

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 6. In case of Wrong invoicing following will be implemented
• 1st Instance: Notice to vendor - Excess supply regularized by getting
the invoice from vendor. Vendor to submit countermeasure within 72
hours.
• 2nd Instance: Same as in 1st instance, but the top official of the
company CEO/MD to come and explain the counter measure at KML
plant.
• 3rd Instance and beyond: Short supply penalized as per Short supply
penalty and Excess regularized.
Instances to be counted Quarterly. In all the above instances, excess
quantity can be regularized with Joint signature of Plant Supply Chain
and Plant Head.

7. Wrong material received of other customer against invoice will not be

considered as supply and will be treated as wrong invoicing. Wrong part
code with reference to supplied part will also be treated as wrong invoicing.

8. As KML is a DOL (Direct on Line) supplier to MSIL (Maruti Suzuki India Ltd),
any line stoppage at KML will directly affect the MSIL line immediately.
Keeping this mind, following are the penalties for line stoppages :

At KML

- Up to 60 minutes: Rs. 100 / min

- 61 to 180 minutes: Rs. 200/ min
- Beyond 181 minutes: Rs. 300 / min

AT MSIL

- Rs. 5000 / min

9. Time schedule of Delivery will be signed off with the supplier. Penalty for
Time Default.
- Up to 60 minutes: NO Penalty
- 61 to 180 minutes: Rs. 1000 / instance
- 181 to 360 minutes: Rs. 3000/ instance
- Beyond 360 minutes: Rs. 5000 / instance

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(Where time default leads to line stoppage the penalty as specified for line
stoppages will be applicable in addition to penalty on time schedule default).

10. No Penalty will be levied for delivery schedule deviations not leading
to line stoppages provided the vendor sends prior information in writing.
Only 2 times per month of such prior intimations will be acceptable and
beyond which the issue would be treated as delivery failure.

11. In case of Alternate sourcing supplies, if there is a sudden increase in

schedule due to short supply from one source, than relaxation time would
be doubled for considering the time default to the alternate vendor for such
changed schedule.

10. Non adherence to specified packing standards:

- 1st Instance: Notice to vendor and countermeasure to be submitted by

vendor.
- 2nd Instance: Same as in 1st instance, but the top official of the company
CEO/MD to explain in person the counter measure at KML plant within
10 days of notice.
- 3rd Instance and beyond: penalized @ Rs. 1000 per instance
If during the 1st or 2nd instance, vendor submits a countermeasure with a
specific time frame, subsequent instance will only be counted after the
expiry of the said time frame given by the vendor. (Mutually agreed).

11. Non adherence to inventory norms, specified and mutually agreed, at

vendor and KML end would follow the below procedure. Regular Checks
would be carried out by KML (Instances to be counted for a Quarter).

- 1st Instance: Notice to vendor and countermeasure to be submitted by

vendor.
- 2nd Instance: Same as in 1st instance, but the top official of the company
CEO/MD to explain in person the counter measure at KML plant.

- 3rd Instance and beyond: penalized @ Rs. 2000 per instance

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 If during the 1st or 2nd instance, vendor submits a countermeasure with a
specific time frame, subsequent instance will only be counted after the
expiry of the said time frame given by the vendor.

12. Any dispute / concern arising related to the above Policy guidelines, the
same can be put up by the vendor through the Plant SCM & Corporate
Purchase as per guidelines below:

- 1st Instance: Decision on relaxation or otherwise by SBU HEAD or

Corporate purchase Head on recommendation of Plant Head or
Commodity Head Corporate Purchase.
- 2nd Instance: Decision on relaxation or otherwise by SBU HEAD and
Corporate purchase Head jointly on recommendation of Plant Head and
Commodity Head Corporate Purchase.
- 3rd Instance and beyond: Decision on relaxation or otherwise by CEO/
Director on recommendation of SBU HEAD and Corporate Purchase
Head.

We have read the above and understood the same and are in agreement to the
above guidelines.

For VENDOR ( ): For KRISHNA MARUTI LTD.

1. Name: 1. Name:

Designation: Designation:

Signature: __________________ Signature: _________________

Date: Date:

2. Name: 2. Name:

Designation: Designation:

Signature: __________________ Signature: ________________

Date: Date:

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KML SUPPLY POLICY-QUALITY

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PURCHASE ORDER FORMAT

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NDA-NON DISCLOSURE AGREEMENT

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GENERAL PURCHASE AGREEMENT

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KRISHNA GROUP

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KRISHNA GROUP suppliers have to contact to team in QA and SCM
departments first in respective plants. In case of any quality, delivery, payment
and response issues that do not get resolved at plant level, suppliers can escalate
the issue to the next level at corporate level, as and when required. The
escalation matrix also provides freedom to talk / write to the top management of
Krishna Group.

Escalation matrix is as mentioned below,

ED & CEO – MR. RAM NATARAJAN

LAYER 3
Phone No. – 0124-4725063
E-Mail ID – ramnatarajan@krishnagroup.co.in

HOD SCM – MR. ARUN JAIN

LAYER 2
Phone No. – 0124-4725007
E-Mail ID – arunjain@krishnagroup.co.in

KEY SCM METALS – MR. CHARAN SINGH KEY SCM NON-METALS – MR. MAYANK
LAVKUSH
LAYER 1 Phone No. – 0124-4725021 Phone No. – 0124-4725016
E-Mail ID – charan@krishnamaruti.in E-Mail ID – mayanklavkush@krishnagroup.co.in

KEY VU – MR. RADHEY SHYAM YADAV

Phone No. – 0124-4725025

E-Mail ID – radheyshyam@krishnamaruti.in

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 Format No. PUR/VAS/001

KRISHNA MARUTI LIMITED VSA AUDIT REPORT Rev. No./Rev Date 04/31.08.2023
Issue Date. 29.09.2017

Total
Not OK OK NA
Total Achieved Maximum
% Score Prepared By Checked By Approved By
SCORE SUMMARY
0 0 0 #VALUE! 140 #VALUE!
Score Max.
Clause No. Clause Details Not OK OK NA % Score Supplier Name Status
Achieved Score
Production preparation / New
1 0 0 0 #VALUE! 8 #VALUE!
Product Development
Regulation for Initial
2 0 0 0 #VALUE! 6 #VALUE!
Production Control

3 Change Management* 0 0 0 #VALUE! 10 #VALUE!

4 Standards Management 0 0 0 #VALUE! 4 #VALUE!

Production preparation / New

5 Education and Training* 0 0 0 #VALUE! 6 #VALUE!
Product Development
Legal Compliance and 100% Regulation for Initial
Quality audit and process Environment Production Control
6 0 0 0 #VALUE! 6 #VALUE! 90%
verification Safety* Change Management*
80%
7 Supplier Control 0 0 0 2 #VALUE! 70%
Scale and Top Management 60% Standards Management
bandwidth 50%
Handling abnormality in
8 0 0 0 #VALUE! 12 #VALUE! 40%
quality*
30%
Process Audit Education and Training*
9 5S management 0 0 0 #VALUE! 10 #VALUE! 20%
10%
Equipment/Inspection 0% Quality audit and process
10 0 0 0 #VALUE! 10 #VALUE! Adequate testing facility
equipment's management* verification

11 Implementation of standards 0 0 0 #VALUE! 8 #VALUE!

Critical parts Management -
Supplier Control
NA
12 Products management 0 0 0 #VALUE! 10 #VALUE!
Handling abnormality in
Handling Management
13 Handling Management 0 0 0 #VALUE! 4 #VALUE! quality*

Products management 5S management

Critical parts Management - Equipment/Inspection
14 0 0 0 #VALUE! 6 #VALUE! Implementation of standards
NA equipment's management*

15 Adequate testing facility 0 0 0 #VALUE! 6 #VALUE!

16 Process Audit 0 0 0 #VALUE! 4 #VALUE!

Scale and Top Management

17 0 0 0 #VALUE! 12 #VALUE!
bandwidth

18 Safety* 0 0 0 #VALUE! 10 #VALUE!

Legal Compliance and

19 0 0 0 #VALUE! 6 #VALUE!
Environment

Green Category- Yellow Category - Red Category -

Rating Criteria Over All required min. marks- ≥ 60%, and Over All required min.marks: 20% - 59%, or Over All required min. marks- < 20%, or
Individual Critical Clause required min. marks ≥ 40% Individual Critical Clauses marks:10% - 39% Individual Critical Clause marks : < 10%

Critical Clauses 3,5,8,10,18 Report Issue Date

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 Format No. PUR/VAS/001
Rev. No./Rev Date
KRISHNA MARUTI VENDOR QUALITY SYSTEM AUDIT REPORT 04/31.08.2023
Issue Date. 29.09.2017

Supplier Name Auditor Name

Audit Date Auditee Names

Clauses Score OBSERVATIONS

1. Production preparation / New Product Development #VALUE!

Procedure for product development from receipt of order to SOP at

1
customer end (preferably as per AIAG guidelines) to be available

APQP matrix for deciding development activities based on categorization

of parts (for new and modifications). Roles and Responsibilities defined in
APQP matrix. Activities matching with procedure(minimum NPD, ECN,
2
1.1 PCN, Plant location change, Supplier change, RM Change to be
addressed in the matrix, critical activities e.g. Tool development, supplier
development etc, to be identified)

3 Understanding of Team

SCORE
Customer events (sample approval, trial dates, SOP at customer end)
1 and vendor's events (sample submission, pilot lot submission, SOP) to
be mentioned in timing plan

2 Activities matching with procedure and APQP matrix

Evidence of review by project leader and top management in the timing

3
plan

4 MOM or record of reviews (for evidence)

5 Micro timing plan matching with MACRO plan (wrt timing)

1.2

6 Capturing delays in plan v/s actual in timing plans

7 RFQ register (status of the enquiries to be checked)

1
8 Timing plan approved by top management

9 Evidences of activities

SCORE

1 Procedure for FMEA with CFT approach

List of problems reported in past at customer end , in-house ,

2 development and supplier (Things gone Wrong) (lessons learnt from past
experience/kakotora sheet)

Rating of FMEA as per AIAG guidelines and having back up data for rating.
3
Allocation of severity, occurrence & detection as per AIAG manual

1.3
4 Cut off criteria for taking action as per latest AIAG manual

Review plan for FMEA and evidence of review as per decided criteria and
5
at decided frequency

6 Evidence of implementation (FMEA)

SCORE

1 Summary in PDCA sheet

2 Summary in Adequacy pf analysis

1.4

3 Effectiveness of countermeasures

SCORE

2. Regulation for Initial Production Control #VALUE!

Scope (for new parts, part & process modifications and restart of part
1
after long duration)

Special controls (increased inspection, increased sample size etc. at all

2
stages - incoming, in-process & final)

3 Frequent process audit

Initial production control start date (from SOP at vendor's end) and end
4
date (after completion of period of IPC after SOP at customer end)

5 Initial production control period

6 Minimum quantity to be produced during IPC period

2.1

7 Persons responsible for start/end

Finish conditions (including following): - Targets of customer complaints,

rejection at customer end, in-house rejection, supplier parts rejection,
process capability, defect rate, process audit c/ms closure, effectiveness
8
of countermeasures taken for problems reported during development and
effectiveness of countermeasures taken for problems reported during
initial production control.

Meeting above targets for 3 months for new products and as per timelines
9
for ECN/PCN/Modification and results should have improving trend

10 Action to be taken in case targets are not met(to be extended)

SCORE
Evidence of implementation of special controls as defined in the IPC
procedure: - Increased sample size and/or inspection frequency (special
2 control plan for IPC) - Process audit for verification of Standards,
1
operation standards, facility etc. - Stricter visual inspection (100%
inspection/ 200% inspection) - Stricter gauging with GO/NG gauges
(100% inspection/ 200% inspection)

2 Sticker targets for IPC and evidence of monthly monitoring them

Analysis of quality problems reported during IPC and their summary in

3
PDCA sheet
2.2

Special color tags on the packing/bin/trolley on the parts produced during

4
initial production control period

Termination sheet with evidence of production quantity in IPC period and

5
Extension of IPC period in case termination criteria is not met

6 Evidence of communication of start and end of IPC

SCORE

Identification of parameters for which process capability study and defect

1
rate (for critical defects) is to be done

2 Set target for Cpk (Cpk > 1.33)

3 Process capability study reports

2.3

4 Defect rate monitoring record (for critical non-measureable defects)

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Action plan to improve Cpk and reduce defect rate in case of not meeting
5
target
SCORE
3. Change Management #VALUE!
4M change procedure defining changes, category of changes (Availability
1
of 4M change WI)

2 Categorization of changes into planned/unplanned changes

3 Actions to be taken at change point

4 Display of definition of changes in shop floor

3.1.1
5 Visual control of changes (4M change indication)

6 Information rule

7 Awareness of change management among the shop floor personnel

Traceability system (traceability through invoice no, lot no, route card,
8
etc.)
SCORE

Evidences of implementation of actions: - Record of changes (4M change

1
record), evidence of signatures of quality and production head

2 approval of quality head during 4M changes

3.1.2

3 Evidence of implementation
3

SCORE

1 Check record of parts produced after change

Retroactive check record in case of unplanned (unexpected) changes

2 (criteria for checking dimensional check - how many parts to be checked
3.1.3
dimensionally in case of retroactive check)

3 Traceability to invoice : Yes/No

SCORE

1 Definition of initial part (Upto pilot lot)

2 Initial part control - separate locked area, identification tags

3.2.1

3 Initial part control - log of initial parts

SCORE

1 Separate tags to identify initial parts

2 Inspection report of initial parts

3.2.2
3 Separate locked area

Summary of initial parts prepared, sent to customer and balance quantity.

4
Action taken of balance quantity after customer feedback.
SCORE

4. Standards Management #VALUE!

Availability of documents (control plans, operation standard, inspection

1
standards) for all parts under supply

Procedure for preparation and control of documents defining following: -

department in charge of making, person in charge of making, a person in
2 charge of authorizing - revision rule & revision history (internal &
customer) - Document Control Numbering - retention period; - Distribuion
4.1.1 matrix - Obselete documents handling

3 Master copies of the controlled documents

4 Master list of documents (control plans, operation standard, inspection

4
standards) with latest revision nos

SCORE

1 All Product and process parameters are mentioned in the control plan

Reference of WI, sample size, checking frequency, checking method,

2
4.2.1 boundary samples & Poka Yoke are defined in the control plan

Consistency among documents (process control standards/control plans,

3 operation standards, inspection standards and customer inspection
standards)
SCORE

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5. Education and Training #VALUE!

1 Procedure for training available or not

2 Training need identification done; Y/N

3 Training plan made as per above need (TNI): Y/N

4 Training Plan vs Actual is following

5.1.1 5 Training content is to be checked

Effectiveness of training is checked; Y/N (Effectiveness for Operators/

6
Staff)

New operator training given / Induction Training Record: Y/N (standard

induction training program available and followed) (above requirements
7
must be checked with one example for operator and staff wherever
applicable)

8 Training Plan for operators for awareness trainings

SCORE
5
For each operator, skill evaluation is done: Y/N (applicable for Production,
1
Tool Room and Inspection)

For each skill level (e.g. defining a operator at Level 1,2,3,4), specific
2
criteria is made and followed. (implementation check)
5.1.2
3 Minimum skill level to perform any operation : defined and followed check

4 Availability of Skill Matrix in shop floor (all operators to be included)

SCORE

1 Skill evaluation frequency using criteria followed above (clause no 5.1.2)

2 Quarterly/half yearly (skill evaluation must be done at least 2 time/year)

5.2.1
3 For QA inspector, Poisson test done: Y/N (Frequency)

Skill upgradation plan for Operators (in case the skill level is reduced)
4
(plan to be available in skill matrix)
SCORE

6. Quality audit and Process Verification #VALUE!

Internal audit, process audit and product audit procedure defining audit
method, audit frequency & check sheet to be used for audit, internal
1
auditor criteria, NC Closure time limit (internal audit to be done by internal
auditors only)
Plan for internal audit, product and process audit covering all
2
manufacturing processes and all working shifts.

6.1 Evidence of conducting audits as per plan (check sheet records) (in all
3
shifts)

4 Evidence of improvement in case of issues identified (NC's reported)

5 NC summary report (for internal audits)

SCORE

6 1 Evidence of conducting audit as per control plan during process audit.

Evidence of checking actual working as per operation standard during

2
6.2.1 process audit

3 Evidence of coducting audit ( genuineness of record)

SCORE

Evidence of checking effectiveness of countermeasures of customer and

1
horizontal deployment

Evidence of checking effectiveness of countermeasures of in-house

2
6.2.2 defects during process audit & horizontal deployment

3 Last audit NC closure

SCORE

7. Supplier Control #VALUE!

1 Procedure for new supplier selection: Y/N

Acceptance criteria / dropping criteria (Individual Selection e.g. Quality, top

management) for new supplier selection based on system audit available:
2
7 7.1 Y/N (to be checed for RM/BOP/Jobwork/Consumables) one example for
above procedure:

3 Evidence of implementation

SCORE

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8. Handling Abnormality in Quality #VALUE!

1 Definition of abnormal situations (Detail as per Annexure)

2 Display of abnormal situations in shop floor

8.1.1

3 Awareness of abnormal situations among the shop floor personnel

SCORE

Procedure for handling customer complaints, in-process failure and

1
supplier defects

Criteria for raising QPCR's (internal QPCR's to be raised in case of daily

8.1.2 2
abnormal rejection and monthly top rejections)
Customer complaint register, QPCR control registers (for in-house and
3
supplier defects)
SCORE

Criteria to estimate suspected quantity produced during abnormal

1 situations and system to trace suspected lot produced based upon the
criteria

2 Check record of parts produced during abnormal situations

8.1.3

3 Traceability

SCORE
8 Analysis sheet for analyzing customer complaints, in-house defects and
1
supplier defects

2 Monthly in-house rejection analysis (defect wise pareto and analysis)

8.2.1
3 Quality of analysis (root cause analysis)

Non conforming parts produced due to defects (Reported at customer

4
end, inhouse defects or supplier defects) checked or not.
SCORE

1 Countermeasures detail for root cause/causes

Standardisation (Control Plan, WI/OS Inspection standard, check sheets,

2
8.2.2 list of abnormal situations etc.)

3 Updation of PFMEA

SCORE

Evidence of onsite verification of countermeasures (to checked for min

1
three months)

2 Horizontal deployment of countermeasures

8.2.3

3 Effectiveness of countermeasure (to checked for min three months)

SCORE

9. 5S management #VALUE!
Condition of material in RM Store ( to be kept in covered condition away
1
from dust, rust, scratches)

Condition of material in shop floor ( to be kept in covered condition away

2
from dust, rust, scratches)
9.1.1
Condition of material in FG store ( to be kept in covered condition away
3
from dust, rust, scratches)

Condition of material in BOP store ( to be kept in covered condition away

4
from dust, rust, scratches)
SCORE

1 Designated area for RM material storage

2 Designated area for BOP material storage

9.1.2

3 Designated area for FG material storage

SCORE
Lux value is defined and maintain as per IS Standard at Incoming, WIP
1 and Final Inspection table and area.(minimum 500 lux for gauging,
minimum 700 for visual inspection, minimum 300 for other areas)

9 2 Noise level : Are the persons in High noise level wearing PPE's? Y/N

9.1.3
Monitoring of noise level in case of product quality is affected (during
3
production or inspection)

4 Condition and height of Working / Inspection table

SCORE

General condition of machines are proper like wiring condition, cover and
1
dust.

2 Oil/water/coolant leakage around the machine

9.2.1

3 Tool/Jig/Fixture storage in racks

SCORE

1 Storage of inspection Equipments when not in use: in boxes or in open

2 Damages of instruments
9.2.2

3 Condition of GO/ NG gauges

SCORE

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10. Equipment/Inspection equipment's management #VALUE!

Procedure for preventive and breakdown maintenance of machines and

1
tools.

2 Daily maintenance check sheet filled by operator: Y/N

3 Cross checking of above check sheet by supervisor: Y/N

10.1.1

PM of machine : frequency, plan, plan vs actual, history card, check sheet

4 filled or not, breakdown analysis, break down points covered in PM check
sheet or not, Spares (list and availability)
PM of Tool: frequency, plan, plan vs actual, history card, check sheet filled
5 or not, breakdown analysis, break down points covered in PM check sheet
or not, Spares (list and availability)
SCORE

1 List of Pokayoke available: Y/N

2 Cross checking of Pokayoke: Y/N

10.1.2

Poka Yoke failure analysis (to be defined in procedure, analysis to be

3
checked)
SCORE

1 press: trimming, blanking & hole punching punches

2 Machining cutting tool inserts

3 Welding electrodes dressing frequency

4 Short blasting-short valves

5 Sand blasting- sand

10.1.3

6 Vibro polishing-stones
10
7 Grinding - wheel dressing

8 Belt grinding

9 Buffing
SCORE

1 Calibration plan

2 Plan vs actual

3 History card of measuring instruments

4 Delayed calibration

In case of in-house: procedure, soaking: Y/N, frequency, master

5
10.2.1 calibration

6 Acceptance certificate/acceptance criteria (Reference detail)

7 Validation of rec gauge/welding fixture .

8 NABL logo to be checked on certificate

9 Lab to be NABL Approved for instruments to be checked

SCORE

1 Expiry date of limit sample

3 Visual display of OK and NG process/part at WIP/FG stage

10.2.2

3 Limit sample availability (should be available in front of operator)

SCORE

11. Implementation of standards #VALUE!

Availability of alarm at critical operations for confirmation of completion of
1
work

Availability of Visualizers at critical operations for confirmation of

2
11.1.1 completion of work

3 Condition of visualizers and alarms

SCORE

Display of Work Instruction (Operation Standard) for easy assess ability

1
to operator

2 Display of critical process parameters and quality parameters

11.1.2

Understanding of WI & quality check points by operator (WI to be In local

3
language/ operator's langage so that operator can read and understand it)

SCORE
11
Operator wise operator monitoring plan for all production areas (shift
1
wise) (Inspectors to be covered or not?)

Check record of operator monitoring as per check sheet covering all the
2
11.1.3 activities to be done by operator during working time

3 Training plan for operators for weak areas

SCORE
Judgement criteria and checking method should be mentioned on check
1 record sheet of product and process checks (e.g..- Upper/ Lower
tolerance)

2 Space for giving judgment and proper judgment after check

11.1.4

Evidence of check at each inspection stage (set up and in-process

3
inspection)

SCORE

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12. Products management #VALUE!
Availability of system to ensure FIFO (software or ledger) FIFO followed
1
for incoming, WIP, FG material

2 Evidence of FIFO implementation at RM/ BOP store

12.1.1

3 Evidence of FIFO implementation at shop and FG store

SCORE

Avaiility of identification tags on RM/ BOP parts, (route card no/ batch no
1
/lot no/ heat code/ production date & shift)

Avaiility of identification tags on WIP parts, (route card no/ batch no /lot no/
2
12.1.2 heat code/ production date & shift)

Availability of identification tags on FG parts, (route card no/ batch no /lot

3
no/ heat code/ production date & shift)
SCORE

1 WI for similar part management

Similar part management (WI) in WIP area (different color of I tags/ Bins/
2
12.1.3 packings)

12 Similar part management (WI) in FG area (different color of I tags/ Bins/

3
packings)

SCORE

NG part identification should be defined and evident. Each NG part and

1
part on hold should be identified properly by tag with defect details.

Color of bin for keeping NG parts to be identified and bin should be

2
12.2.1 accessible & near to station.

3 Decision for scrap, rework or salvage of part should be done by QA.

SCORE

1 Check for the rework procedure is defined or not.

2 Record for NG parts repair or salvaged should be available.

12.2.2
Traceability of person doing rework and person approving the part after
3
rework should be available in the rework records.

Person skilled and trained for doing rework should be authorized and
4
displayed at station.
SCORE

13. Handling Management #VALUE!

1 Approved packing norms with customer

2 Display of packing standards at packing station

13.1.1

3 Evidence of implementation

SCORE
13

1 Condition of packing (bin/trolley) used in WIP and FG material

2 Guidelines for repairing of bins/trolley

13.1.2

3 Bin cleaning area available

SCORE

14. Critical parts Management #VALUE!

Do you have Special checks/Inspection for Maru A parameters of Maru A

1
14.1.1 part are available.

SCORE

1 Do you have Identification of Maru A Process/Operator on Shop Floor.

14 14.1.2
SCORE

1 Do you keep the repair history when repairing & using Maru A items
14.1.3
SCORE

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15. Adequate Testing Facility #VALUE!
Availability of inspection instruments as per drg/control plan/inspection
1
standards at incoming inspection

Availability of inspection instruments as per drg/control plan/inspection

2
15.1.1 standards in standard room

Availability of inspection instruments as per drg/control plan/inspection

3
standards in in-process inspection
SCORE

1 Availability of Test standards

Availability of Test equipments as per drg/control plan/inspection

15 2
15.1.2 standards in shop floor
Availability of Test equipments as per drg/control plan/inspection
3
standards in Test Lab
SCORE

Availability of trained manpower to operate the inspection instruments and

1
test equipments in incoming inspection

Availability of trained manpower to operate the inspection instruments and

2
15.1.3 test equipments in shop floor

Availability of trained manpower to operate the inspection instruments and

3
test equipments in Lab
SCORE

16. Process Audit #VALUE!

1 Working as per control plan in incoming inspection

2 Working as per control plan in shop floor

16.1.1
3 Working as per control plan in final inspection
16
4 Other observations during process audit
SCORE

1 Closure of observations of previous audit

16.1.2
SCORE

17. Scale and Top Management Bandwidth #VALUE!

1 Adequate organization structure : available with all requirement

2 Roles and responsibilities

17.1.1

3 All positions filled (no position vacant)

SCORE

1 Top management visit frequency at shop floor

2 Monitoring of KPI by Management

17.2.1

3 Evidence of review (Minutes of Meeting for MRM)

SCORE
T/o of the plant :
T/o<10 Crs - 0 marks
1
17 10~30 crs -1
17.3.1
>30 crs - 5 marks
2 Group T/o :
SCORE
PAT/Sales
PAT>5% then 2 Mark
1
17.4.1 0%<PAT<5% then 1 Mark
PAT<0% then 0 Mark
SCORE
D/E:
D/E <1 then 2 Marks
1
17.5.1 1<D/E<2 then 1 Marks
D/E>2 then 0 Marks
SCORE
ROCE:
ROCE <7% then 0 marks
1
17.6 7% < ROCE < 15% then 1 mark
ROCE > 15% the 2 Marks
SCORE

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18. Safety #VALUE!
1 Noise level in shop floor

2 Air quality in shop floor

3 Rest area available at shop floor.

18.1.1
4 Condition of toilet

5 Adequate space for movement of material and tools

6 Layout and escape routes availability

SCORE

1 safety standards available?

2 Awareness of safety to operators

18.2.1

3 PPEs as per standard

SCORE

1 Door sensors on machines

2 Double hand operation

18
Insulating jacket on barrel, Jam bar/drop bar (in plastic molding General -
3
Machine guards, Photo guard sensors, emergency switch :
18.2.2 Safety in material movement : Lifters, hydraulic forklifts, stackers, corner
4
guards, - Not Available.

5 Bin trolley stacking height defined or not :

6 Safety in tool room :

SCORE

1 Usage of PPEs by operators:

2 Accident reporting mechanism :

18.2.3
3 Countermeasures against accidents:

4 Periodic verification of countermeasures:

SCORE

1 Fire safety audit report by reputed 3rd part agency :

18.3.1

SCORE

19. Legal Compliance and Environment #VALUE!

1 Consent to operate (CTO) certificate :

19.1.1
SCORE

1 Enrolment of all operators for ESI :

2 Enrolment of all employees to PF :

19.2.1

Check Management review status for direct enrolment or for 3rd part
3
enrolment :
19
SCORE

1 Waste segregation system :

2 Awareness among operators :

19.3.1
3 Segregation facility on shop floor.

4 Check disposal system and implementation for last 1 year .

SCORE

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 KRISHNA GROUP
Vendor Up-gradation & Corporate Purchase
Corporate Office, Central Plaza Mall, Golf Course Road,
Gurgaon-122001, Haryana

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