SABRe : Supplier Problem Resolution Process. Supplier Briefing Pack. Problem Improvement Request (PIR) Rolls-Royce plc The information in this

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1 SABRe : Supplier Problem Resolution Process.. Problem Improvement Request (PIR) Rolls-Royce plc The information in this document is the property of Rolls-Royce plc and may not be copied or communicated to a third party, or used for any purpose other than that for which it is supplied without the express written consent of Rolls-Royce plc. This information is given in good faith based upon the latest information available to Rolls-Royce plc, no warranty or representation is given concerning such information, which must not be taken as establishing any contractual or other commitment binding upon Rolls-Royce plc or any of its subsidiary or associated companies.

2 2 Introduction : For all Concessions, Quality Escapes, Customer Complaints, delivery issues or product rejections from Rolls-Royce, effective completion of the PIR is a pre-requisite of the Non-conformance Process. The PIR process will identify products and processes that can be exposed to similar non-conformance, which can be addressed via read across actions For example, within the U.K. Defence Standards covering MoD projects, it clearly states the customer is under no obligation to buy / accept nonconforming product ; any acceptance of such items is largely discretionary and essentially centres round our ability to ensure / be assured the cause of the problem will not happen again.

3 3 Continued : Key questions and expectations that Rolls-Royce and our Customers have regarding problem resolution are : Has the Problem been effectively contained, and by what means? Does the PIR and actions detailed actually address the root cause(s) of escape and problem? Are the stated actions plausible and the true root cause(s) of the escape and problem? Is there sufficient detail and supporting data to underwrite the cause(s)? Is there objective evidence to demonstrate that a thorough process has been followed to establish why (e.g. 5 - Why s, Cause & Effect Diagram etc.)?

4 4 Continued : Having established the root cause, Rolls-Royce and our customers expect robust and demonstrable corrective action : Are the actions identified meaningful and accurate? Is the implementation of corrective actions scheduled to be achieved over a realistic timescale, relative to the severity of the original problem and it s affect on Rolls-Royce Are all corrective actions in place / complete, verifiable and by what means?

5 5 Rolls-Royce perspective : The PIR Process is structured to enable suppliers to investigate noncompliance within their systems and return them to a compliant state. Suppliers should be using the tool not only to facilitate the acceptance of non-conformance but also as a vehicle to eliminate any future recurrence and protect the customer. The PIR is / should not be viewed as an afterthought, nor should it be seen as a burden. The supplier has ownership of the document and all associated actions identified / detailed therein - that owner has the ability to both identify and drive change, or process improvement - as appropriate.

6 6 The suppliers perspective should be : The PIR is the tool that will be used to improve the business and drive down the cost of non-quality. There is an on-going commitment to improve the business and eliminate unnecessary waste. In the case of non-conformance, use of the PIR is a critical part of that process to ensure the Escape & Problem will not re-occur and not just a short term vehicle raised to re-commence deliveries (please refer to SABRe : Non-conformance Process - PIR Checklist for additional detail). There should be an on-going review of all PIR s raised to assist in monitoring overall process compliance - not just at the next concession arising! The PIR can be used to support / justify investment in the process.