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{"sheet":"Intent","index":0,"n_rows":12,"n_cols":1,"rows_kept":12,"cut":false,"hidden":false,"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  \"Copyright © Deere & Company, as an unpublished work.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":false,"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.\""]

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["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$7,\"<3\"),COUNTIF(Leadership!$D$9:$D$10,\"<3\"), COUNTIF(Leadership!$D$12:$D$13,\"<3\"),COUNTIF(Leadership!$D$15,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF(Leadership!$D$6:$D$7,\">3\"),COUNTIF(Leadership!$D$9:$D$10,\">3\"), COUNTIF(Leadership!$D$12:$D$13,\">3\"),COUNTIF(Leadership!$D$15,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF(Leadership!$D$6:$D$7,\"<2\"),COUNTIF(Leadership!$D$9:$D$10,\"<2\"), COUNTIF(Leadership!$D$12:$D$13,\"<2\"),COUNTIF(Leadership!$D$15,\"<2\"))","v":0}]
[null,null,"Plan the Order",{"$f":"'Plan the Order'!$J$4/'Plan the Order'!$I$4","v":0},{"$f":"SUM(COUNTIF('Plan the Order'!$D$6,\"<3\"),COUNTIF('Plan the Order'!$D$8:$D$10,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Plan the Order'!$D$6,\">3\"),COUNTIF('Plan the Order'!$D$8:$D$10,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF('Plan the Order'!$D$6,\"<2\"),COUNTIF('Plan the Order'!$D$8:$D$10,\"<2\"))","v":0}]
[null,null,"Acquire the Material",{"$f":"'Acquire the Material'!$J$4/'Acquire the Material'!$I$4","v":0},{"$f":"SUM(COUNTIF('Acquire the Material'!$D$6:$D$8,\"<3\"),COUNTIF('Acquire the Material'!$D$10:$D$11,\"<3\"),COUNTIF('Acquire the Material'!$D$13:$D$16,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Acquire the Material'!$D$6:$D$8,\">3\"),COUNTIF('Acquire the Material'!$D$10:$D$11,\">3\"),COUNTIF('Acquire the Material'!$D$13:$D$16,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF('Acquire the Material'!$D$6:$D$8,\"<2\"),COUNTIF('Acquire the Material'!$D$10:$D$11,\"<2\"),COUNTIF('Acquire the Material'!$D$13:$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$9,\"<3\"),COUNTIF('Make the Order'!$D$11:$D$15,\"<3\"),COUNTIF('Make the Order'!$D$17:$D$19,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Make the Order'!$D$6:$D$9,\">3\"),COUNTIF('Make the Order'!$D$11:$D$15,\">3\"),COUNTIF('Make the Order'!$D$17:$D$19,\">3\"))","v":0},null,{"$f":"SUM(COUNTIF('Make the Order'!$D$6:$D$9,\"<2\"),COUNTIF('Make the Order'!$D$11:$D$15,\"<2\"),COUNTIF('Make the Order'!$D$17:$D$19,\"<2\"))","v":0}]
[null,null,"TOTAL",{"$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$7,\"<2\"),COUNTIF(Leadership!$D$9:$D$10,\"<2\"),COUNTIF(Leadership!$D$12:$D$13,\"<2\"),COUNTIF(Leadership!$D$15,\"<2\"),COUNTIF('Plan the Order'!$D$6,\"<2\"),COUNTIF('Plan the Order'!$D$8:$D$10,\"<2\"),COUNTIF('Acquire the Material'!$D$6:$D$8,\"<2\"),COUNTIF('Acquire the Material'!$D$10:$D$11,\"<2\"),COUNTIF('Acquire the Material'!$D$13:$D$14,\"<2\"),COUNTIF('Acquire the Material'!$D$15:$D$16,\"<2\"),COUNTIF('Make the Order'!$D$6:$D$9,\"<2\"),COUNTIF('Make the Order'!$D$11:$D$15,\"<2\"),COUNTIF('Make the Order'!$D$17:$D$19,\"<2\"))","v":0},{"$f":"IF($D31=0%,\"Not Scored\",IF($I$31>=1,\"FAIL\",IF($D$31>=60%,\"PASS\")))","v":"Not Scored"}]
[]
[]
[]
[]
[]
[]
[]
[]
[null,null,"RISK READINESS",null,"Gaps",null,"Strengths"]
[null,null,"Category","Percent achieved","Questions less than 3",null,"Questions greater than 3"]
[null,null,"Geographic Risk",{"$f":"(IFERROR('Risk Readiness'!J6/'Risk Readiness'!I6,\"N/A\"))","v":0},{"$f":"SUM(COUNTIF('Risk Readiness'!$D$6,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Risk Readiness'!$D6,\">3\"))","v":0}]
[null,null,"Mitigation Planning Internal  ",{"$f":"(IFERROR('Risk Readiness'!J7/'Risk Readiness'!I7,\"N/A\"))","v":0},{"$f":"SUM(COUNTIF('Risk Readiness'!D7,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Risk Readiness'!$D7,\">3\"))","v":0}]
[null,null,"OF Risk Identification",{"$f":"(IFERROR('Risk Readiness'!J8/'Risk Readiness'!I8,\"N/A\"))","v":0},{"$f":"SUM(COUNTIF('Risk Readiness'!D8,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Risk Readiness'!$D8,\">3\"))","v":0}]
[null,null,"Supply Base C.P.",{"$f":"(IFERROR('Risk Readiness'!J9/'Risk Readiness'!I9,\"N/A\"))","v":0},{"$f":"SUM(COUNTIF('Risk Readiness'!D9,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Risk Readiness'!$D9,\">3\"))","v":0}]
[null,null,"Labor Planning",{"$f":"(IFERROR('Risk Readiness'!J10/'Risk Readiness'!I10,\"N/A\"))","v":0},{"$f":"SUM(COUNTIF('Risk Readiness'!D10,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Risk Readiness'!$D10,\">3\"))","v":0}]
[null,null,"Tooling Life Cycle",{"$f":"(IFERROR('Risk Readiness'!J11/'Risk Readiness'!I11,\"N/A\"))","v":0},{"$f":"SUM(COUNTIF('Risk Readiness'!D11,\"<3\"))","v":0},null,{"$f":"SUM(COUNTIF('Risk Readiness'!$D11,\">3\"))","v":0}]
[null,null,"TOTAL",{"$f":"'Risk Readiness'!J4/'Risk Readiness'!I4","v":0},{"$f":"SUM(E43:F48)","v":0},null,{"$f":"SUM(G43:H48)","v":0}]
[null,null,"Achieved Points Total ",{"$f":"'Risk Readiness'!J4","v":0}," "]
[null,null,"Indicator"]
[null,null,"gv ",{"$f":"D50","v":0}]
[null,null,"gv+",3]
[null,null,"end",{"$f":"(2*'Risk Readiness'!I4)-(D52+D53)","v":597}]

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["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"]

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["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"]

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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,{"$f":"SUM(I5,I8,I11,I14)","v":300},{"$f":"SUM(J5,J8,J11,J14)","v":0}]
["1. Organization Measures",null,null,{"$f":"J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I7)","v":125},{"$f":"SUM(J6:J7)","v":0}]
[1.1000000000000001,"Business Process Documentation","What methods are used to document your Order Fulfillment process flow (Plan the Order, Acquire the Material, Make the Order, Deliver the Order)?\n\nHow are these methods used to drive improvement in your organization?",null,null,"● Limited documentation of process flow","● Detailed value stream maps (VSM) or equivalent are available for at least one product line\n\n● Documentation is current and includes Plan, Acquire, Make and Deliver steps\n\n● VSM or equivalent includes most of the information required to calculate MCT response \n\n● Supplier can demonstrate improvement driven from VSM or equivalent","● All of a \"3\"\n\n● Detailed VSM or equivalent are available for most product lines\n\n● VSM's or equivalent include all information required to calculate MCT response \n\n● MCT map can be generated within 72 hours (with Deere training)\n\n● Supplier can demonstrate a history of improvement driven from VSM or equivalent for most product lines ",{"$f":"IF($D6=\"N/A\",0,75)","v":75},{"$f":"IF(D6=\"N/A\",0,IF(D6>5,\"Error\",D6*I6/5))","v":0},"Documentation","Value Stream Maps\nProcess Maps\nFlow charts\nManufacturing Critical-path Time maps\nSpaghetti diagrams\nVSM improvement project documentation"]
[1.2,"Business Plan and Metrics ","What measurements do you use to monitor and improve your operational performance?",null,null,"● Supplier is collecting performance data (quality, delivery)","● Supplier has a strategic business plan outlining order fulfillment performance metric goals\n\n● Performance data is collected and analyzed, including safety, quality, delivery, and financial\n\n● Improvement actions evident when goals are not met\n\n● Documented short- and long-term capacity analysis for key production assets  \n\n● Capacity review plans available for key production equipment","● All of a \"3\"\n\n● Comprehensive trend analysis to prioritize performance improvements\n\n● Demonstrated effectiveness of improvement projects\n\n● Documented short- and long-term capacity analysis for key production assets includes annual growth and new customer acquisition",{"$f":"IF($D7=\"N/A\",0,50)","v":50},{"$f":"IF(D7=\"N/A\",0,D7*I7/5)","v":0},"Documentation","Strategic planning documentation\nOperations metrics & graphs\nPareto analysis\nImprovement projects driven by metrics"]
["2. Company Strategy",null,null,{"$f":"J8/I8","v":0},null,null,null,null,{"$f":"SUM(I9:I10)","v":80},{"$f":"SUM(J9:J10)","v":0}]
[2.1,"Core Competencies and Business Strategy","What are your core competencies?\n\nWhat is your business strategy?",null,null,"● Limited explanation of core competencies and business strategy","● Supplier can verbally explain core competencies, which align with current capabilities\n\n● Supplier can explain plans to maintain core competencies and competitiveness within their industry\n\n● Supplier has a documented business strategy \n\n● Supplier demonstrates knowledge of marketplace competitiveness and/or benchmarking activities\n\n● Supplier can demonstrate understanding of broader industry trends","● All of a \"3\"\n\n● Supplier has documented core competencies and plans to maintain core competencies\n\n● Supplier has documented industry analysis\n\n● Supplier has documented internal business reviews, such as a SWOT analysis\n\n● Supplier has a long-term/multi-year strategic business plan",{"$f":"IF($D9=\"N/A\",0,45)","v":45},{"$f":"IF($D$9=\"N/A\",0,$D$9*$I$9/5)","v":0},"Documentation","Strategic business plan\nIndustry competitive analysis\nCapital investment plan\nProjected demand forecast \nCapacity planning process\nCompany mission or vision statement\nSWOT Analysis"]
[2.2000000000000002,"Project Planning","How do you implement new part programs into production?",null,null,"●  Informal planning process","●  Project plan sufficient to meet the complexity of the project\n\n● Communication plan with customer \n\n● Program/Project manager identified\n\n● Major tasks tracked to completion\n\n● Pre-production part schedules are tracked\n\n● Participation in packaging selection (most decisions confirmed after part release)\n\n● Capable of returnable container management\n\n● Documented packaging for most part numbers\n","● All of a \"3\"\n\n● Project plan per Advanced Product Quality Planning (APQP) per Automotive Industries Action Group (AIAG) standards\n\n● Root cause analysis and improvements provided for packaging\n\n● Alternate packaging defined for returnable containers\n\n● Documented packaging for all part numbers",{"$f":"IF($D10=\"N/A\",0,35)","v":35},{"$f":"IF(D10=\"N/A\",0,D10*I10/5)","v":0},"Documentation","APQP documents\nProject planning records and documentation\nGantt Charts\nManagement gate review meeting minutes\nOverall project portfolio timing plan\nPre-production part schedules\nList of current returnable containers in use\nReturnable container contact list\nAlternate packaging list\nPackaging/logistics issues analysis example"]
["3. Knowledge Transfer",null,null,{"$f":"J11/I11","v":0},null,null,null,null,{"$f":"SUM(I12:I13)","v":70},{"$f":"SUM(J12:J13)","v":0}]
[3.1,"Continuous Improvement","How do you capture and implement continuous improvement ideas? ",null,null,"● Limited continuous improvement","● Continuous improvement opportunities captured from a variety of sources\n\n● Suggestion receipt is acknowledged\n\n● Approved suggestions are implemented and can be demonstrated","● All of a \"3\"\n\n●  Documented acknowledgement of suggestion receipt and final status to submitter\n\n● Formal process utilized to track suggestions through closure",{"$f":"IF($D12=\"N/A\",0,35)","v":35},{"$f":"IF(D12=\"N/A\",0,D12*I12/5)","v":0},"Documentation","Employee suggestion program\nSample employee suggestions\nContinuous improvement projects\nPoke-yoke journals\nSuggestion tracking"]
[3.2,"Training","How do you train your production employees?",null,null,"● Individual training records are available","● Training is available for each job position with work instructions\n\n● Training matrix or software available that identifies personnel trained at each position/process\n\n● Training matrix/software is manually updated\n\n● Training matrix/software is current","● All of a \"3\"\n\n● Training matrix/software is updated when training occurs\n\n● Training is updated when process or documentation is changed",{"$f":"IF($D13=\"N/A\",0,35)","v":35},{"$f":"IF(D13=\"N/A\",0,D13*I13/5)","v":0},"Documentation","Training matrix\nFormal job descriptions\nHuman Resource training records\nTraining log\nTraining facility\nTraining plan\nTraining tracking software"]
["4. Organization Communication",null,null,{"$f":"J14/I14","v":0},null,null,null,null,{"$f":"SUM(I15)","v":25},{"$f":"SUM(J15)","v":0}]
[4.0999999999999996,"Communication Continuity","What is your plan to maintain customer communication when key personnel are absent?",null,null,"● Customer communication responsibilities can be verbally explained.","● Relationship owners and backups are assigned for each customer \n\n● Customer service processes can be verbally verified with multiple employees","● All of a \"3\"\n\n● Formal system is in place to provide coverage during employee absence\n\n● Documented work instructions including contact names and required duties",{"$f":"IF($D15=\"N/A\",0,25)","v":25},{"$f":"IF(D15=\"N/A\",0,D15*I15/5)","v":0},"Documentation","JDSN Contacts Update\nRelationship Owner documentation\nVoice of the Customer documentation\nPerformance Feedback Surveys\nISO Procedures\nOffice Work Instructions"]

{"sheet":"Plan the Order","index":6,"n_rows":10,"n_cols":12,"rows_kept":10,"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,{"$f":"SUM(I6,I8:I10)","v":75},{"$f":"SUM(J5,J7)","v":0}]
["1. Order Receiving",null,null,{"$f":"+J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6)","v":20},{"$f":"SUM(J6)","v":0}]
[1.1000000000000001,"Order Receipt","How do you receive orders from your customers? \n\nHow do you transfer orders into your material requirements planning system (MRP) or production planning system?",null,null,"● Extensive manual processes  to receive and input customer orders","● Web-EDI capable\n\n● Supplier can receive and process customer requirements electronically \n\n● Receipt of orders is not completely integrated with the in-house MRP or ERP system\n\n● Several effective manual interactions are used to input customer orders\n\n● ASN Capable","● All of a \"3\"\n\n● EDI capable\n\n● Customer requirements are automatically integrated into MRP or ERP system \n\n● System is updated at least weekly\n\n● Minimal human interactions to input customer orders\n\n● ASN Accuracy is tracked and documented\n\n● ASN is error-proofed to eliminate mistakes",{"$f":"IF($D6=\"N/A\",0,20)","v":20},{"$f":"IF(D6=\"N/A\",0,D6*I6/5)","v":0},"Physical","Process map\nWork instructions\nDemonstration of order entering process\nASN flow chart or process documentation\nASN accuracy metrics and goals\nDemonstration of ASN Entry\nExamples of ASN improvement actives"]
["2. Production Scheduling",null,null,{"$f":"+J7/I7","v":0},null,null,null,null,{"$f":"SUM(I8:I10)","v":55},{"$f":"SUM(J8:J10)","v":0}]
[2.1,"Order Management and Scheduling","How do you review and prioritize product orders to meet required due dates?\n\nHow does this ensure timely customer notification of problems?",null,null,"● Informal process to manage orders based on capacity and process lead times","● A defined process is in place to manage and schedule orders based on capacity and process lead times\n\n● Manual method to determine high priority orders (e.g., hot sheet or Excel sheet)\n\n● Proactive feedback provided to customers if there is a concern with meeting delivery dates","● All of a \"3\"\n\n● Automated method identifies high priority orders\n\n● System assists personnel in developing a plan to meet delivery dates",{"$f":"IF($D8=\"N/A\",0,25)","v":25},{"$f":"IF(D8=\"N/A\",0,D8*I8/5)","v":0},"Physical","Demonstration of order management process\nRolling 6-month capacity plan\nSupplier order parameters\nOrder acceptance and prioritization process map or work instructions\nCustomer correspondence"]
[2.2000000000000002,"Expedited Orders","How do you manage expedited orders?",null,null,"● Supplier can describe process used to expedite orders","\n● Process ensures other production/delivery is not affected\n\n● Process can be verified by multiple employees\n\n● Expedited orders reviewed as needed for process improvement ","● All of a \"3\"\n\n●Documented process is used to expedite orders\n \n● Effectiveness of expedited order strategy can be demonstrated \n\n● Current order status is known in real-time",{"$f":"IF($D9=\"N/A\",0,20)","v":20},{"$f":"IF(D9=\"N/A\",0,D9*I9/5)","v":0},"Documentation","Order expedite process documentation\nFinished Goods inventory strategy\nEvidence of expedited order tracking and review\nReal-time order status"]
[2.2999999999999998,"Low Volume Strategy","How do you define a low volume order? \n\nHow do you manage low volume/service orders? \n",null,null,"● Supplier can state what a low volume order is for their business\n","● Supplier can state their process to manage low volume orders without impacting other production\n\n● Supplier works with customer(s) to limit the impact of low volume orders\n\n● Low volume ordering parameters are determined with customer(s) (minimum order quantities, firm zones, packaging, etc.)\n\n● Capable of direct ship to dealer or end-user (including alternate packaging requirements)","● All of a \"3\"\n\n● Documented low volume order strategy\n\n● Supplier reviews order parameters for large reduction in demand or parts moving from production to service\n\n● Supplier has economic model for determining cost effective lot sizes\n\n● Process instructions for building low volume parts ",{"$f":"IF($D10=\"N/A\",0,10)","v":10},{"$f":"IF(D10=\"N/A\",0,D10*I10/5)","v":0},"Documentation or physical","Low volume strategy documentation\nLow volume order process instructions\nLow volume order inventory strategy\nLow volume pull card system\nExample effective low volume order management and delivery"]

{"sheet":"Acquire the Material","index":7,"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,{"$f":"SUM(I5,I9,I12)","v":125},{"$f":"SUM(J5,J9,J12)","v":0}]
["1. Raw Material Inventory",null,null,{"$f":"+J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I8)","v":40},{"$f":"SUM(J6:J8)","v":0}]
[1.1000000000000001,"Inventory Accuracy","How do you track the accuracy of your inventory system?",null,null,"● Inventory accuracy is available or can be calculated","● Inventory accuracy is at least 85% and can be verified  \n\n● Historical data provided\n\n● Improvement plan in place when goals are not met","● All of a \"3\"\n\n● Inventory accuracy is 95% or greater and can be verified  \n\n● Performance trends are shared with decision makers (minimum 6 months data)\n\n● Improvement plan is in place as necessary",{"$f":"IF($D6=\"N/A\",0,10)","v":10},{"$f":"IF(D6=\"N/A\",0,D6*I6/5)","v":0},"Documentation","Historical inventory accuracy data\nDocumented inventory accuracy goal\nExample inventory accuracy improvements"]
[1.2,"Inventory Storage ","How do you identify, locate and protect raw material and purchased components?\n\nHow do you manage incoming material expiration dates?",null,null,"● General storage area\n\n● Material can be found","● 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● Documented process for managing expiration dates\n\n● Documented quarantine process","\n● All of a \"3\"\n\n● All storage locations are uniquely identified and properly labeled\n \n● Automated system prevents use of expired material",{"$f":"IF($D7=\"N/A\",0,15)","v":15},{"$f":"IF(D7=\"N/A\",0,D7*I7/5)","v":0},"Physical / Documentation","Material Storage documentation\nVisual verification via tour and example part numbers\nWorkplace organization audit\nDocumented process or criteria for raw material storage\nFirst-In, First-Out plan (FIFO)"]
[1.3,"Inventory Replenishment","What is your process for determining when your inventory needs to be replenished?",null,null,"● Inventory is replenished by a manual system\n\n● Informal process for notifying supplier of  non-conformances","● Inventory is replenished as required by an automated planning, MRP or a visual system and is updated in a timely manner\n\n● Replenishment process includes disposition and replacement of non-conforming product and scrap","● All of a \"3\" \n\n● Effectiveness of inventory replenishment method is reported\n\n● Inventory is adjusted to meet customer requirements\n\n● Supplier can demonstrate that downtime or delays are rare\n\n● Automated order creation to replenish consumed inventory",{"$f":"IF($D8=\"N/A\",0,15)","v":15},{"$f":"IF(D8=\"N/A\",0,D8*I8/5)","v":0},"Documentation","Explanation of inventory replenishment system\nPerformance metrics to demonstrate system effectiveness (downtime or delays due to raw material shortage)\nKanban, VMI, MRP, other automated systems\nDowntime or lost production report\nOEE metrics"]
["2. Raw Material Acquisition",null,null,{"$f":"+J9/I9","v":0},null,null,null,null,{"$f":"SUM(I10:I11)","v":25},{"$f":"SUM(J10:J11)","v":0}]
[2.1,"Order Processing","How do you communicate orders (firm and forecast) to replenish raw material, purchased components and subcontracted processes to your supply base?",null,null,"● Supplier's order processing  and distribution to supply base is manual","● Lost orders rarely impact manufacturing operations\n\n● Forecasts are transmitted to suppliers for appropriate planning period","● All of a \"3\"\n\n● Order processing and transmission to the supply base is integrated and electronic\n\n● Lost orders do not impact manufacturing operations",{"$f":"IF($D10=\"N/A\",0,15)","v":15},{"$f":"IF(D10=\"N/A\",0,D10*I10/5)","v":0},"Physical","Explanation of how order requirements are communicated to the supply base\nMaterial ordering process maps\nSample supplier forecast"]
[2.2000000000000002,"Order Parameters","How are raw material and purchased component ordering parameters  established?",null,null,"● Initial system parameters are set and available for review","● Order parameters are determined with appropriate factors (quantities, lead time, container size, lot size)\n\n● Order parameters are adjusted as demand changes","● All of a \"3\"\n\n● Supplier does regular review of order parameters\n\n● Supplier can demonstrate improvement driven in ordering parameters",{"$f":"IF($D11=\"N/A\",0,10)","v":10},{"$f":"IF(D11=\"N/A\",0,D11*I11/5)","v":0},"Documentation","Order parameter documentation\nExamples of order parameter improvements\nRaw material ordering parameter list"]
["3. Supply Chain",null,null,{"$f":"+J12/I12","v":0},null,null,null,null,{"$f":"SUM(I13:I16)","v":60},{"$f":"SUM(J13:J16)","v":0}]
[3.1,"Supplier Selection","What is your process for selecting suppliers of direct materials (raw material, purchased components and subcontracted processes)?",null,null,"● Supplier selection process can be verbalized","● Critical suppliers identified\n\n● Documented supplier selection process for new and existing suppliers\n\n● Objective data used in  selection criteria","● All of a \"3\"\n\n● Documented critical supplier list\n\n● Process addresses supply chain risks\n\n● Supplier performance is used in sourcing decisions",{"$f":"IF($D13=\"N/A\",0,15)","v":15},{"$f":"IF(D13=\"N/A\",0,D13*I13/5)","v":0},"Documentation","Supplier selection procedure \nKey/critical supplier list and criteria\nSupplier assessments\nNew supplier criteria\nSupplier performance metrics"]
[3.2,"Supplier Performance","How do you monitor and provide feedback to your supply base?",null,null,"● Informal system in place to monitor and provide performance feedback to the supply base","● Formal system is in place to provide key metrics for critical suppliers\n\n● Minimum of annual performance reviews with supply base\n\n● Data is updated annually at a minimum\n\n● Leadership is often reactive in addressing issues","● All of a \"3\"\n\n● Formal system is in place to review key metrics for most suppliers\n\n● Data is updated and validated at least quarterly \n\n● Leadership is proactive in addressing potential issues",{"$f":"IF($D14=\"N/A\",0,10)","v":10},{"$f":"IF(D14=\"N/A\",0,D14*I14/5)","v":0},"Documentation","Supplier scorecards\nSupplier performance ratings\nSupplier corrective action plans \nSupplier financial performance monitoring\nSupplier historical performance trends and goals"]
[3.3,"Supplier Capacity","How do you review your supply base's order fulfillment capabilities (capacity and lead-time) including raw material, components and outsourced processes?",null,null,"● Informal system in place to review supplier capacity","● Critical suppliers identified and monitored\n\n● Verification of critical suppliers' capacity\n\n● Capacity are updated when business conditions change","● All of a \"3\"\n\n● Formal data driven system in place to verify most suppliers' capacity\n\n● On-site verification of capacity at critical suppliers \n\n● Seasonal variation is communicated to suppliers and peak demand is met\n\n● Contingency plans to prevent supply disruptions are evident",{"$f":"IF($D15=\"N/A\",0,15)","v":15},{"$f":"IF(D15=\"N/A\",0,D15*I15/5)","v":0},"Documentation","Supplier capacity documentation\nSupplier lead-time documentation\nProcess to review and update data"]
[3.4,"Raw Material Availability and Flexibility","How do you manage variation in material requirements driven by changes in customer demand?",null,null,"● Customer increases to demand are addressed on an individual basis","● Supplier can adjust production amounts by 10% for changes in demand four weeks out\n\n● Appropriate levels of raw  material and/or finish goods inventories are planned to address fluctuations in demand \n\n● Customer is notified of changes","● All of a \"3\"\n\n● Supplier can adjust production amounts by 20% for changes in demand four weeks out\n\n● Plan is reviewed and updated at least monthly or as business conditions change",{"$f":"IF($D16=\"N/A\",0,20)","v":20},{"$f":"IF(D16=\"N/A\",0,D16*I16/5)","v":0},"Physical or Documentation","Plan to manage demand fluctuations\nExplanation of how inventory levels are determined in order to manage sub-supplier lead time and capacity constraints"]

{"sheet":"Make the Order","index":8,"n_rows":19,"n_cols":12,"rows_kept":19,"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,{"$f":"SUM(I5,I10,I16)","v":200},{"$f":"SUM(J5,J10,J16)","v":0}]
["1. Capability Awareness",null,null,{"$f":"+J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I9)","v":95},{"$f":"SUM(J6:J9)","v":0}]
[1.1000000000000001,"Safety Stock Inventory","How do you determine the need for safety stock inventory?\n\nHow are the appropriate quantities determined?\n\nNote: This question addresses work-in-process and/or finished goods. ",null,null,"● Safety stock is determined through experience","● Supplier compares customer firm zone requirement to their lead time  (lead time > customer firm zone = safety stock) \n\n● Safety Stock inventory levels are determined through analysis of order fulfillment system data","● All of a \"3\"\n\n● Collaboration with customers to establish safety stock levels \n\n● Safety stock inventory levels are adjusted as business conditions change",{"$f":"IF($D6=\"N/A\",0,20)","v":20},{"$f":"IF(D6=\"N/A\",0,D6*I6/5)","v":0},"Documentation","Customer Firm Zones\nSafety stock inventory analysis\nFinished goods inventory planning process"]
[1.2,"Production Constraints","Have you identified your production constraints?\n\nHow do you prevent disruption to customer orders despite these constraints? ",null,null,"● Production bottlenecks/ constraints are known\n\n● Verbal plan to address constraints","● Documentation of production bottlenecks/ constraints \n\n● Documented plan to address constraint operations  \n\n● Explanation of plan's effectiveness","● All of a \"3\"\n\n● Supplier tracks and can demonstrate process improvement driven by Operational Equipment Effectiveness (OEE)\n\n● Takt times are known and updated regularly",{"$f":"IF($D7=\"N/A\",0,25)","v":25},{"$f":"IF(D7=\"N/A\",0,D7*I7/5)","v":0},"Documentation","Continuous improvement plans\nConstraint documentation\nOverall Equipment Effectiveness (OEE)\nOEE Pareto Chart"]
[1.3,"Operational Capacity","How do you quantify your capacity?  ",null,null,"● Verbal explanation of capacity calculation method","● Capacity is quantified for critical processes, parts or part families in appropriate units (e.g., tons/shift, pieces/day, hours/month, etc.)\n\n● Documented capacity calculations (machine and manpower)\n\n● Capacity accounts for PM downtime, efficiency losses and scrap rates\n\n● Short-term capacity planning method can be explained\n\n● Capacity assessed and updated regularly","● All of a \"3\"\n\n● Documented capacity for each process, part or part family in appropriate units (e.g., tons/shift, pieces/day, hours/month, etc.)\n\n● Capacity is updated when process or conditions change ",{"$f":"IF($D8=\"N/A\",0,25)","v":25},{"$f":"IF(D8=\"N/A\",0,D8*I8/5)","v":0},"Documentation","Capacity 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.)"]
[1.4,"Demand Fluctuation and Seasonality","What actions do you take when forecasted demand exceeds available production capacity?\n\nAre you able to meet demand during peak production periods?",null,null,"● Customer forecast is reviewed regularly\n\n","● Customer forecast is reviewed regularly and compared to available capacity\n\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● Plan allows adequate time to react to an increase in customer demand ","● All of a \"3\"\n\n● Customer forecast is reviewed weekly and compared to available capacity\n\n● Documented plan to ensure peak demand will be met\n",{"$f":"IF($D9=\"N/A\",0,25)","v":25},{"$f":"IF(D9=\"N/A\",0,D9*I9/5)","v":0},"Documentation","Forecast planning process documentation\nEmployee staffing planning process\nBuild ahead plan examples\nSafety inventory examples\nSecondary sourcing strategy\nCapital planning process"]
["2. Production Tracking",null,null,{"$f":"+J10/I10","v":0},null,null,null,null,{"$f":"SUM(I11:I15)","v":65},{"$f":"SUM(J11:J15)","v":0}]
[2.1,"Order Status","How do you track the status and location of customer orders?",null,null,"● Production status of orders can be determined","● System to track order status is in place\n\n● System updates at shift or end of day and order status may vary\n\nIf supplier is Build to Stock (Finished Goods Kanban), the following item applies:\n\n● Finished goods stock replacement can be explained","● All of a \"3\"\n\n● Production status of every order is readily available and accurate\n\nIf supplier is Build to Stock\n(Finished Goods Kanban), the following items apply:\n\n● Supplier conducts pull system audits\n\n● Finished goods inventory levels are adjusted as business conditions require",{"$f":"IF($D11=\"N/A\",0,20)","v":20},{"$f":"IF(D11=\"N/A\",0,D11*I11/5)","v":0},"Documentation \nor physical","MRP system demonstration\nKanban system\nSupermarket locations\nInventory management system\nOrder tracking system"]
[2.2000000000000002,"Schedule\nExecution","How do you measure how closely your actual production aligns with your production schedule (Schedule Execution)?\n\nHow are variations from the planned schedule handled to prevent impact on delivery?",null,null,"●  Data is available to calculate schedule execution","● Schedule Execution is tracked and compared to set goals\n\n● Action plans established when goals are not met\n\n● Schedule Execution has minimal impact on delivery and can be demonstrated  ","● All of a \"3\"\n\n● Continuous improvement plan or demonstrated improvement\n\n● Schedule Execution has no impact on delivery and can be demonstrated\n",{"$f":"IF($D12=\"N/A\",0,15)","v":15},{"$f":"IF(D12=\"N/A\",0,D12*I12/5)","v":0},"Documentation","OEE (Operational Equipment Effectiveness) charts\nProduction status tracking sheets/method\nGoal documentation and trend toward the goal\nLinearity tracking"]
[2.2999999999999998,"Production Metrics","How do you communicate production metrics to your employees? (e.g., quality, delivery, efficiency, safety).",null,null,"●  Production metrics are shared with employees upon request","●  Production metrics are shared with employees\n\n● Current status to achieving goals is known at least on a monthly basis","● All of a \"3\"\n\n● Current status to achieving goals is known on a weekly basis\n\n● OEE updated daily with established goals\n\n● Established goals are consistently met",{"$f":"IF($D13=\"N/A\",0,10)","v":10},{"$f":"IF(D13=\"N/A\",0,D13*I13/5)","v":0},"Physical","Production Status Board\nEmployee Information Area\nOEE Charts\nTeam meetings\nMetric documentation\nProduction meeting minutes"]
[2.4,"Non-conforming material","How do you track and reduce your non-conforming material (scrap & rework)?\n\nHow do you account for the impact of non-conforming material on your available capacity?",null,null,"● Non-conforming material rate measured","● Non-conforming material has a minimal impact on available capacity\n\n● Improvement can be demonstrated\n\n● Inventory system is updated to remove non-conforming material from available inventory in a timely manner","● All of a \"3\"\n\n● Documented improvement plan\n\n● Non-conforming material has a no impact on available capacity\n\n● Continuous improvement can be demonstrated\n\n● Examples of error-proofing to reduce non-conforming material",{"$f":"IF($D14=\"N/A\",0,10)","v":10},{"$f":"IF(D14=\"N/A\",0,D14*I14/5)","v":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"]
[2.5,"Inventory Control","How do you control your work-in-process and finished goods inventory?",null,null,"● General storage area\n\n● Material can be found","● Work in Process and Finished Goods are uniquely identified\n\n● Storage locations may be a general area\n\n● Product can be located easily \n\n● Product protection to prevent damage is evident\n\n● Documented process for managing expiration dates, if needed\n\n● Documented quarantine process\n\n● Inventory management system exists","\n● All of a \"3\"\n\n● All storage locations are uniquely identified and properly labeled\n\n● Automated system prevents use of expired material, if needed",{"$f":"IF($D15=\"N/A\",0,10)","v":10},{"$f":"IF(D15=\"N/A\",0,D15*I15/5)","v":0},"Documentation \nand physical","Non-conforming material procedure\nQuarantine procedure\nDefined inventory management process (e.g., FIFO)\nExpiration date (shelf life) documentation\nBar code scanning system explanation"]
["3. Work Station Improvement",null,null,{"$f":"+J16/I16","v":0},null,null,null,null,{"$f":"SUM(I17:I19)","v":40},{"$f":"SUM(J17:J19)","v":0}]
[3.1,"Work Station Organization\n\nLean Manufacturing Measures","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","●  Well-organized and clean work stations and equipment\n\n● Materials, documentation and tools required are easily accessible\n\n● Operators can safely and efficiently complete their jobs\n\n● Checklists and/or PM procedures are available and completed per supplier-defined requirements","● All of a \"3\"\n\n● Fully implemented 5S system\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● Employees and management are clearly committed to continuous improvement\n\n● Facility is clean, orderly and well lit; air quality is good and noise levels are appropriate",{"$f":"IF($D17=\"N/A\",0,10)","v":10},{"$f":"IF(D17=\"N/A\",0,D17*I17/5)","v":0},"Physical","5S documentation\nVisual verification of work place organization"]
[3.2,"Preventative Maintenance","Explain your equipment and tooling preventative maintenance (PM) program.  ",null,null,"● Critical equipment verbally identified\n\n● Supplier can verbally explain criteria to classify a machine / tool as critical\n\n● Informal or as needed PM processes","● Critical equipment identified and a documented plan in place\n\n● PM owner assigned for each task and maintenance schedule / interval\n\n●  PM schedule documented; demonstrated performance of at least 85% on-time completion\n\n● Reactive repairs drive continuous improvement in preventive maintenance on critical equipment and tooling; non-scheduled maintenance records are documented \n\n ● Critical spare parts are documented for critical equipment (physical inventory verification if held in facility); documented PM plan includes time to acquire critical components if not held in facility","● All of a \"3\"\n\n● PM completion at 95% or above; MTBF and MTTR metrics are monitored\n\n● Predictive maintenance (bearing analysis, temperature tracking, vibration, amp draw, etc.)\n\n● At least quarterly review of maintenance and tooling spare parts held in stock\n\n● Use of Total Productive Maintenance (TPM)\n\n● Unique locations, labels and identification for maintenance / tooling spare parts held in stock\n\n● Automated inventory replenishment method includes maintenance / tooling spare parts held in stock",{"$f":"IF($D18=\"N/A\",0,15)","v":15},{"$f":"IF(D18=\"N/A\",0,D18*I18/5)","v":0},"Documentation","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\""]
[3.3,"Changeover  Reduction and Batch Sizes","How do you determine changeover (setup) times and batch sizes?\n\nWhat activities are performed to ensure appropriate changeover times and batch sizes?",null,null,"● Changeover times are estimated","● Documented standard changeover times\n\n● Actual changeover time is tracked\n\n● Supplier can verbalize changeover time improvements\n\n● Batch sizes are determined informally","● All of a \"3\"\n\n● Changeover times are known and accurate\n\n● Changeover reduction techniques are utilized\n\n● Effectiveness of changeover reduction projects demonstrated\n\n● Batch sizes are determined using documented parameters",{"$f":"IF($D19=\"N/A\",0,15)","v":15},{"$f":"IF(D19=\"N/A\",0,D19*I19/5)","v":0},"Documentation \nor Physical","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"]

{"sheet":"Risk Readiness","index":9,"n_rows":11,"n_cols":12,"rows_kept":11,"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 \"Risk Readiness\" Lane Owner:\n Name: \n Email:\n Phone:"]
["Risk Readiness ",null,null,"This section includes all activities that the supplier performs once the completed order is staged for pickup until the time the order is received by the customer."]
["#","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,{"$f":"SUM(I5)","v":300},{"$f":"J5","v":0}]
["1. Crisis Management",null,null,{"$f":"J5/I5","v":0},null,null,null,null,{"$f":"SUM(I6:I11)","v":300},{"$f":"SUM(J6:J11)","v":0}]
[1.1000000000000001,"Geographic Risk","How do you manage your environmental, geographical, and political risk? \n(Includes Natural disaster, political unrest, war, utility outages, logistical legislation, etc.)",null,null,"● Aware of potential risks to the business","● Contingency plans are documented and cover most identified risks \n\n● Explanation of plans effectiveness\n\n● Plan includes most catastrophic events but missing personnel contact information\n\n● Plan accounts for loss of building","● All of a \"3\"\n\n● Plan includes all personnel and external contact information\n\n● Back up manufacturing has been identified and PPAP'd\n\n● Supplier regularly reviews and practices plan\n\n● Plan allows proactive and timely communication with customers and suppliers\n\n● Contingency plans are stored on the system and action owners maintain a hard copy for use in crisis",{"$f":"IF($D6=\"N/A\",0,60)","v":60},{"$f":"IF(D6=\"N/A\",0,D6*I6/5)","v":0},null,"Current Contingency (Business Continuity Plans; BCP) plan for each risk\nCurrent Action owners and contacts\nTraining\n"]
[1.2,"Mitigation Planning\nInternal  ","Explain your process for addressing internal operation disruptions (work place violence, bomb threat, protest, security, improper access of computer systems, work stoppage, etc.)",null,null,"●  Internal risks can be explained\n\n●  Employees are not trained on escalation rules/processes","● A crisis team has been established and is active\n\n● Table top exercises are regularly utilized to ensure plans can quickly and efficiently be executed\n\n● Employees have been trained and understand established escalation rules","● All of a \"3\"\n\n●  Internal crisis teams have been identified and may be separated by functional area\n\n●  Training is provided and all employees are aware of escalation rules and processes\n\n●  Incident logs are maintained and there is evidence they are used for plan improvements\n\n● Table top exercises are utilized quarterly to ensure plans can quickly and efficiently be executed",{"$f":"IF($D7=\"N/A\",0,35)","v":35},0,null,"Escalation rules /procedures\nCurrent Training documents \nCrisis Team information: Current\nIncident Log/Tracking\nCurrent Contingency (Business Continuity Plans; BCP) plan for each risk"]
[1.3,"Order Fulfillment Risk Identification","How do you identify order fulfillment risk?\n\nHave you identified high risk, single source, single machine suppliers? \n\n(A process shall be in place that ensures prompt communication to the customer of any risk that could affect their operations and impact delivery as soon as it is identified)",null,null,"● Risks are identified and handled reactively","● Informal risk teams working on continuously monitor and improve risk mitigation plans\n\n● Documented process is in place to notify customers when potential risks/disruptions are identified\n\n● Documented single source / one  machine\n(0 alternative, unique) suppliers have been identified and mitigation plans are in place \n\n","● All of a \"3\"\n\n● Risk committee or council is in place\n\n● Company and functional risks have been identified, \n\n● Responsibilities assigned, and priorities set for communication, resources and investment for potential disruptions\n\n● System/Sourcing strategy improvements can be demonstrated\n\n● Risk probability -Severity measurements are documented and improvements can be demonstrated ",{"$f":"IF($D8=\"N/A\",0,55)","v":55},0,null,"Robust contingency plans \nRisk Mitigation CI tracking  \nSupplier Risk assessments\nPrioritization sheets \nSupplier sourcing criteria\nSWOT Analysis \nCurrent Contingency (Business Continuity Plans; BCP) plan for each risk"]
[1.4,"Supply Base Contingency Planning","How do you manage your suppliers order fulfillment risk  (Including geographic risk, political unrest, etc.)\n\n",null,null,"\n● Supplier's contingency plans are reviewed at the time of quote or when business is awarded ","● Risk assessments are executed at all new/potential suppliers prior to sourcing\n\n● Supplier contingency plans are communicated and reviewed annually with high risk suppliers","● All of a \"3\"\n\n● Existing suppliers that do not have robust contingency plans are placed on business hold\n\n● All Supplier's contingency plans are communicated and reviewed annually\n\n●  In-house contingency plans mitigate risk with dual sourcing, inventories, etc.\n\n● Robust contingency plans are required of all suppliers",{"$f":"IF($D9=\"N/A\",0,55)","v":55},0,null,"Risk Assessments\nSupplier Contingency Plans \nDual Sourcing Strategies\nCurrent Contingency (Business Continuity Plans; BCP) plan for each risk"]
[1.5,"Labor Planning","How do you plan for future labor needs? (Assuming production schedules are volatile)",null,null,"● Verbal explanation of planning for future labor needs","● Documented plan to address future labor needs (including: labor skill requirements, expected employee turnover and training time)\n\n● Monitoring of qualified labor in the area can be explained including any impact of changing business conditions\n\n● Verbal explanation of plan's effectiveness for supplier's business","\n● All of a \"3\"\n\n● Documentation  of plan's effectiveness for supplier's business\n\n● Proactive collaboration for developing future employees",{"$f":"IF($D10=\"N/A\",0,50)","v":50},0,"Documentation/Verbal","Labor planning process\nEmployment level documentation\nExample collaboration with community college, trade union or non-profit agency\nLocal unemployment data\nApplication submission data trends\nPlanning meeting minutes"]
[1.6,"Tooling Life Cycle","How do you manage the life cycle of tools 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\n","● Process to manage and inspect tooling regularly can be verbalized (Including service and spare parts)\n\n● There is a plan to ensure tooling is capable of producing service and spare parts","● All of a \"3\"\n\n● Documented process to manage and inspect tooling regularly (including service and spare parts) \n\n● Process provides adequate time to notify customers prior to lapse in delivery\n\n● Process tracks:\n  - lifecycle\n  - Current status\n  - Rework history\n  - Ownership\n  - Authorizations\n  - Bill of materials\n  - etc. ",{"$f":"IF($D11=\"N/A\",0,45)","v":45},0,null,"Tooling life cycle management\nTooling life trending\nMetrics"]

{"sheet":"Terminology","index":10,"n_rows":39,"n_cols":2,"rows_kept":39,"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","See constraint"]
["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."]
["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."]
["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"]
["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":false,"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":16,"n_cols":5,"rows_kept":16,"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 "]