APP QUALITY CULTURE AUDIT SHE

T1 Name:
Auditor:

1.0 PEOPLE

1.1.1

1.1.2

Organization
al Blueprint
1.1.3

1.1.4

Roles &
1.2.1 Responsibilit
y

1.3.1

Balanced
Resources
1.3.2

1.3.3

1.3.4
1.4.1

Training &
Development
1.4.2

1.4.3

2.0 STRATEGY

Beautiful
2.1.1
Audit

2.2.1

Leadership
2.2.2
Engagement

2.2.3
2.3.1

2.3.2 Quality
Strategy

2.3.4

Innovation &
2.4.1
Investment

3.0 CAPABILITY

3.1.1

Quality
3.1.2
Mindset

3.1.3
3.2.1

Excellence In
Execution

3.2.2

3.3.1
Problem
Solving
3.3.2

Quality
3.4.1
Leaders

4.0 COMMUNICATION
Best Practice
4.1.1
Sharing

4.2.1

4.2.2
Excellence In
Information
Flow
4.2.3

4.3.1

4.3.2
Quality
Awareness
4.3.3
4.4.1

Stakeholder
Management

4.4.2
 APP QUALITY CULTURE AUDIT SHEET- 2022

PEOPLE

There is a Group Supplier Quality Leader to spearhead the entire quality

function globally with high level reporting line

Each factory or region has a Quality Leader, reporting to the Group Quality
Leader

There are Quality Leaders to oversee all Quality Functions for both upstream
and downstream (e.g. Dev. QA, Testing, Subcon, Prod. QA & etc.)

This Standard Organization Structure is mirrored in all factories and in all

location

There are Detailed Job Descriptions for all quality function thru out all areas
with a clear R&R , clear defined target and scope . The visibility on the
efficiency of those functions, could be measured and monitor .

There is Sufficient QA Resources to cover Quality Assurance in Development,

Production, Finish Goods Inspection and all other quality functions to ensure
workload balance.

There is Sufficient Lab Resources to cover Laboratory Testing in Development,

Production, Finish Goods Inspection and all other quality functions

There is Sufficient OCPT Resources to cover Perception Testing in Development,

There is Sufficient Quality Personnel to cover subcontractor/outsourced

operations and all quality functions within that operations
There is adequate Basic & Advanced Training to ensure all quality personnel is fully versed on
quality management systems, manufacturing, process, products.
There is clear training emphasis on developing Soft Skills and Tech Skills involving digital workspace or
related software

There is a Development Plan for key quality personnel to ensure continuous

career path growth inside the company

There is a Clear Successor Planning for key critical roles and talent pool for role
rotations

STRATEGY

There is a clear strategy with regular activities to Drive Beautiful Product

Criteria from development and through production?

Factory Leadership Teams are Driving All Quality related strategy, programs
and initiatives

Factory Leadership Teams Take Quality Concerns Seriously and act promptly
to address them

Factory Leaderships Teams are Actively Participating in quality initiatives and

frequent production walk-throughs
There is a high level Group Supplier self-driven Quality Vision & Mission

There are clearly defined Quality Matrix, Targets and Roadmaps which
aligned with adidas KPIs & direction.

The targets and roadmaps are taken seriously and right amount of Efforts Are
Applied To Achieve Quarterly Goals

There are Investment Roadmaps in place to Purchase Or Upgrade

Technology, to explore new Innovation for quality improvements,
manufacturing & quality checks (e.g. lab equipment, digitalization ) align with QKPI
advance capabilities / lab requirements /Quality strategy with clear timeline .
There's a clear evidence of deployment of such roadmap in the factory with a
"data-driven mindset" to analyze the collected data for further quality action plan.

CAPABILITY

The Supplier Quality Team is fulfilling all Quality Requirements,

Expectations ,Behaviors , And able to drive the right and tough conversations
with all relevant stake holders to ensure high quality , with high % of Right first
time .

The Supplier Quality Team is not compromising on the Integrity of Product and
Brand Reputation

The Quality Team display the capability to take ownership of respective task
effectively without monitoring
The Supplier Quality Team is Taking Full Responsibility to address all quality
concerns and Drive The Improvements

The Supplier Quality Team is Able To Make Decisions to enforce High Level Of
Quality & Consistency is always given priority in development and production

The Supplier Quality Team is capable of developing a detailed Deep-Dive Root

Cause Analysis and tackle all quality issues systematically

The Supplier Quality Team is able to Design Experiments & Evaluations to

understand product, material and process further

The Supplier Quality Team is able to Execute Quality Programs & Projects with
measurable outcome and clear plan

COMMUNICATION
T1 has quality platform where document, best practice, continues
improvement , share internally and distribution could be track.

There is a Prompt & Effective Information Sharing to ensure quality right first
time

There is Prompt & Effective Escalation of quality concerns to all stakeholders

and there are Adequate Corrective Action Plans Immediately put in place

There is Prompt & Effective Communication of quality concerns to adidas and

are updated frequently until the issue is solved

High level Messaging From Leadership Teams to all stakeholders regarding all
quality topics
High Visibility & Transparency in all quality related information and messages
shared across organization
Strong Employee Empowerment activities in place to support Quality Culture is
established?
The ability to Document, Summarize and Report back to brand on routine
operational topics on a weekly /monthly basis?

The ability to pull together High Level Presentations with the right content and
deliver it to the right audience?
T- 2022
Overall Quality Culture
Result in Q-KPI: 8
EVALUATION SCORE Q-KPI POINTS

YES

YES

YES

YES

NO

YES

92% 2

YES

YES

YES
 YES

YES

YES

EVALUATION SCORE Q-KPI POINTS

YES

YES

YES

YES

100% 3
 100% 3
YES

YES

YES

YES

EVALUATION SCORE Q-KPI POINTS

NO

YES

YES

88% 1
 YES
88% 1

YES

YES

YES

YES

EVALUATION SCORE Q-KPI POINTS

YES

YES

YES

YES

YES 100% 2
YES

YES
YES

YES
 EXPECTATION

Fully meet - YES

One senior Quality leader , who is responsible for entire quality function for the entire group reporting to CE
traits, soft skill, strategic thinking and inspiring his function to go further and drive the Quality strategy exec
Fully meet - YES
Regional and/or factory level Quality leader who take full responsibility and accountability on quality. With g
strategic thinking and inspiring his function to go further and drive Quality strategy execution.
Fully meet - YES
There is a E2E QIP( Quality in charge person) leader for every section of manufacturing (developm
quality process and procedure , ensure correct implementation, RFT measure and review to drive
Testing manager who covers laboratory functions, Quality in charge personin each sub process ; Sy
covers quality projects, audit, and data & reporting.

Do not meet - NO
There is no a E2E QIP manager for every section of manufacturing (development & production).
Fully meet - YES
If the group has multiple factories/multiple COO , the same structure, resources is mirrored.

Fully meet - YES

Clear JD and R&R for all Quality functions, the success of those quality functions can be seen on th
audit ( e.g. production walk thru, inline inspection ) ,Clear KPI & Clear quality goal To define the e

Do not meet - NO
NO clear JD and R&R for all Quality functions, the success of those quality functions can't be seen o
visit/ audit ( e.g. production walk thru, inline inspection ) , no Clear KPI & Clear quality goal to defi
role.

Fully meet - YES

Enough people to cover all necessary task within the organization. Could be judged based on inspection efficiency and acc

Do not meet - NO
with reference to Lab/QA/OCPT part

Fully meet - YES

Lab Capacity enough to cover development /production test for any test method that accredited by 3rd party.

Do not meet - NO
with reference to Lab/QA/OCPT part

Fully meet - YES

With reference to OCPT guideline and document
Fully meet - YES
Process controller for Outsourced/subcontractor supplier : minimal 1 assign process controller to control out
ensure same implementation as internal quality check ( random check process )
Fully meet - YES
There is a basic induction program to manufacturing, quality assurance, all quality manuals, procedures, policies, and prac
Advance training available to cover any topic beyond above.
Standard soft skills (HR driven) and adv. technical skills (lean, software & etc.) training are available for all necessary perso

Do not meet - NO
No induction program to manufacturing, quality assurance, all manuals, procedures, policies, and practices are also cover
No advance training available to cover any topic beyond above.
No standard soft skills (HR driven) and adv. technical skills (lean, software & etc.) training are available for all necessary pe

Fully meet - YES

Develop plan for key quality personnel in placed to support career growth within the organization and enable T1 to retain

Do not meet - NO
No available plan for key quality personnel in placed to support career growth within the organization and enable T1 to re

Fully meet - YES

Key critical roles within the quality team has a clearly identified successor and there is sufficient training plan , talents with

Do not meet - NO
Key critical roles within the quality team has not a clearly identified successor and there is no sufficient training plan , talen
identified

EXPECTATION

Fully meet - YES

Strategy that focus clearly on drive BA criteria from develop to production with regular activites.

Do not meet - NO
No strategy that focus clearly on drive BA criteria from develop to production with regular activites.

Fully meet - YES

Leadership team OM/GM/FM/ VP/Snr. Dir./Snr. Mngr. level are the drivers for all quality initiatives. Implement NO Qualit
efficiency/ target achievement over Quality.

Fully meet - NO
Not all leadership team OM/GM/FM/ VP/Snr. Dir./Snr. Mngr. level are the drivers for all quality initiatives, not implement
efficiency/ target achievement over Quality.
Fully meet - YES
Leadership team is all OM/GM/VP/Snr. Dir./Snr. Mngr. level are the ones who take quick action to ensure the concerns are

Do no meet - NO
Leadership team is not all OM/GM/VP/Snr. Dir./Snr. Mngr. level or are the ones who don't take quick action to ensure the
Fully meet - YES
Leadership team ( OM/GM/VP/Snr. Dir./Snr. Mngr.-leveled) have their routine production walkthrough to inspect both pr
involve in Quality initiative and audit activites

Fully meet - NO
Not all leadership team ( OM/GM/VP/Snr. Dir./Snr. Mngr.-leveled) have their routine production walkthrough to inspect b
time to time involve in Quality initiative and audit activites
Fully meet - YES
There is a high-level Group supplier self-driven quality vision & mission and communicated to all employee.

Do not meet - NO
There is not available a high-level Group supplier self-driven quality vision & mission, no not communicated to employee.

Fully meet - YES

There are clearly defined quality matrix, targets and roadmaps and the targets and roadmaps aligned with adidas Quality K

Do not meet - NO
Clearly defined quality matrix, targets or roadmaps not availables, or not aligned with adidas

Fully meet - YES

Target and roadmap are executed well with clear deliverable measured and as per committed timeline , if timeline was no
to achieve

Do not meet - NO
Target and roadmap are not executed well with clear deliverable measured and as per committed timeline , if timeline wa
and plan to achieve

Fully meet - YES

There are investment roadmaps in place for training and to purchase or upgrade technology for testing, manufacturing & q
deliverables inline with adidas requirement. The roadmap is well-deployed within the defined timelines and analysis has b
new technology.

Do not meet - NO
No investment roadmaps available.
No evidence to implement the roadmap within the defined timelines.
No application of data analysis from that technology to define quality action plan. (and

EXPECTATION

Fully meet - YES

show efforts in driving RFT quality , put Quality as priority and not compromised ,not taking short
that might lead into Quality risk at development and production stage.

Fully meet - YES

did not show efforts in driving RFT quality , put Quality as priority and not compromised ,not takin
loopholes that might lead into Quality risk at development and production stage.
Fully meet - YES
Clear visibility on managing quality in terms of no compliance.

Do not meet - NO
Supplier Quality Team are not fully sticking to no compromising on the integrity of product and bra
Fully meet - YES
High level of integrity in driving RFT Quality , driving Quality mindset and NO quality tolerance imp
open to address quality issue on production, own the quality - high ownership without LO presence

Do not meet - NO
Not meet high level of integrity in driving RFT Quality , driving Quality mindset and NO quality tole
Transparent and open to address quality issue on production, not own the quality - high ownership
Fully meet - YES
If an issue is found , supplier quality team is taking on the challenge to improve, reduce, eliminate
follow up to avoid repetition with a clear measurable outcome.

Do not meet - NO
Supplier quality team is not taking full responsibility to address all quality concerns and drive the im
Fully meet - YES
T1 management and leader give clear empowerment to the quality team when it comes to quality
to take decision and execute.

Do not meet - NO
No clear empowerment available when it comes to quality issues.

Fully meet - YES

Supplier Quality Team able to develop a detailed Deep-Dive root cause analysis for any quality issue , action
of issue , take systematically preventive action and solve quality issue on production floor

Fully meet - YES

The supplier Quality Team is able to identify quality risk as the earliest development stage and able to provid
suggestion) / trim& material suggestion to minimize the quality risk , and address the issue at the right timin
Fully meet - YES
Daily execution of all the projects with a high success level, measure thru the effectiveness and ou

Do not meet - NO
Supplier Quality Team is not handling the Daily execution of all the projects with high success rate
and outcome

EXPECTATION
Fully meet - YES
Quality platform where document of the product, process, best practices documented and share across the
Factory facilities/ different function such as development/production/ sub process, The best practices are eas
share.
Fully meet - YES
All Quality information available in one platform , which is accessible for all quality team to share best pract
Ensure no issue repetition .
Fully meet - YES
Clear and effective Escalation process for any quality concerns , sufficient improvement and corrective act
execute to solve the issue.

Fully meet - YES

Effective escalation process and transparent information flow to adidas LO team for any quality issue in development & pr
the CAP frequently updated to LO with clear measurables.

Fully meet - NO
No effective escalation process and transparent information flow to adidas LO team for any quality issue in development &
of the CAP is not frequently updated to LO with clear measurables.

Fully meet - YES

Always stressing the importance of quality right first time in every aspect and always complying to standards
Fully meet - YES
There is always only one message across the board to enforce high quality and ensure everyone knows it an
Fully meet - YES
All employee regardless of level has the power to reject product due to poor quality.
Fully meet - YES
There is the ability to document, summarize and report back to brand on routine operational topics on agreed frequency

Do not meet - NO
The ability to document, summarize and report back to brand on routine operational topics on agreed freqency is not avai

Fully meet - YES

There is the ability to pull together High-Level presentations with the right content and deliver it to the right audience.

Do not meet - NO
The ability to pull together High-Level presentations with the right content and deliver it to the right audience is not availa
2023 version CHANGE
Combined with 1.4.4: There is adequate Basic &
Advanced Training to ensure all quality personnel is
fully versed on quality management systems,
manufacturing, process, products.
There is clear training emphasis on developing Soft
Skills and Tech Skills involving digital workspace or
related software
2 combined :"There are clearly defined Quality Matrix,
Targets and Roadmapswhich aligned with adidas KPIs &
direction. "
remove