{"text_format":"1","workbook":"xlsx","n_sheets":13,"sheets":["Intent","Instructions","OF Readiness Scoring Summary","Action Plan","Addtl Gaps","OFRA (Tour Checklist)","Leadership","Plan the Order","Acquire the Material","Make the Order","Terminology","MCT","History of Changes"],"not_rendered":{"charts":1,"images":3,"macros":1,"external_links":0,"defined_names":17,"comments":1,"pivot_tables":0},"unopened":[],"bounds":{"document_bytes":16777216,"sheet_cells":100000,"rows_first":2000,"rows_last":500,"rows_between":2000,"halvings":0,"cell_chars":16384,"cell_head_chars":4096},"cells_cut":0,"cells_raw":0,"read":"whole","date_system":"1900"}

{"sheet":"Intent","index":0,"n_rows":12,"n_cols":1,"rows_kept":12,"cut":false,"hidden":true,"merged":[[7,0,7,2],[3,0,3,2],[8,0,8,2],[11,0,11,2],[9,0,9,2],[4,0,4,2],[10,0,10,2],[0,0,0,2],[1,0,1,2],[2,0,2,2],[5,0,5,2],[6,0,6,2]]}
["OF Risk Assessment - Intent"]
["This is a high-level assessment intended to assess supplier order fulfillment (Delivery) readiness, identify risks, and drive improvements."]
["This assessment is performed at the supplier and takes approximately 1.5 days to complete."]
["Click here to review EXPECTATIONS OF SUPPLIER"]
["Click here to review ASSESSOR INSTRUCTIONS"]
["John Deere targets a minimum score of 3 for each question to limit order fulfillment risk in the supply chain. Questions scored below a 3 are considered to be gaps-to-the-assessment. As part of the supplier selection process, each gap will require an Action Plan and must be reviewed with John Deere Supply Management professionals."]
["Questions with a score of 1 or below will result in failure of the assessment. If only minor non-conformances are found (score of 2), a score of 60 must be achieved to pass."]
["If any safety or environmental concerns are observed during the assessment, they will be communicated to the supplier and, when appropriate to John Deere corporate compliance."]
["Corporate Supply Management is the owner of this assessment and is the single point of contact to make/approve revisions. Please send your feedback to the OFRA CoP lead at the following email address, or visit the below OFRA CoP SharePoint site:"]
["LowellElizabethC@JohnDeere.com"]
["Link to OFRA CoP SharePoint Site"]
["Printed copies are uncontrolled and may not be current.  The official and current version can be found on the Corporate Supplier Development website.  \"Copyright © Deere & Company, as an unpublished work.  THIS MATERIAL IS THE PROPERTY OF DEERE & COMPANY.  ALL USE, DISCLOSURE, AND/OR REPRODUCTION NOT SPECIFICALLY AUTHORIZED BY DEERE & COMPANY IS PROHIBITED.\""]

{"sheet":"Instructions","index":1,"n_rows":70,"n_cols":6,"rows_kept":70,"cut":false,"hidden":true,"merged":[[0,0,0,3],[2,1,2,3],[3,1,3,3],[4,1,4,2],[30,1,30,3],[9,1,9,3],[17,1,17,3],[18,1,18,3],[22,1,22,3],[23,1,23,3],[24,1,24,3],[21,1,21,3],[25,1,25,3],[26,1,26,3],[1,0,1,3],[28,1,28,3],[7,0,7,1],[69,1,69,3],[51,1,52,1],[51,2,52,2],[51,3,52,3],[59,1,59,4],[51,4,52,4],[60,1,61,1],[60,2,61,2],[60,3,61,3],[60,4,61,4],[68,1,68,2],[50,1,50,4],[31,1,31,3],[5,0,5,1],[48,1,48,2],[47,1,47,2],[46,1,46,2],[45,1,45,2],[16,0,16,1],[15,0,15,1],[14,0,14,1],[12,0,12,1],[6,0,6,1],[20,0,20,3],[13,0,13,1],[29,1,29,3],[34,1,34,3],[27,1,27,3],[8,0,8,1]]}
["Order Fulfillment Risk Assessment"]
["EXPECTATIONS OF SUPPLIER"]
["o","Watch the 4 min. OFRA introduction video (no login required)"]
["o","Notify lead assessor of any specific requirements of entry to facility such as personal protective equipment, confidentiality agreements, multiple manufacturing locations, etc."]
["o","Prepare for assessment"]
["o",null,"Assign an owner for each section"]
["o",null,"Identify and prepare supporting evidence for each question"]
["o",null,"Ensure availability of key personnel during assessment"]
["o",null,"Communicate with the Deere assessor regarding logistical needs"]
["o","A score of 3 on each question is required. The assessment may be passed with minor non-conformances (score of 2) as long as the total score is 60% or higher. The Assessment is failed if any Major non-conformances are issued (scores of 1 or 0)."]
["o","Complete corrective action for questions with a score of 2 or less prior to starting business"]
["o","Comply with other applicable John Deere Documents"]
["o",null,"John Deere Supplier Code of Conduct (English)"]
["o",null,"John Deere Supplier Code of Conduct (Other Languages)"]
["o",null,"John Deere Restricted Materials List"]
["o",null,"John Deere Supplier Quality Manual"]
["o",null,"Purchasing Terms and Conditions"]
["\no","NOTE: Each section of the assessment contains a column labeled \"Example Supporting Evidence.\" This column provides examples of typical supplier responses or example documentation to use as evidence. The examples are not all encompassing nor do they guarantee a particular score on a given element."]
[{"$f":"+A23","v":"o"},"NOTE: Underlined terms are defined in the Terminology Tab."]
[]
["ASSESSOR INSTRUCTIONS"]
["o","Score each question after asking  \"Could this impact Deere production?\""]
["o","Complete qualification process prior to leading an OFRA."]
["o","Review the scoring guidelines listed below."]
["o","Ensure that comments contain sufficient detail so that another assessor would arrive at the same score based solely on your comments."]
["o","Ensure that the final report is in English. Note that translations of this assessment are provided as an aid to the assessors and suppliers, but the form and comments filed in the Supplier Qualification System (SQS) should be in English. If there is a conflict between the English version and a translated version, the English version is to be the overriding standard."]
["o","Summarize gaps-to-the-assessment in Action Plan tab"]
["o","Summarize opportunities for improvement in the Action Plan tab"]
["o","Store completed assessment in the Supplier Qualification System (SQS)"]
["o","Document major non-conformances and corrective actions in the Non-conforming Corrective Action (NCCA) system"]
["o","Notify Corporate compliance of potential nonconformance to the supplier code of conduct or restricted materials list."]
["o","Password to unprotect Excel sheets: RISK"]
[]
[]
[null,"OF Risk Assessment \nLikert Scoring Guidelines"]
[null,"Likert Score","Guidelines","Action Plan\n(NCCA or Factory Equivalent)"]
[null,0,"No deployment evident.","Required"]
[null,1,"Must meet scorecard Likert criteria.","Required"]
[null,2,"Must meet the scoring criteria of a \"1\" and any part of a \"3\".","Not Required"]
[null,3,"Must meet scorecard Likert criteria.  \n(Minimum requirement(s) met and effectively implemented & documented).","Not Required"]
[null,4,"Must meet the scoring criteria of a \"3\" and some of a \"5\".","Not Required"]
[null,5,"Must meet scorecard Likert criteria.","Not Required"]
[null,"N/A","Not under supplier´s control / responsibility.","Not Required"]
[]
[]
[null,"Scoring Guideline Information"]
[null,"6 months of maturity or the maximum score is a \"3\"."]
[null,"Maturing can be documented by 6 months of: historical records, trend analysis, etc."]
[null,"No rounding of scores is allowed (up or down)."]
[]
[null,"ORDER FULFILLMENT READINESS"]
[null,"Category","Goal","Typical Participating Supplier Employees","Maximum Points"]
[]
[null,"Leadership","This category includes all strategic activities the supplier performs to ensure continuity of supply and continuous improvement. (7 Questions)","Company Management, Employee representatives",300,{"$f":"Leadership!$J$4","v":0}]
[null,"Plan the Order","This category ensures the supplier has a system in place to receive Deere forecast and firm order requirements and to transfer this information to their in-house production planning system. (4 Questions)","Buyers, Planners",75,{"$f":"'Plan the Order'!$J$4","v":0}]
[null,"Acquire the Material","This category ensures the supplier has a replenishment system with its supply base to ensure raw material and purchased components are available when needed. (9 Questions)","Production Leaders, Planners, Material Coordinators, Maintenance Leaders, Buyers",125,{"$f":"'Acquire the Material'!$J$4","v":0}]
[null,"Make the Order","This category includes all activities the supplier performs after it authorizes production and concludes with the completed order staged for pickup. (12 Questions)","Buyers, Planners, Production Leaders, Maintenance Leaders,  Engineer",200,{"$f":"'Make the Order'!J4","v":0}]
[null,null,null,"Totals for Assessment",{"$f":"SUM(E54:E57)","v":700},{"$f":"SUM(F54:F57)","v":0}]
[]
[null,"RISK READINESS"]
[null,"Category","Goal","Typical Participating Supplier Employees","Maximum Points"]
[]
[null,"Geographic Risk","Geographic risks have been identified and appropriate mitigation plans are in place.","Company Management, Employee representative, Safety Coordinator",60]
[null,"Mitigation Planning\nInternal  ","Internal risks such as loss of intellectual property, workplace violence, etc. have been identified and appropriate prevention and contingency plans are in place.","Company Management, Employee representative, Risk Manager",35]
[null,"Order Fulfillment Risk Identification","Critical factors and potential risks that can affect continuous supply have been identified, and a process is established to proactively communicate risk exposure to the customer.","Company Management, Employee representative, Safety Coordinator",55]
[null,"Supply Base Contingency Planning","Second tier supplier risks have been identified, and contingency plans are in place to mitigate potential supply chain disruptions.","Company Management, Supply Management, Materials Manager",55]
[null,"Labor Planning","A process is in place to address current and future labor needs, and maintain a qualified labor base.","Company Management, Employee representative, Safety Coordinator",50]
[null,"Tooling Life","A robust tool management system is correctly executed to prevent potential quality and / or delivery issues.","Company Management, Employee representative, Safety Coordinator",45]
[null,null,null,"Totals for Assessment",{"$f":"SUM(E63:E68)","v":300}]
[null,"Printed copies are uncontrolled and may not be current.  The official and current version can be found on the Corporate Supplier Development website.  \"Copyright © Deere & Company, as an unpublished work.  THIS MATERIAL IS THE PROPERTY OF DEERE & COMPANY.  ALL USE, DISCLOSURE, AND/OR REPRODUCTION NOT SPECIFICALLY AUTHORIZED BY DEERE & COMPANY IS PROHIBITED.\""]

{"sheet":"OF Readiness Scoring Summary","index":2,"n_rows":32,"n_cols":9,"rows_kept":32,"cut":false,"hidden":false,"merged":[[31,4,31,7],[32,4,32,7],[25,6,25,7],[25,4,25,5],[30,6,30,7],[26,4,26,5],[27,4,27,5],[28,4,28,5],[29,4,29,5],[27,6,27,7],[28,6,28,7],[29,6,29,7],[30,4,30,5],[26,6,26,7],[22,2,22,7],[17,1,17,7],[20,1,20,7],[24,2,24,3],[16,1,16,7],[19,1,19,7],[18,0,18,7],[24,4,24,5],[24,6,24,7],[3,2,3,3],[3,4,3,7],[4,2,4,3],[4,4,4,7],[5,2,5,3],[5,4,5,7],[0,2,0,4],[0,5,0,7],[1,2,1,3],[1,4,1,7],[2,2,2,3],[2,4,2,7],[6,2,6,3],[6,4,6,7],[7,4,7,7],[7,2,7,3],[8,4,8,7],[10,2,10,3],[10,4,10,7],[11,2,11,3],[11,4,11,7],[9,4,9,7],[12,4,12,7],[13,2,13,3],[13,4,13,7],[15,0,15,7],[14,0,14,7]]}
["SUPPLIER NAME: ",null,"ASSESSMENT DATE: "]
[]
["Supplier #: ",null,"Audit #:"]
[null,null,"Other Supplier Participants: "]
["Address:"]
[]
[null,null,"Lead Assessor: "]
["Supplier Team-Leader: ",null,"Team Members: "]
["Position:"]
["Phone: "]
["Email: "]
["Principle Products: ",null,"Process(es) / Product(s) Assessed: "]
[]
[]
["EXECUTIVE SUMMARY"]
["ORDER FULFILLMENT READINESS"]
["Strengths: "]
["General Comments: "]
["RISK READINESS"]
["Strengths: "]
["General comments"]
[]
[null,null,"Target is to have all questions scored a 3 or above.  Engage John Deere Supply Management professionals to address gaps as needed."]
[]
[null,null,"ORDER FULFILLMENT READINESS",null,"Gaps",null,"Strengths"]
[null,null,"Category","Percent achieved","Questions less than 3",null,"Questions greater than 3"]
[null,null,"Leadership",{"$f":"Leadership!$J$4/Leadership!$I$4","v":0},{"$f":"SUM(COUNTIF(Leadership!$D$6:$D$11,\"<3\"),COUNTIF(Leadership!$D$13:$D$14,\"<3\"), COUNTIF(Leadership!$D$16:$D$17,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF(Leadership!$D$6:$D$11,\">3\"),COUNTIF(Leadership!$D$13:$D$14,\">3\"), COUNTIF(Leadership!$D$16:$D$17,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF(Leadership!$D$6:$D$11,\"<2\"),COUNTIF(Leadership!$D$13:$D$14,\"<2\"), COUNTIF(Leadership!$D$16:$D$17,\"<2\"))","v":0}]
[null,null,"Plan the Order",{"$f":"'Plan the Order'!$J$4/'Plan the Order'!$I$4","v":0},{"$f":"SUM(COUNTIF('Plan the Order'!$D$6:$D$12,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Plan the Order'!$D$6:$D$12,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF('Plan the Order'!$D$6:$D$12,\"<2\"))","v":0}]
[null,null,"Acquire the Material",{"$f":"'Acquire the Material'!$J$4/'Acquire the Material'!$I$4","v":0},{"$f":"SUM(COUNTIF('Acquire the Material'!$D$6:$D$10,\"<3\"),COUNTIF('Acquire the Material'!$D$12:$D$16,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Acquire the Material'!$D$6:$D$10,\">3\"),COUNTIF('Acquire the Material'!$D$12:$D$16,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF('Acquire the Material'!$D$6:$D$10,\"<2\"),COUNTIF('Acquire the Material'!$D$12:$D$16,\"<2\"))","v":0}]
[null,null,"Make the Order",{"$f":"'Make the Order'!$J$4/'Make the Order'!$I$4","v":0},{"$f":"SUM(COUNTIF('Make the Order'!$D$6:$D$14,\"<3\"),COUNTIF('Make the Order'!$D$16:$D$18,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Make the Order'!$D$6:$D$14,\">3\"),COUNTIF('Make the Order'!$D$16:$D$18,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF('Make the Order'!$D$6:$D$14,\"<2\"),COUNTIF('Make the Order'!$D$16:$D$18,\"<2\"))","v":0}]
[null,null,"TOTAL",{"$f":"SUM(Leadership!J4,'Plan the Order'!J4,'Acquire the Material'!J4,'Make the Order'!J4)/SUM(Leadership!I4,'Plan the Order'!I4,'Acquire the Material'!I4,'Make the Order'!I4)","v":0},{"$f":"SUM(E27:E30)","v":0},null,{"$f":"SUM(G27:G30)","v":0},null,{"$f":"SUM(I27:I30)","v":0}]
[null,null,"Major NC",{"$f":"SUM(COUNTIF(Leadership!$D$6:$D$11,\"<2\"),COUNTIF(Leadership!$D$13:$D$14,\"<2\"),COUNTIF(Leadership!$D$16:$D$17,\"<2\"),COUNTIF('Plan the Order'!$D$6:$D$12,\"<2\"),COUNTIF('Acquire the Material'!$D$6:$D$10,\"<2\"),COUNTIF('Acquire the Material'!$D$12:$D$16,\"<2\"),COUNTIF('Make the Order'!$D$6:$D$14,\"<2\"),COUNTIF('Make the Order'!$D$16:$D$18,\"<2\"))","v":0},{"$f":"IF($D31=0%,\"Not Scored\",IF($I$31>=1,\"FAIL\",IF($D$31>=65%,\"PASS\",\"FAIL\")))","v":"Not Scored"}]

{"sheet":"Action Plan","index":3,"n_rows":23,"n_cols":8,"rows_kept":23,"cut":false,"hidden":false,"merged":[[4,0,5,7],[20,0,21,7],[22,5,22,7],[23,5,23,7],[24,5,24,7],[26,5,26,7],[6,0,6,4],[6,5,6,7],[22,2,22,4],[23,2,23,4],[24,2,24,4],[25,2,25,4],[26,2,26,4],[25,5,25,7],[31,2,31,4],[30,5,30,7],[31,5,31,7],[32,2,32,4],[33,2,33,4],[32,5,32,7],[33,5,33,7],[30,2,30,4],[27,2,27,4],[27,5,27,7],[28,2,28,4],[29,2,29,4],[28,5,28,7],[29,5,29,7],[1,2,1,3],[2,2,2,3],[0,5,0,7],[1,5,1,7],[2,5,2,7]]}
["Supplier Name: ",null,null,{"$f":"IF(NOT(ISBLANK('OF Readiness Scoring Summary'!B1)),'OF Readiness Scoring Summary'!B1,\"\")","v":""},"Assessment Date:",{"$f":"IF(NOT(ISBLANK('OF Readiness Scoring Summary'!F1)),'OF Readiness Scoring Summary'!F1,\"\")","v":""}]
[null,"Supplier Location: ",null,null,"Updated Date: "]
[null,"Supplier Number: ",{"$f":"IF(NOT(ISBLANK('OF Readiness Scoring Summary'!B3)),'OF Readiness Scoring Summary'!B3,\"\")","v":""},null,"Lead Assessor: ",{"$f":"IF(NOT(ISBLANK('OF Readiness Scoring Summary'!E7)),'OF Readiness Scoring Summary'!E7,\"\")","v":""}]
[]
["GAPS TO THE ASSESSMENT\nSupplier scored less than a 3 for each question below and should provide corrective action to close the gap.\n NCCA(s) or factory equivalent to be created for scores of 0 or 1."]
[]
["John Deere Assessor",null,null,null,null,"Supplier Completes"]
["Category","Question\nNumber","Score","Gap Description","NCCA\n#","Action Plan","Owner","Target\nDate"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
["OPPORTUNITIES FOR IMPROVEMENT\nAction plans are not required for these items."]
[]
["Category","Question\nNumber","Opportunity for Improvement",null,null,"Actions Taken"]

{"sheet":"Addtl Gaps","index":4,"n_rows":4,"n_cols":8,"rows_kept":4,"cut":false,"hidden":false,"merged":[[2,0,2,4],[2,5,2,7],[0,0,1,7]]}
["GAPS TO THE ASSESSMENT\nSupplier scored less than a 3 for each question below and should provide corrective action to close the gap.\n NCCA(s) or factory equivalent to be created for scores of 0 or 1."]
[]
["John Deere Assessor",null,null,null,null,"Supplier Completes"]
["Category","Question\nNumber","Score","Gap Description","NCCA\n#","Action Plan","Owner","Target\nDate"]

{"sheet":"OFRA (Tour Checklist)","index":5,"n_rows":41,"n_cols":3,"rows_kept":41,"cut":false,"hidden":false,"merged":[]}
["Lane","New OFRA tour checklist","Notes"]
["Leadership"]
[1.2," Metrics shared with employees, updated at least monthly"]
[]
[1.5,"If applicable, evidence of capture of CI ideas from operators."]
[1.6,"Training matrix, logs or HR records"]
[null,"Obtain names of some operators and their applicable MWI documentation (Verify status in Training matrix, logs or HR records)"]
["Plan"]
[2.5,"Observe automated or visual indicators for urgent/priority orders"]
[2.6,"Observe staging area for FG"]
["Acquire"]
[3.1,"All raw material and purchased components are uniquely identified"]
[null,"Product protection to prevent damage is evident"]
[null,"Demonstration and documentation of FIFO"]
[3.3,"Min / Max, Kanban"]
["Make"]
[4.5999999999999996,"Verify selected spare parts held in stock (unique locations, labels, ID)"]
[5,"5S - Well organized and clean work stations and equipment"]
[null,"Materials, documentation, checklists and/or PM procedures and tools required are easily accessible"]
[null,"Operators can safely (protective equipment & ergonomics) and efficiently complete their jobs"]
[null,"Material flow throughout the factory floor is being optimized to reduce waste"]
[null,"5S includes maintenance and tooling areas"]
[null,"Visual factory; information about plant, workforce, customers and products are visually available and up-to-date"]
[null,"Facility is clean, orderly and well lit; air quality is good and noise levels are appropriate"]
[null,"Lean principles are evident through the shop floor"]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[]
[3.1,"Well-organized and clean work stations and equipment (workstations, maintenance and tooling areas)"]
["(Workstation Organization)","Materials, documentation and tools required are easily accessible"]
[null,"Operators can safely and efficiently complete their jobs"]
[null,"Checklists and/or PM procedures are available and completed per supplier-defined requirements"]
[null,"5S"]
[3.2,"Inventory of spare parts for critical equipment"]

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["Order Fulfillment (OF) Risk Assessment",null,null,null,null,null,null,null,null,null,null,"Supplier \"Leadership\" Lane Owner:\n Name: \n Email:\n Phone:"]
["Leadership",null,null,"This section includes all activities that the supplier performs from a strategic position to ensure continuity of supply and continual improvement."]
["#","Question Content","Interview Questions\nSupplier to demonstrate compliance through examples","Score \n(0-5)        0=low","Assessment Comments - Required:  Describe in detail what the supplier used to support their answer","Scoring Criteria",null,null,"Maximum Points","Achieved Points","Required Verification","Example Supporting Evidence\n(see Intent tab for clarification)"]
[null,null,null,null,null,1,3,5,{"$f":"SUM(I5,I12,I15)","v":100},{"$f":"SUM(J5,J12,J15)","v":0}]
["Business Management",null,null,{"$f":"J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I11)","v":70},{"$f":"SUM(J6:J11)","v":0}]
["1.0","Business Growth","How is your business strategy supporting organization /company vision or growth?",null,null,"● Limited explanation of business strategy","\n● Supplier has documented business strategy \n\n● Supplier has documented internal business reviews, such as a SWOT analysis\n\n● Supplier can verbally explain competitiveness within their industry and plans to maintain\n\n● Supplier can demonstrate understanding of broader industry trends (investing in new tech, to set apart) \n","● All of a \"3\"\n\n● Supplier has documented short-term and long-term year business strategy to maintain competitiveness within their industry\n\n● Supplier internal business reviews, (such as a SWOT analysis) including industry analysis (capital, labor/pay, reverse engineering, methods/tech)\n\n● Supplier has documented knowledge of marketplace competitiveness and/or benchmarking activities",{"$f":"IF($D6=\"N/A\",0,10)","v":10},{"$f":"IF(D6=\"N/A\", 0,   IF(D6=3,   3.25*I6/5,            D6*I6/5))","v":0},"Documentation","Strategic business plan\nShort-term business strategy is 1-3 year\nLong-termbusiness strategy is 3-10 year\nCapital investment plan\nIndustrial Competitive Analysis\nSWOT analysis\nProjected Demand Forecast"]
["1.1","Business Monitoring (Factory)","What KPIs do you use to drive improvements to meet overall business strategy",null,null,"● Informal explanation of how KPIs are defined","● Yearly Strategic Planning session held to define business KPIs\n\n● Monthly management review of KPI performance to goals","\n● All of a \"3\"\n\n● Documentation of how operational KPIs support Business Strategy\n\n● Weekly management review of KPI performance to goals\n",{"$f":"IF($D7=\"N/A\",0,10)","v":10},{"$f":"IF(D7=\"N/A\", 0,   IF(D7=3,   3.25*I7/5,            D7*I7/5))","v":0},"Documentation","GEMBA walks\nBusiness Strategy documentation\nManagement reviews meeting notes"]
["1.2","Business Monitoring (Department)","What metrics do you use to monitor and improve your operational (KPI) performance (ex. Reduce leadtimes, eliminate waste, improve throughput, manage bottleneck operations, etc)?",null,null,"● Supplier is collecting performance data (safety, quality, delivery)","●  Metric defined and goal is documented (safety, quality, delivery, financial)\n\n● Performance data is collected and improvement plans are implemented when goals are not met\n\n● Visually display performance to goal, updated at least monthly to all employees","\n● All of a \"3\"\n\n● Comprehensive trend analysis to prioritize performance improvements\n\n● Formal methodologies are used to drive process improvements resulting in demonstated effectiveness\n\n● Visually display performance to goal, updated at least weekly to all employees\n\n● Verification with employee to verify understanding of metrics\n",{"$f":"IF($D8=\"N/A\",0,15)","v":15},0,"Documentation / Physical","Display board or TV screen\nOperational Metrics\nGraphs and Paretos\nImprovement Project plans\nGEMBA walks\nMethodologies: Lean manufacturing toolbox"]
["1.3","Sales and Operation Planning ","At a leadership level how do you ensure alignment between customer order levels and production capacity to meet those orders?",null,null,"●  Informal Sales and Operation Planning process","\n● Formal Sales and Operation Planning process includes a few functions of the OF process (Leadership, Plan, Acquire, Make, and Ship)\n\n● Sales and Operation Planning meets monthly\n\n● Supplier has manual process to identify limitations to meeting customer demand (bottlenecks)\n\n● Verbal explanation of actions taken to meet customer demand\n","\n● All of a \"3\"\n\n● Formal  Sales and Operation Planning includes all functions of the OF process (Leadership, Plan, Acquire, Make, and Ship)\n\n● Sales and Operation Planning meets bi-weekly\n\n● Supplier leverages systems integration to understand limitations to meeting customer demand (bottlenecks)\n\n● Documented action plans to meet cutomer demand",15,0,"Documentation","SOP Minutes / Agenda\nAction plan detailing plan to meet requirements\n(identification of OF constraints)"]
["1.4","Product\nManagement","How do you manage implemention of new part programs into production?",null,null,"●  Informal planning process","\n●  Project plan sufficient to meet the complexity of the project \n\n● System to track major tasks to completion\n\n● Program/Project manager identified\n\n● Participation in packaging selection (most decisions confirmed after part release)\n","\n● All of a \"3\"\n\n● Project plan per Advanced Product Quality Planning (APQP) per Automotive Industries Action Group (AIAG) standards\n\n● Process for returnable container management and alternate packaging defined for returnable containers",{"$f":"IF($D10=\"N/A\",0,10)","v":10},0,"Documentation","Examples of major tasks: Print Reviews, Tooling reviews, Packaging selection, pre-production units, parameter uploads, and Service initial stock orders\n\nGnatt chart\nProject Planning records\nAPQP documentation\nMeeting minutes / notes for Project\n\nCapability of returnable container:\nCurrently performing (Physical verification)\n"]
["1.5","Continuous Improvement","How do you engage all levels of the organization to capture and implement continuous improvement ideas? ",null,null,"● Limited continuous improvement","\n●  Verbal explanation of methods to capture continuous improvement opportunities from a variety of sources\n\n● Suggestion receipt is acknowledged (for approved and rejected opportunities)\n\n● Approved suggestions are implemented and can be demonstrated\n","●  Formal system to capture continuous improvement opportunities through closure\n\n●  Documented acknowledgement of suggestion receipt and final status to submitter\n\n● Formal recognition program",{"$f":"IF($D11=\"N/A\",0,10)","v":10},0,"Documentation / Physical","Employee suggestion program\nSample of employee suggestions\nCI projects\nPoke-yoke journals\nSuggestion Tracking"]
["Labor Management",null,null,{"$f":"J12/I12","v":0},null,null,null,null,{"$f":"SUM(I13:I14)","v":20},{"$f":"SUM(J13:J14)","v":0}]
["1.6","Labor","How do you identify training needs in your production employees?",null,null,"● Individual training records are available for annual trainings","● Training matrix/software available that identifies personnel trained at each position/process\n\n● Work instructions are available for each position\n\n● Training matrix/software is manually updated monthly","\n● All of a \"3\"\n\n● Training matrix/software identifies employees certified as a trainer and other key positions \n\n● Documented process for recertification of cross trained positions (not primary position)\n\n● Training matrix/software is updated when training occurs or documentation is changed\n\n● Proactively maintains skilled workforce through cross training\n",{"$f":"IF($D13=\"N/A\",0,10)","v":10},0,"Documentation / Physical","Matrix: able to be composed from various sources\n\nEmployee progression key\nTraining Matrix\nFormal job descritions\nHR training records\nTraining logs\nTraining tracking software"]
["1.7","Labor","How are long term labor needs monitored? What steps do you take to ensure labor availability?",null,null,"● Verbal explanation of planning for future labor needs","\n● Documented plan defines future labor needs (including: labor skill requirements, expected employee turnover and training time)\n\n● Verbal explanation of process to monitor qualified labor in the area, to be able to react to business needs\n\n● Verbal explanation of plan's effectiveness for supplier's business\n","\n● All of a \"3\"\n\n● Proactive collaboration for developing future employees\n\n● Documentation  of plan's effectiveness for supplier's business\n",{"$f":"IF($D14=\"N/A\",0,10)","v":10},0,"Documentation","Hiring process leadtime (from req to fully trained)\nLabor planning process\nEmployment level documentation\nCollaboration / Partnerships\nLocal unemployment data\nApplication submission data trends\nOps/HR meeting minutes"]
["Business Continuity Planning",null,null,{"$f":"J15/I15","v":0},null,null,null,null,{"$f":"SUM(I16:I17)","v":10},{"$f":"SUM(J16:J17)","v":0}]
["1.8","Contingency Planning\n(Risk Identification)","How are internal operation disruptions and inherent external disruptions to the business identified? \n\n(Cyber security, natural disasters, bomb threat, active shooter, pandemic)",null,null,"●  Internal risks can be explained\n\n●  Employees are not trained on escalation rules/processes","\n● Most internal and inherent external (cyber security and natural disasters) disruptions are documented with evacuation/escalation plan\n\n● Key contacts are identified for each disruption\n\n● Crisis team is documented and trained in response responsibilities\n\n● Employees have been trained and understand established escalation rules, annually\n","\n● All of a \"3\"\n\n● RPN scores are calculated for each disruption\n\n● Crisis team is documented and trained in response responsibilities, annually\n\n● Table top exercises are regularly utilized to ensure plans can quickly and efficiently be executed\n\n● Contingency plans are stored locally and at an offsite location (i.e. cloud)\n",{"$f":"IF($D16=\"N/A\",0,5)","v":5},0,"Documentation","Current Contingency (Business Continuity Plans; BCP) plan for each risk\nCurrent Action owners and contacts\nTraining\nEscalation rules /procedures\nCurrent Training documents \nCrisis Team information"]
["1.9","Contingency Planning\n(Risk Mitigation)","What are the risk mitigation plans for each of the identified disruptions to the business?\n\n\nThis question excludes suppliers\n",null,null,"● No formal mitigation plans for disruptions","\n● Most internal and inherent external disruptions (cyber security and natural disasters)  are documented with action plan to minimize impact to customers\n\n● Plan allows proactive and timely communication with customers and suppliers\n","\n● All of a \"3\"\n\n● Contingency Plans identified for disruptions with risk of high impact. Such as alternative manufacturing and proactive PPAPs\n\n● Documented communcation plan to customers, within 8 hours of the event\n",{"$f":"IF($D17=\"N/A\",0,5)","v":5},0,"Documentation","Current Contingency (Business Continuity Plans; BCP) plan for each disruption\nRPN / Risk analysis score"]

{"sheet":"Plan the Order","index":7,"n_rows":12,"n_cols":12,"rows_kept":12,"cut":false,"hidden":false,"merged":[[2,4,3,4],[2,5,2,7],[0,0,0,10],[2,10,3,10],[2,11,3,11],[1,3,1,10],[1,0,1,2],[0,11,1,11],[2,0,3,0],[2,1,3,1],[2,2,3,2],[2,3,3,3]]}
["Order Fulfillment (OF) Risk Assessment",null,null,null,null,null,null,null,null,null,null,"Supplier \"Plan the Order\" Lane Owner:\n Name: \n Email:\n Phone:"]
["Plan the Order",null,null,"This section pertains to ensuring the supplier has a system in place to receive Deere forecast and firm order requirements and to transfer them to their in house production planning system."]
["#","Question Content","Interview Questions\nSupplier to demonstrate compliance through examples","Score \n(0-5)        0=low","Assessment Comments - Required:  Describe in detail what the supplier used to support their answer","Scoring Criteria",null,null,"Maximum Points","Achieved Points","Required Verification","Example Supporting Evidence\n(see Intent tab for clarification)"]
[null,null,null,null,null,1,3,5,{"$f":"SUM(I5)","v":75},{"$f":"SUM(J5)","v":0}]
["Order Planning",null,null,{"$f":"+J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I12)","v":75},{"$f":"SUM(J6:J12)","v":0}]
["2.0","Order Receipt","How do you receive and transfer orders into MRP from your customers? ",null,null,"● Extensive manual processes  to receive and input customer orders","\n● Receipt of orders is not automatically integrated with the in-house MRP or ERP system, but WEB-EDI capable\n\n● Several effective manual interactions are used to input customer orders\n\n● System is updated at least weekly \n","\n● All of a \"3\"\n\n● EDI capable\n\n● Customer requirements are automatically integrated into MRP or ERP system \n\n● System is updated daily\n",{"$f":"IF($D6=\"N/A\",0,10)","v":10},{"$f":"IF(D6=\"N/A\", 0,   IF(D6=3,   3.25*I6/5,            D6*I6/5))","v":0},"Documenation","Process Map\nWork instructions\nDocumented process\nDemonstration of order entry process"]
["2.1","Order Scheduling\n(MidTerm Internal)","How is manufacturing leadtime used to identify constraints and establish/align parameters for production?",null,null,"● Order acceptance: MRP system plans customer orders based on supplier process leadtime","● MRP can plan to requested ship date\n\n● Manufacturing leadtimes are documented\n(Manual calculated start date)","\n● All of a \"3\"\n\n● Utilize integrated ERP system across business functions (for agility/resiliancy) to plan all aspects of the order\n\n● Manufacturing leadtimes are documented\n(System calculated start date)\n",{"$f":"IF($D7=\"N/A\",0,10)","v":10},0,"Documenation","Documented process for manually assigning start date \nVisual system parameters if automatically calculated\nManufacturing leadtime (Process map/VSM)"]
["2.2","Order Scheduling \n(ShortTerm Internal)","How are daily/weekly (tactical) schedules planned and production orders scheduled to meet requested ship dates? ",null,null,"● Supplier can state what a low volume order is for their business","● Verbal explanation of process to manage Service orders without impacting other orders\n\n● Manual method to determine order priority, aligned to ship date, in normal planning horizon\n\n● Informal meeting between Schedule/Operations to discuss  production constraints that could impact customer ship dates, daily","\n● All of a \"3\"\n\n● Documented Service order stategy, which includes service parameters and a process to verify other orders will not be impacted\n\n● Automated method to determine order priority, aligned to ship date, in normal planning horizon\n\n● Daily meeting with cross functional team and CSR to review schedule execution and impact to customer ship dates\n",{"$f":"IF($D8=\"N/A\",0,15)","v":15},0,"Documenation","Morning Production meetings (PP and Operations)\nOn-time delivery (Reason codes)"]
["2.3","Order Scheduling\n(External)","How does the process ensure proactive/timely customer notification of order status upon request or if shipdate is at risk (before and during)? ",null,null,"● Reactive customer communication","● Proactive feedback provided to customers if there is a concern with meeting delivery dates\n\n● Verbal explanation of internal escalation process \n\n● Documented Customer Service Roles / Responsibilities to ensure backup coverage\n\n● Customer order status updated in system daily","\n● All of a \"3\"\n\n● Documented internal escalation process for when actions don’t mitigate risk of late ship date\n\n● Weekly communication to customer with best ship dates for past due orders (Production and Service) \n\n● Documented process for communcation to customer service and customer for urgent/expedite parts\n\n● Customer order status updated in system at end of shift\n",{"$f":"IF($D9=\"N/A\",0,10)","v":10},0,"Documenation","Customer service work instructions / manual\nCustomer communication plan \nRealtime order status of order\nSupplier contact list for escalation"]
["2.4","Order \nRescheduling","How does your system manage customer order changes?",null,null,"● System automatically rejects any changes made within stated leadtime, to be manually reviewed in an exception report","● Documented process for manual review of order changes from last customer order transmission\n\n● Verbal explanation of process when changes are made to orders within planning window (short-lead/move out)\n\n● Review requested order changes daily, and manually communicate best ship date ","\n● All of a \"3\"\n\n● System automatically processes order changes from last customer order transmission\n\n● Documented process when changes are made to orders within planning window (short-lead/move out)\n\n● Review requested order changes daily and communicate best ship date  within an automated tool (MRM replanning on JDSN)\n\n● Visual verification of process to confirm material availability for requested order changes \n",{"$f":"IF($D10=\"N/A\",0,10)","v":10},0,"Documenation","Order change history\nExceptions report\n"]
["2.5","Order Expediting","What is the process within the system, to manage urgent orders that need to be expedited?\n\n\n\nThis question addresses short led and Flash orders",null,null,"● Verbal explanation of manual method to communicate Urgent/priority orders ","\n● Documented process for manual method to communicate Urgent/priority orders (e.g., hot sheet, Excel sheet, production meeting)\n\n● Visual indicators for Urgent/priority orders for high visibility on shop floor\n","\n● All of a \"3\"\n\n● Documented process for automated communication of Urgent/priority orders to shop floor (system communicated)\n\n● Automated indicators for Urgent/priority orders for high visibility on shop floor\n",{"$f":"IF($D11=\"N/A\",0,10)","v":10},0,"Documentation / Physical","Documented process of Expedites\nHot sheet \nReal time ordering\nProduction meeting minutes\nSafety stock strategy\nShop floor production schedules"]
["2.6","Order Shipment","How are complete orders managed to meet customer shipping requirements?\n\n\n\n\nThis question addresses finished goods ready for shipment",null,null,"● No integrated communication to the customer for shipping notifications (documents and tracking numbers)\n\n● Shipping process is not aligned with customer ship dates","● Documented process for how shipping schedule is determined to meet customer ship dates\n\n● General staging area for finished goods\n\n● ASN capable, but manual interactions required for ASN submission\n\n● System in place to generate and print shipping labels","\n● All of a \"3\"\n\n● Documented process for how shipping plan is pulled from ERP system and shipping priority is determined to meet customer ship dates\n\n● Staging area includes shipping lanes identified by customer\n\n● ASN generated from ERP system and transmitted automatically via EDI\n\n● ASN accuracy is tracked and documented\n\n● ASN is error-proofed to eliminate mistakes\n\n● Integrated system in place to generate shipping labels per customer standards\n",{"$f":"IF($D12=\"N/A\",0,10)","v":10},0,"Documentation / Physical","ASN Process Map\nWork instructions\nASN accuracy metrics/goals\nDemonstrate shipment planning process\nVisual verification of staging area"]

{"sheet":"Acquire the Material","index":8,"n_rows":16,"n_cols":12,"rows_kept":16,"cut":false,"hidden":false,"merged":[[2,4,3,4],[2,5,2,7],[0,0,0,10],[2,10,3,10],[2,11,3,11],[0,11,1,11],[1,0,1,2],[1,3,1,10],[2,0,3,0],[2,1,3,1],[2,2,3,2],[2,3,3,3]]}
["Order Fulfillment (OF) Risk Assessment",null,null,null,null,null,null,null,null,null,null,"Supplier \"Acquire the Material\" Lane Owner:\n Name: \n Email:\n Phone:"]
["Acquire the Material",null,null,"This section pertains to ensuring that the supplier has a replenishment system in place with its supply base to ensure that raw material and purchased components are available when needed."]
["#","Question Content","Interview Questions\nSupplier to demonstrate compliance through examples","Score \n(0-5)        0=low","Assessment Comments - Required:  Describe in detail what the supplier used to support their answer","Scoring Criteria",null,null,"Maximum Points","Achieved Points","Required Verification","Example Supporting Evidence\n(see Intent tab for clarification)"]
[null,null,null,null,null,1,3,5,{"$f":"SUM(I5,I11)","v":105},{"$f":"SUM(J5,J11)","v":0}]
["Invnentory Management",null,null,{"$f":"+J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I10)","v":60},{"$f":"SUM(J6:J10)","v":0}]
["3.0","Inventory Management","How do you track the accuracy of your inventory system (Raw material / wip / finished goods)?",null,null,"● Annual inventory count is done but data not utilized for improvement","\n● Supplier has a mature process in place to measure inventory accuracy , monthly\n\n● Total inventory accuracy is at least 85% and can be verified\n\n● Verbal/informal process to analyze discrepancies/gaps to the analysis to avoid reoccurency\n\n● Historical trend data provided (minimum 6 months)\nImprovement plan in place when goals are not met\n","\n● All of a \"3\"\n\n● Total inventory accuracy is 95% or greater and can be verified\n\n● Supplier performs cycle counts and/or regular inventory count at least weekly for a random selection of parts\n\n● Documented process to analyze discrepancies/gaps to the analysis to avoid reoccurency\n",{"$f":"IF($D6=\"N/A\",0,15)","v":15},{"$f":"IF(D6=\"N/A\", 0,   IF(D6=3,   3.25*I6/5,            D6*I6/5))","v":0},"Documenation","Historical inventory accuracy data\nInventory accuracy KPI\nExample inventory accuracy improvements\nInventory management process documents\nCycle counts process"]
["3.1","Inventory Management","How do you identify, locate and protect raw material, purchased components, WIP, Finish Goods?\n",null,null,"\n● Informal inventory management system with no assigned storage locations","\n● All raw material and purchased components are uniquely identified\n\n● Storage locations may be a general area\n\n● Material can be located easily \n\n● Product protection to prevent damage is evident\n\n● Inventory data is available in the system\n\n● FIFO is managed manually\n","\n● All of a \"3\"\n\n● Warehouse management system implemented\n\n● All storage locations are uniquely identified and properly labeled\n\n● FIFO is automatically managed by system (preventing from taking wrong batch)\n",{"$f":"IF($D7=\"N/A\",0,10)","v":10},{"$f":"IF(D7=\"N/A\", 0,   IF(D7=3,   3.25*I7/5,            D7*I7/5))","v":0},"Physical","Gemba walk\nVisual verification and example part number\nDocumentation of FIFO process"]
["3.2","Inventory Management","How do you document raw material and purchased components ordering parameters?",null,null,"● Initial system parameters are set and available for review","\n● Ordering parameters are documented in the system and at a minimum include: packaging quantity, leadtime, MOQ, TT (Transit Time)\n\n● Order parameters are reviewed and adjusted annually, or as demand or conditions change\n\n● Leadtime compared to customer firm zone requirement to their lead time  to determine need for safety stock (lead time > customer firm zone = safety stock) ","\n● All of a \"3\"\n\n● Supplier reviews ordering parameters at least quarterly\n\n● Supplier can demonstrate improvement driven in ordering parameters\n\n● Supplier leadtime is re-calculated as business conditions  change\n",{"$f":"IF($D8=\"N/A\",0,10)","v":10},0,"Documenation","MRP parameters verification\nDocumented process to set-up new part numbers\nExample of order parameters improvements"]
["3.3","Inventory Management","What is your process/trigger for determining when your inventory needs to be replenished?",null,null,"\n● Extensive manual processes  to replenish inventory","\n● Inventory is replenished as required by a formal system (visual, Excel, MRP) and is updated in a timely manner\n\n● System is using ordering parameters in calculation (MOQ, leadtime)\n\n● System is using predetermined minimum threshold\n\n● Non-conforming product and scrap are taken into account of system calculations\n","\n● All of a \"3\"\n\n● Inventory is replenished by an automated system\n\n● Supplier is tracking downtime due to lack of purchased material\n\nSupplier handles safety stock strategy\n",{"$f":"IF($D9=\"N/A\",0,15)","v":15},0,"Documentation / Physical","Documentation of replenishment process\nKPIs to demonstrate system's effectiveness (downtime, OTD)\nMaterial Availaibility at Point Of Use metric\nKanban, VMI, MRP, other automated systems"]
["3.4","Inventory Management","How do you communicate orders (firm and forecast) to your supply base?",null,null,"● Supplier's order processing  and distribution to supply base is manual","\n● System automatically generates purchase orders\n\n● Orders are sent electronically with manual interaction\n\n● Forecasts are transmitted to suppliers for appropriate planning period\n","\n● All of a \"3\"\n\n● Order processing and transmission to the supply base is integrated and electronic\n\n● Orders to suppliers are adjusted on a weekly, based on latest customer requirements\n\n● Automated order creation to replenish consumed inventory\n\n● 100% of customer forecast is transmitted to supply base\n",{"$f":"IF($D10=\"N/A\",0,10)","v":10},0,"Documenation","Documentation of order distribution process\nMaterial ordering process map\nSample supplier forecast"]
["Supply Chain",null,null,{"$f":"+J11/I11","v":0},null,null,null,null,{"$f":"SUM(I12:I16)","v":45},{"$f":"SUM(J12:J16)","v":0}]
["3.5","Supply Chain Management","What is your process for validating a new supplier?",null,null,"● Supplier on-boarding process can be verbalized","\n● Verbal explanation for decision of on-boarding new supplier vs. exisiting supply base\n\n● Documented on-boarding process for new supplier\n\n● Evaluation is performed with the new supplier \n\n● Risk assessments are executed at all new/potential suppliers prior to sourcing (financial, labor conditions, compliance)\n\n● Supplier certifications are reviewed\n","\n● All of a \"3\"\n\n● Documented evidence for need of on-boarding new supplier\n\n● Supply chain risks are adressed\n\n● New supplier has a robust BCP in place\n\n● On-site audit is performed\n\n● Risk assessments are executed at all new/potential suppliers prior to sourcing (Financial, Environmental, Social and Governance, and Geographical)\n",{"$f":"IF($D12=\"N/A\",0,10)","v":10},0,"Documenation","Supplier on-boarding procedure\nAudit templates\nRisk assessment evidence\nSourcing decision analysis"]
["3.6","Supply Chain Management","How do you monitor and provide performance feedback to your supply base?",null,null,"● Informal system in place to monitor and provide performance feedback to the supply base","\n● Formal system is in place to provide key metrics with goals for essential suppliers\n\n● Action plans are in place when targets are not met\n\n● Key metrics should at least measure delivery and quality performance\n\n● Annual performance review with essential and poorly performing suppliers\n\n● Data is updated quarterly at a minimum and shared with the essential supply base\n","\n● All of a \"3\"\n\n● Formal system is in place to provide key metrics with goals for all suppliers\n\n● Global scoring per supplier with classification\n\n● Data is updated and validated monthly\n\n● Additionnal metrics (cost, wavelength, technical support) are used to evaluate supplier\n\n● Annual performance reviews with most suppliers\n",{"$f":"IF($D13=\"N/A\",0,10)","v":10},0,"Documenation","Supplier scorecard\nSupplier performance ratings\nSupplier action plans when not meeting targets\nWeb portal with supplier rating summary\nEvidence of performance sharing (emails, meeting minutes)"]
["3.7","Supply Chain Management","How do you review your supply base's capacity?",null,null,"● Informal system in place to review supplier capacity","\n● Capacity utilization is reviewed annually for essential suppliers\n\n● Capacity data are verified when business conditions change\n\n● Verbal explanation of plan to mitigate any capacity issue with sub-tier\n","\n● All of a \"3\"\n\n● Formal data driven system in place to verify most suppliers' capacity\n\n● Periodic on-site verification of capacity at essential or high risk suppliers \n\n● Documented mitigation plan in case of any capacity issue with sub-tier\n",{"$f":"IF($D14=\"N/A\",0,15)","v":15},0,"Documenation","Capacity survey\nMeeting minutes of capacity discussions with suppliers\nDocumentation of initial capacity committed\nR&R (Run Rate) studies\nBack-up supplier list to mitigate capacity issues\nContingency plans to address potential supplier disruptions"]
["3.8","Supply Base Resiliency","How do you monitor and mitigate risks associated to your supply base?\n\n",null,null,"● Aware of potential risks to the business","\n● Documented process to evaluate risk per supplier including at mimimum geographical and geopolitical risk\n\n● Supplier updates risk evaluation on an annual basis\n\n● Single source suppliers have been identified and verbalized mitigation plan\n\n● High risk supplier clearly identified and verbalized mitigation plan \n","\n● All of a \"3\"\n\n● System evaluates: supplier performance, financial situation, single source\n\n● Strong knowledge of how long it would take to recover after a supplier event\n\n● Plan accounts for total loss of supplier\n\n● Supplier risk evaluation is taken into account for sourcing decisions/business award\n",{"$f":"IF($D15=\"N/A\",0,5)","v":5},0,"Documenation","Severity/Probability risk analysis\nBusiness contingency plans\nRisk assessments\nList of dual sources/nearshoring strategies\nList of high risk suppliers with action plans\nGeographic risk evaluation\nGeopolitical risk evaluation\nIn-house inventory strategy to mitigate risks"]
["3.9","Life Cycle Planning","What is your process to ensure product availability thru full part life cycle? (production thru Deere obsolescence)\n\nThe intent of this question is to monitor essential sub tier suppliers to ensure continuity of supply",null,null,"● No monitoring of life cycle requirements (tooling, components, mfg processes, etc)\n\n●  Customer notification only  triggered when lack of supplier","● Suppliers of essential components reviewed and monitored annually\n\n●  Life cycle (tooling, components, mfg processes, etc) reviews conducted when business conditions change\n\n● Customers are notified of potential supply concerns","All of a “3”\n\n● Collaborative process shown between Supplier and Sub-Tier Suppliers to ensure continuity of supply\n\n● Formal process for bi-annual Life cycle reviews involving tooling, components and mfg tools/processes\n\n● Planning timeframe communicated to Customer >18 months in advance of identified concerns",{"$f":"IF($D16=\"N/A\",0,5)","v":5},0,"Documenation","Essential supplier and or component list\n\nObsolescence planning strategy\n\nLife cycle planning scorecard\n\nHigh risk suppliers/components list\n\nPart change / termination notification policy (PCN, PTN)\n\nMeeting notes/data from Life cycle review (tooling, components, mfg processes, etc)"]

{"sheet":"Make the Order","index":9,"n_rows":18,"n_cols":12,"rows_kept":18,"cut":false,"hidden":false,"merged":[[2,4,3,4],[2,5,2,7],[0,0,0,10],[2,10,3,10],[2,11,3,11],[0,11,1,11],[1,0,1,2],[1,3,1,10],[2,0,3,0],[2,1,3,1],[2,2,3,2],[2,3,3,3]]}
["Order Fulfillment (OF) Risk Assessment",null,null,null,null,null,null,null,null,null,null,"Supplier \"Make the Order\" Lane Owner:\n Name: \n Email:\n Phone:"]
["Make the Order",null,null,"This section includes all activities that the supplier performs once the supplier authorizes production and concludes with the completed order staged for pickup."]
["#","Question Content","Interview Questions\nSupplier to demonstrate compliance through examples","Score \n(0-5)        0=low","Assessment Comments - Required:  Describe in detail what the supplier used to support their answer","Scoring Criteria",null,null,"Maximum Points","Achieved Points","Required Verification","Example Supporting Evidence\n(see Intent tab for clarification)"]
[null,null,null,null,null,1,3,5,{"$f":"SUM(I5,I15)","v":150},{"$f":"SUM(J5,J15)","v":0}]
["Capacity Management",null,null,{"$f":"+J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I14)","v":120},{"$f":"SUM(J6:J14)","v":0}]
["4.0","Capacity Management","How do you quantify your capacity? ",null,null,"● Verbal explanation of capacity plan\n\n● Capacity calculation only done for a few processes","\n● Capacity is quantified for all processes, parts or part families \n\n● Capacity is calculated in appropriate units (e.g., tons/shift, pieces/day, hours/month, etc.)\n\n● Documented capacity calculations including both machine (tooling) and manpower\n\n● Calculations are using a manual process\n","● All of a \"3\"\n\n● Capacity calculations are automated using system data\n\n● Documented process to monitor/review internal capacity and action plan in place if needed ",{"$f":"IF($D6=\"N/A\",0,20)","v":20},{"$f":"IF(D6=\"N/A\", 0,   IF(D6=3,   3.25*I6/5,            D6*I6/5))","v":0},"Documentation","Capacity analysis\nUtilization rate analysis\nThroughput analysis\nCapacity metrics\nTakt time documentation"]
["4.1","Capacity Management","How do you measure losses in your capacity (downtime, efficiency, scrap, changeovers)",null,null,"● Capacity calculation is underdeveloped and lacking fundamental elements\n","\n● Capacity calculations account for downtime, efficiency losses and scrap rates\n\n● Theoretical data used for calculations\n\n● Capacity losses data updated at least annually\n","\n● All of a \"3\"\n\n● Supplier is using  availability, performance, and quality to calculate OEE\n\n● OEE automatically calculated by machines and integrated into capacity calculation system\n\n● Actual capacity losses data (frequently updated) is used for calculations\n\n● Documented CI action plan to improve capacity\n",{"$f":"IF($D7=\"N/A\",0,10)","v":10},0,"Documentation","Idle time calculation\nContinuous improvement plans\nConstraint documentation\nOverall Equipment Effectiveness (OEE)\nOEE Pareto Chart\n\nCapacity planning documentation:\n  - Cycle times\n  - Changeover/Setup times\n  - Machine effectiveness (OEE)\n  - Machine planned up-time\n  - # of machines\n  - Work force planning\n  - Machine output (e.g., units/hour, tons/shift, etc.)"]
["4.2","Capacity Management","How frequently do you compare your available capacity vs. Customer demand (Production and Service, firm and forecast)? and for what planning horizon?",null,null,"● Supplier only looking at 6 weeks out, on a weekly basis","\n● Medium term (at least 6 months) customer demand is reviewed and compared to available capacity, monthly\n\n● Long term (at least 12 months) capacity is reviewed annually","\n● All of a \"3\"\n\n● Medium term (at least 6 months) customer demand is reviewed and compared to available capacity, weekly\n\n● Long term (at least 12 months) capacity is reviewed monthly\n\n● Long term capacity analysis accounts for new equipment, expansion, additionnal labor\n",{"$f":"IF($D8=\"N/A\",0,20)","v":20},0,"Documentation","ERP Reports with weekly demand  loads\nERP reports with monthly forecast loads\nUtilization % analysis\nlabor vs equipment vs demand/forecast\nCapacity analysis planning \nDocumented process\n"]
["4.3","Capacity Management","What actions do you take when forecasted demand exceeds available production capacity?\n",null,null,"● Customer forecast is reviewed regularly","\n● Supplier notifies customer if forecasted demand is unusual\n\n● Supplier can explain plans to meet forecast, including plan to ensure peak demand is met\n\n● Capacity utilization rate of the machines is at a level that allows flexibility\n","\n● All of a \"3\"\n\n● Documented plan to ensure peak demand will be met\n",{"$f":"IF($D9=\"N/A\",0,10)","v":10},0,"Documentation","Forecast planning process documentation\nEmployee staffing planning process\nBuild ahead plan examples\nSafety inventory examples\nSecondary sourcing strategy\nCapital planning process"]
["4.4","Capacity Management (resiliency)","How do you identify contingency plans for production equipment and processes?",null,null,"\n● Supplier is reactive to production equipment constraints\n","\n● Supplier has identified potential production constraints\n\n● Supplier can verbally explain manufacturing back-up plan to mitigate constraints\n\n● Single equipment clearly identified, with risk mitigation plans\n","\n● All of a \"3\"\n\n● Supplier has a documented contingency manufacturing back-up plan in case of event\n\n● Process documented to validate new equipment\n\n● Product PPAP approved on back-up equipment (internal or external)\n",{"$f":"IF($D10=\"N/A\",0,10)","v":10},0,"Documentation","Robust contingency plans \nRisk Mitigation through CI tracking  \nPrioritization sheets \nSWOT Analysis "]
["4.5","Capacity Management","How do you track and reduce your non-conforming material (scrap & rework)?",null,null,"● Non-conforming material rate measured","\n● Regular reviews of scrap rate with root cause analysis \n\n● Non-conforming material has a minimal impact on available capacity\n\n● Improvements can be demonstrated\n","\n● All of a \"3\"\n\n● Documented improvement plan\n\n● Non-conforming material has a no impact on available capacity\n\n● Continuous improvement can be demonstrated\n",{"$f":"IF($D11=\"N/A\",0,10)","v":10},0,"Documentation","FTQ (First Time Quality) charts\nScrap rate charts\nFirst Pass Yield  metrics\nNon-conforming material pareto charts\nRework and repair charts\nContinuous improvement plan\nOverall Equipment Effectiveness (OEE)\n(OEE Pareto Chart)"]
["4.6","Capacity Management","Explain your equipment and tooling preventative maintenance (PM) program.  ",null,null,"● Critical equipment verbally identified\n\n● Supplier can verbally explain criteria to classify a machine / tool as critical\n\n● Informal or as needed PM processes","\n● PM plan in place for all equipment with at least 85% completion\n\n● PM owner assigned (internal or external)  for each task and maintenance schedule / interval\n\n● Appropriate resources for maintenance are allocated to perform PM plan and cover reactive maintenance\n\n● Critical spare parts are kept on site with minimum inventory strategy\n\n● Manual replenishment process for critical spare parts\n\n● Reactive repairs drive continuous improvement in preventive maintenance on critical equipment and tooling\n\n● Supplier reports metric performance to leadership quaterly\n","\n● All of a \"3\"\n● PM completion at 95% or above\n\n● MTBF and MTTR metrics are monitored\n\n● Dedicated software to manage all maintenance activities and gather data for proactive analysis\n\n● Predictive maintenance is embedded into the PM schedule\n\n● At least quarterly review of maintenance and tooling spare parts held in stock\n\n● Use of Total Productive Maintenance (TPM)\n\n● Unique locations, labels and identification for maintenance / tooling spare parts held in stock\n\n● Automated inventory replenishment method includes maintenance / tooling spare parts held in stock\n\n● Supplier reports metric performance to leadership monthly\n",{"$f":"IF($D12=\"N/A\",0,20)","v":20},0,"Documentation / Physical","6-month historical data\nCritical spare parts list\nPM schedule and scheduling system\nWork instructions showing required PM\nTPM operator work instructions\nMTBF and MTTR metrics\nPareto analysis of maintenance issues\nWork order history with % on-time completion\nPredictive maintenance techniques (e.g., infrared analysis, vibration analysis, etc.)\n3rd party service plan\nShop floor verification of selected spare parts held \"in-stock\""]
["4.7","Capacity Management","How do you manage the life cycle of tools (requiring capital investment) to ensure customer requirements at all stages of production?",null,null,"● Process to track tooling life cycle can be verbalized \n\n● No metrics tracked","\n● Process to manage and inspect tooling regularly can be verbalized (Including service and spare parts)\n\n● Full list of tools is documented\n\n● There is a plan to ensure tooling is capable of producing service and spare parts in a timely manner to ensure customer requirements can be met\n\n● Appropriate tooling idenfication\n\n● Process tracks lifecyle of tooling\n","\n● All of a \"3\"\n\n● Documented process to manage and inspect tooling regularly (including service and spare parts) \n\n● Supplier maintains a list of critical tools (e.g. long leadtime to repair, ) with appropriate mitigation plan\n\n● Process provides adequate time to notify customers prior to lapse in delivery\n\n● Appropriate tooling identification associated with corresponding part numbers\n",{"$f":"IF($D13=\"N/A\",0,10)","v":10},0,"Documentation"," Inspection Tooling log \nBailement agreement\nSpend tracking of tooling repairs\nCorrelation of new tooling PO v lifecycle tracking \nTool usage/run report\nPart inspection log"]
["4.8","Capacity Management","How do you monitor and improve changeover (setup) times?",null,null,"● Changeover times are estimated","\n● Documented standard changeover times\n\n● Actual changeover time is tracked and system updated periodically\n","\n● All of a \"3\"\n\n● Changeover times are known and always accurate\n\n● Changeover reduction techniques are utilized\n\n● Effectiveness of changeover reduction projects demonstrated\n",{"$f":"IF($D14=\"N/A\",0,10)","v":10},0,"Documentation","Internal vs. external setup documentation\nFuture continuous improvement documentation\nGoals for setup reduction\nImpact of past improvements\nDocumented batch size parameters\nTooling design standards\nSMED (Single Minute Exchange of Die) documentation"]
["Material Flow Execution",null,null,{"$f":"+J15/I15","v":0},null,null,null,null,{"$f":"SUM(I16:I18)","v":30},{"$f":"SUM(J16:J18)","v":0}]
["4.9","Batch Runs","How do you determine your batch sizes?",null,null,"● Batch sizes determination is informal","\n● Verbal explanation of batch size determination\n\n● Capacity runs size taken into account based on workload\n\n● Batch size considers customer demand\n\n● Batch size includes set-up time analysis\n","\n● All of a \"3\"\n\n● Documented process to calculate appropriate batch size (set-up costs, storage/holding costs, packaging quantity)\n\n● Supplier leveraging technology and automation to optimize batch size and production processes\n\n● Supplier uses continuous improvement to identify opportuntites for improving batch sizes\n",{"$f":"IF($D16=\"N/A\",0,10)","v":10},{"$f":"IF(D16=\"N/A\", 0,   IF(D16=3,   3.25*I16/5,            D16*I16/5))","v":0},"Documentation","Documented batch size parameters\nDocumentation of calculation (factors of calculation)"]
["5.0","Workplace","How are your work stations organized?\n\nHow do you use Lean Manufacturing principles in your facility?",null,null,"● Tools and work instructions available at work station","\n● Some level of 5S implemented (Well-organized and clean work stations and equipment)\n\n● Materials, documentation, checklists and/or PM procedures and tools required are easily accessible\n\n● Operators can safely (protective equipment & ergonomics) and efficiently complete their jobs\n\n● Material flow throughout the factory floor is being optimized to reduce waste\n","\n● All of a \"3\"\n\n● Fully implemented 5S system with periodic audits\n\n● Maintained, well-organized areas include maintenance and tooling areas\n\n● Visual factory; information about plant, workforce, customers and products are visually available and up-to-date\n\n● Facility is clean, orderly and well lit; air quality is good and noise levels are appropriate\n\n● Lean principles are evident through the shop floor\n\n● Industry 4.0 principles are implemented (iOT, ....)\n",{"$f":"IF($D17=\"N/A\",0,10)","v":10},0,"Documentation / Physical","5S documenation\nErgonomic ready working space\nVisual observation of shop floor\nVisual floor tours \nGemba walks"]
["5.1","Schedule Execution","How do you measure how closely your actual production aligns with your production schedule (Schedule Execution)?",null,null,"● Data is available to calculate schedule execution","\n● Schedule Execution is tracked and compared to set goals\n\n● Action plans established when goals are not met\n\n● Schedule Execution has minimal impact on delivery and can be demonstrated  \n","\n● All of a \"3\"\n\n● Continuous improvement plan or demonstrated improvement\n\n● Schedule Execution has no impact on delivery and can be demonstrated\n",{"$f":"IF($D18=\"N/A\",0,10)","v":10},0,"Documentation","Linearity tracking metric\nProduction status tracking\nOEE charts for each area/equipment\nSchedule vs Actual tracking report (start, mid, last operation)\nAction items documented"]

{"sheet":"Terminology","index":10,"n_rows":42,"n_cols":2,"rows_kept":42,"cut":false,"hidden":false,"merged":[]}
["Terminology","Definition"]
["5-S System ","Program focuses on having visual order, organization, cleanliness and standardization. The results you can expect from a Five S program are: improved profitability, efficiency, service and safety."]
["AIAG (The Automotive Industry Action Group) ","A non-profit group to improve the quality of automotive and industrial manufacturers. Website: AIAG.ORG"]
["APQP (Advanced Quality Product Planning)","A program management process to ensure proper development and timing actives for new programs."]
["ASN (Advanced Shipping Notice)","The ASN is issued to the customer prior to product shipment.  It can be used to list the contents of a shipment of goods as well as additional information relating to the shipment, such as order information, product description, physical characteristics, type of packaging, marking, carrier information, and configuration of goods within the transportation equipment."]
["Batch Size","The number of parts produced before changing to the next part number.  Also know as lot size."]
["Bottleneck","Related to Capacity and Throughput"]
["Build to Stock ","A build-ahead production approach where an inventory of finished goods are shipped upon the receipt of an order."]
["Changeover Time","The time required to change from running one part number to running the next part number.  This includes all actives from the last good part run of the first part number to the first good part of the second part number as well as any required process and first part inspection activities."]
["Constraint","The process or machine  that limits the output of a value stream.  Every value stream has a constraint. Manpower, Machine (bottleneck), Material, etc"]
["Core Competencies","Factors that are specific and key to the way a company operates. These factors will provide customer benefit, be difficult to imitate, and may be applied to many products and markets."]
["CSR","Customer Service Representative"]
["Direct Materials ","All items such as raw materials, standard and specialized parts, and sub-assemblies required to assemble or manufacture a complete product. Direct material costs are assignable to a specific product, cost center, or work order."]
["Dunnage","Dunnage is the name for the materials used in holds and containers to protect goods and their packaging from moisture, contamination and mechanical damage."]
["EDI","A set of standards for structuring information to be electronically exchanged between and within businesses, organizations, government entities and other groups. The standards describe structures that emulate documents, for example purchase orders to automate purchasing."]
["ERP (Enterprise Resource Planning)","A system to manage all the information and functions of a business or company from shared data stores.\n\nAn ERP system typically has modular hardware and software units and \"services\" that communicate on a local area network. The modular design allows a business to add or reconfigure modules (perhaps from different vendors) while preserving data integrity in one shared database that may be centralized or distributed."]
["Escalation Rules and Procedures","A set of guidelines to be followed for raising awareness of issues to management. "]
["Expedited Orders ","Orders that are required to move through the production process faster than typical orders.  The expedited order can be requested by the customer or required by the manufacturer to meet delivery requirements."]
["Finished Goods Inventory","Material that is released and ready to ship to the customer."]
["Firm Zone","Length of time in the Order Change Policy that establishes the period of time during which no order changes are expected, except in the case of emergencies."]
["FTQ (First Time Quality)","A lean metric that indicates to what extent parts are manufactured correctly the first time without need for inspection, rework, or replacement. "]
["Incident Logs","Tracking sheets of all incidents or issues. Typically daily. \n- Used to develop long term preventative action to reduce and eliminate repeat issues"]
["KPI","Key performance indicators (KPIs) are objective metrics that companies track over time to determine whether the organisation is achieving its strategic objectives. KPIs are a highly effective way of reviewing the growth and health of your business and identifying new opportunities."]
["Metrics","Metrics are quantitative measurements used to track the performance of specific business processes at an operational and tactical level. They help provide context for the performance of key business goals but are not critical to their success like KPIs are"]
["MRP (Materials Requirements Planning)","A software-based system designed to ensure materials and products are available for production and delivery to customer, maintain the lowest possible inventory, and plan manufacturing activities, delivery schedules and purchasing activities. "]
["MTBF","The mean time expected until the first failure of a piece of equipment."]
["MTTR","The average time required to perform corrective maintenance on all of the removable items in a product or system. This kind of maintainability prediction analyzes how long repairs and maintenance tasks will take in the event of a system failure."]
["Non-conforming Material","Material that is out of specification or defective."]
["OEE (Overall Equipment Effectiveness)","Framework for measuring the efficiency and effectiveness of a process, by breaking it down into three constituents (Availability, Performance, and Quality)."]
["Order Fulfillment","Complete process from the receipt of an order to the delivery to the customer."]
["Predictive Maintenance ","Evaluating the condition of the equipment continuously or periodically in order to strategically schedule/perform maintenance when it will be most cost effective. Maintenance is completed prior to the machine losing optimum performance.  \n\nPredictive maintenance utilizes nondestructive testing technologies such as infrared, acoustic, corona detection, vibration analysis, sound level measurements, oil analysis, and other specific online tests. "]
["Preventative Maintenance ","Planning regular maintenance with the goal of preventing machine breakdown.  Preventive maintenance is conducted to keep equipment working and/or extend the life of the equipment."]
["Risk Mitigation Continuous Improvement (CI) Tracking","Continuous Improvement tracking to improve risk mitigation or business continuity plans.\n- Previous risk exposure should be included in the CI Tracking sheet and mitigation plan creation"]
["Safety Stock Inventory ","Extra units of inventory carried as protection against possible shortages.  By having an adequate amount of safety stock on hand, a company can meet a sales demand which exceeds the demand they forecasted without altering their production plan.  It is held when an organization cannot accurately predict demand and/or lead time for the product. "]
["Schedule Execution ","A measure of how closely your actual production matches with your planned production schedule (linearity)."]
["SMED","Single Minute Exchange of Die.  Provides a rapid and efficient way of converting a manufacturing process from running the current product to running the next product."]
["SWOT Analysis ","Strategic planning tool used to evaluate Strengths, Weaknesses, Opportunities, and Threats involved in a project or venture. "]
["Table Top Exercises","Discussion-based sessions where team members meet in an informal, classroom setting to discuss their roles during an emergency and their responses to a particular emergency situation. A facilitator guides participants through a discussion of one or more scenarios. This is a method used to exercise plans prior to an incident requiring the planned actions. Practice or dry run of mitigation plans. (Example: bomb threat, building loss, active shooter, etc.)."]
["Training Matrix","A method for tracking which employees are trained to perform specific jobs."]
["TPM (Total Productive Maintenance)","The machine operator performs most (all on occasion) of the routine maintenance tasks themselves. This auto-maintenance ensures appropriate and effective efforts are expended since the machine is wholly the domain of one person or team."]
["Value Stream Map (VSM)","A Lean technique used to pictorially analyze the flow of materials and information currently required to bring a product or service to a consumer from the point of order origination."]
["Work-in-process","Any material that has started the manufacturing process but is not yet complete."]

{"sheet":"MCT","index":11,"n_rows":8,"n_cols":2,"rows_kept":8,"cut":false,"hidden":true,"merged":[[1,3,1,4],[2,3,2,4]]}
["Terminology","Definition"]
["MCTTotal","MCTTotal is a measure of order fulfillment lean-ness and is used to drive reduction in system wide waste.  MCTTotal is composed of all components of MCT, including:  MCTRaw (Procurement and Inventory), MCTOperations (Planning and Manufacturing), MCTLogistics, and MCTContingency"]
["MCTResponse","MCTResponse is a measure of order fulfillment responsiveness and used to define how long it takes for a supplier to react to previously unplanned orders.  MCTResponse is composed of the MCTRaw (Procurement), MCTOperations (Planning),  MCTOperations (Manufacturing), and MCTLogistics components of MCT.  Also remember for the MCTRaw (Procurement) component, raw material procurement time is included only when sufficient raw material is not available to meet customer order fulfillment requirements."]
["MCTOperations (Planning)","Includes all product specific planning order fulfillment activities."]
["MCTRaw","Includes raw material inventory and the corresponding supply management raw material procurement activities (for the supplier’s supplier).  Additionally, raw material procurement time is included only when sufficient raw material is not available to meet customer order fulfillment requirements.  The raw material inventory and procurement components are typically identified separately as MCTRaw (Inventory) and MCTRaw (Procurement).  It often helps to think of MCTRaw as purchasing to order instead of purchasing to forecast."]
["MCTOperations (Mfg.)","Includes all product specific manufacturing order fulfillment activities."]
["MCTLogistics","Includes the transportation time from the supplier to the customer’s first point of receipt."]
["MCTContigency","Includes pre-built, pre-positioned inventory used to support the gap between a supplier’s order fulfillment capability and its customer’s order fulfillment requirements."]

{"sheet":"History of Changes","index":12,"n_rows":17,"n_cols":5,"rows_kept":17,"cut":false,"hidden":false,"merged":[[1,0,1,4],[0,0,0,4]]}
["JOHN DEERE OF Risk Assessment"]
["CHANGE HISTORY"]
["Date","Division(s)","Owner","Reason for Change","Others contributing to Change"]
["2007-08-10","All","Robert Smola","Original issue of OFP Readiness Assessment","AED - Dan Warren, CCE - Brook Richardson, CFD - Ed Pederson, JDPS - Bruce Swanson"]
["2007-08-20","All","Robert Smola","Add \"Corrective Action\" worksheet and request for feedback in the \"Intent\" worksheet.","AED - Dan Warren, CCE - Brook Richardson, CFD - Ed Pederson, JDPS - Bruce Swanson"]
["2007-11-11","All","Robert Smola","Corrected mis-referenced cells in the Make the Order Section major non-conformances for questions 3.1, 3.2, 3.3, 4.3","CCE - Brook Richardson"]
["2008-09-15","All","Robert Smola","Finalized question content and structure from user feedback\nAdded \"Supporting Examples\" column","AED - Dan Warren, CCE - Brook Richardson, CFD - Ozzy Larsen, JDPS - Bruce Swanson"]
["2009-10-19","All","Robert Smola","Rewrite of entire OF Assessment to enhance business impact, common language, user friendliness, and global focus.  Reviewed with and approved by Bill Madsen/Bill Zelnio.","JDPS - Ryan Howard, Bruce Swanson, Jack Jackson; \nA&T - Andy McLean, Dan Warren"]
["2010-08-12","All","Robert Smola","Rewrite of questions and scoring criteria based upon feedback from users.  Updated questions: Leadership 2.2, 3.2, 4.1; Acquire the Material 1.3, 3.3, 3.4; Make the Order 1.1, 2.5, 3.3\nAdded questions 2.3 and 2.4 to Leadership\nRearranged columns in scoring sections to facilitate using on an overhead projector\nUpdated Scoring Summary\nAdded Instructions\nUpdated Action Plan\nAdded Action Plan tab to print Macros\nUpdated Termology\nConverted Scoring scale to bullet points.","JDPS - Bruce Swanson, Jack Jackson; \nA&T - Andy McLean, Dan Warren\nCorporate - Robert Smola\nJDES - Beth Lowell"]
["2010-11-05","All","Robert Smola","Updated all sections due to feeback from pilot session of OFRA assessors class.\nRemoved Negatives from Likert. \nRewrote print macros so page numbers are correct.","JDPS - Bruce Swanson, Jack Jackson; \nA&T -  Dan Warren\nCorporate - Robert Smola\nJDES - Beth Lowell"]
["2010-11-17","All","Robert Smola","Corrected formatting so that comments will wrap in the cell.  Corrected conditional formatting in comments on Leadership 3.1.  Corrected scoring total in Leadership section. Changed number formatting in Action plan tab for supplier number.","JDPS-Bruce Swanson"]
["2012-08-03","All","OF Community of Practice","Delivery questions rolled up to likerts in Leadership and Plan the order. Risk tab and Summary added. ","JDPS - Jack Jackson\nCorporate - Robert Smola, Samantha Richardson"]
["2013-04-09","All","OF Community of Practice","5 Criterea Likerts modified to eliminate repeats of 3 criteria. ","JDPS - Jack Jackson"]
["2013-09-23","All","OF Community of Practice","Checkbox Likert added. Minor formating changes\nName changed to Order Fulfillment Risk Readiness","JDPS - Jack Jackson"]
["2014-09-11","All","OF CoP Leads","Updated formatting. Adjusted formulas to ensure scores adjust properly with questions scored \"N/A\".\nAdded \"N/A\" to Risk Assessment questions\nRemoved two scoring summary tabs and combined to one. \nAdded line for more team members\nAdded \"Audit #\" field on scoring summary page. - This will be populated by the system for assessments generated by new supplier add process. ","JDPS - Jack Jackson, David Munoz"]
["2019-09-01","All","OF Community of Practice","Updated following questions:\n-Leadership 1.1, 1.2, 2.1, 3.1, 4.1\n-Plan the Order 1.1, 2.1, 2.2, 2.3\n-Acquire the Material 1.3, 2.2, 3.1, 3.4\n-Make the Order 1.3, 1.4, 2.4, 2.5, 3.1, 3.2\nOther updates:\n-Updated link with new OFRA video introduction\n-Terminology tab - updated definition of Table Top Exercises\n-Updated Instructions and Intent tabs\n-Updated colors to match New Deere branding","Contributors:\nA&T: Ryan Howard, Beth Lowell, Carlos Crespo, Jamie Hull, Matthew Biddle, Thorsten Zirker, Sachin Patel, Belen Alvarez, Isadora Francisco\nJDPS: Jeremy Derderian, Gustavo Cuan\nC&F: K'uang Ku "]
["2024-12-02","All","OF SD Community","Updates:\nAll questions were reviewed, reworded.\nAll critierias were reviewed and rewritten\nRemoved Risk Section\nPassing score moved up to 65%\nRebalanced all Questions with weights 5 - 20pts\nResilience, Cyber, Sub-tier Questions introduced\nUpdates in reflected in DSAS","Contributors:\nJess Douglas, David Duprat, Gustavo Martinez, Carlos Crespo, Jamie Hull, Belen Alvarez, Vivek Rothore, Wei Xiao"]