MOTHERSON SUMI SYSTEM LIMITED
FACTORS AND THEIR QMS DEPLOYMENT MATRIX
Business Processes
Manageme Recruitment Competence
Nature of Issue Issue Description Library Id Effect of the issue on QMS Interested Parties development & Motivation
nt Review process
training Documents
HR HR HR
For entering new geographies it is important to know the cultural factors and Shareholders, joint venture
Cultural and Demographic conditions E-4 demographics data of that region for effective business planning and partners. Employees ü ü ü ü
recruitment
External
Legal framework is a dynamic phenomenon and tracking of that is important for
Changes to legal frame work E-6 sustained business therefore important to keep tab on all the changes occurring Statutory and regulatory ü ü
bodies, shareholders
Changes to QMS introduced due to leadership changes, strategy changes must
Organization structure I-1 be reviewed with management Employees ü ü
New recruitments may be required to fill the new posts
Considering the exponential growth and new customers it is important to have
Education and training I-2 structured system of education and training to employees Employees ü ü ü H:\Quality\
Training to be viewed as a retention tool QUALITY\HR\WIN\
Technology up gradation must be known to product engineering
Internal
Uninterrupted human resources are essential for business continuity so
Availability of human resources I-6 production scheduling and operations planning are vital Customers. Employees ü ü ü ü Document
Technological know how vested in critical humans leaving the organization can
Loss of critical human resources I-7 create vacuum therefore must be discussed with management Employees
H:\Quality\
QUALITY\HR\WIN\
ü ü ü ü
Succession planning must be in place to cover this contingency
ü Applicable to
CONTEXT OF MSSL
DOC. NO.: LST/MR/10 REV. NO.: 00
List of issues relevant to QMS
Nature of Issue Issue Description
Political stability in the geographies
of company's operations.
Political stability in the geographies
of company's suppliers.
Scarcity of raw materials and parts
Cultural and Demographic conditions
External
Changes in vehicle technologies
Changes to legal frame work
Competition
Organization structure
Education and training
Product technologies
Manufacturing technologies
Internal
Customer end quality performance
Availability of human resources
Loss of critical human resources
Infrastructural requirements
Data Safety and Security
Needs and expectations of interested parties relevant to QMS
Interested Party Internal/External
Customers External
Suppliers External
Employees Internal
Statutory & Regulatory External
Bodies
Certification Bodies External
Local Community External
Share Holders External
J V Partner External
Review frequency-- Six Monthly
Motherson Sumi Systems Ltd.
CONTEXT OF MSSL
ISSUE DATE: 01.07.2017 PAGE NO.: 1 of 1
Monitoring Mechanism
* News media
* Business magazines
* Industry reports
* Interactions with suppliers
* News media
* Business magazines
* Industry reports
* Subscriptions
* Interactions with business partners
* News media
* Interactions with employees and society
* Industry reports
* Interactions with customers, suppliers,
equipment makers etc
* Patent news
* News services subscriptions
* Share of business
* Order book
* Interactions with customers
* industry reports
* News media
* Business plans
* Business plans
* Performance Reports
* RFQs
* Interactions with customers
* Interactions with JV partners
* RFQs
* Interactions with customers
* Interactions with JV partners
* Interactions with equipment suppliers
* Patent news
* Customer score cards
* Reports / communications from the customers
* Business plans
* Business plans
* Business plans
* Business plans
Reason for Interest Needs and Expectations
Buy products and services from us Compliance to customer specific requirements
Products and services conforming to specifications
Future technological readiness
Sell parts and services to us Mutually beneficial relationship
Timely sharing of business forecast
On time receipt of payments
Responsible for realization of our products and Safe and healthy work environment
services Conducive work culture
Education and training
Dictate controlling regulations which may affect Compliance to regulations
our processes, products and services
Asses the conformity of our QMS to IATF 16949 Compliance to the requirements of IATF 1949
and CSR and customer specific requirements
Proximity to our facilities No violation of environmental laws.
No toxic hazards
Business growth Compliance to regulations
Provider of knowhow Compliance to JV agreement requirements
Prepared by- Approved by-
MOTHERSON SUMI SYSTEM LIMITED
FACTORS AND THEIR QMS DEPLOYMENT MATRIX
Business Processes
Customer
Management Internal Customer enquiry handling/ Customer schedule handling Material planning & Material receipt Information Internal audit Production management Competence development & Customer Concern Engineering Engineering Engg change management Supplier selection and
Nature of Issue Issue Description Library Id Effect of the issue on QMS Interested Parties Review Audit Contract review
Voice Maintenance Logistics NC product control Recruitment process Motivation Measurement support (Process Design change) New product development Corrective and preventive action Business Planning New part development Warranty Management
assessment and Production procurement & control Technology (process & product) (LPC & Assembly) training Resolution (Process design and dev) (PAP) (ECN) development
planning
QPC PPC PPC STORE/ Maintenance PPC QPC LPC/ ASSY LPC/ASSY/ QPC HR HR HR QPC QPC QPC APQP/ NPDC QPC LPC/ASSY/ QPC TOP Management QPC
QPC
Political instability can impact organizational capabilities to meet customer Customers
Political stability in the geographies of company's operations. E-1 requirements. ü ü ü
Political instability can lead to disruption in component supply. Customers
Political stability in the geographies of company's suppliers. E-2 ü ü ü ü ü
Global upsurge in demand or global shortage of commodities can make an Customers
impact on the supply chain.
Scarcity of raw materials and parts E-3 ü ü ü
For entering new geographies it is important to know the cultural factors Shareholders, joint venture partners.
and demographics data of that region for effective business planning and Employees
Cultural and Demographic conditions E-4 recruitment ü ü ü ü ü
External
What changes are anticipated/foreseen in vehicle technology, know how of
Changes in vehicle technologies E-5 that can help strategic planning process including support processes Shareholders, joint venture partners ü ü ü ü ü ü ü ü
Legal framework is a dynamic phenomenon and tracking of that is
important for sustained business therefore important to keep tab on all the
changes occurring Statutory and regulatory bodies,
Changes to legal frame work E-6 shareholders ü ü ü ü ü ü
Understanding of automotive world trends and local trends helps in
Competition E-7 capturing voice of customer in a better way and be competitive Shareholders ü ü ü ü ü ü
Changes to QMS introduced due to leadership changes, strategy changes
must be reviewed with management
Organization structure I-1 New recruitments may be required to fill the new posts Employees ü ü ü ü ü
Considering the exponential growth and new customers it is important to
have structured system of education and training to employees
Education and training I-2 Training to be viewed as a retention tool Employees ü ü ü ü ü
Technology up gradation must be known to product engineering
Technology offered /required by customer during new product
Product technologies I-3
development, providing customers with innovative solutions.
Customers, Employees ü ü ü ü ü ü ü
Manufacturing technologies I-4 Manufacturing technology requirements with focus on QCD Employees ü ü ü ü ü
To get new/repeat business it is imperative to delight customers on quality
Internal dashboard parameter
Customer end quality performance I-5
Support processes like internal audit, maintenance and logistics can help in
Customers ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü ü
ensuring customer end quality
Uninterrupted human resources are essential for business continuity so
Availability of human resources I-6 production scheduling and operations planning are vital Customers. Employees ü ü ü ü ü ü ü
Technological know how vested in critical humans leaving the organization
can create vacuum therefore must be discussed with management
Loss of critical human resources I-7 Succession planning must be in place to cover this contingency Employees ü ü ü ü
For smooth running of operations it is imperative to have all necessary
Infrastructural requirements I-8 infrastructure in place Employees, Customers ü ü ü
Information generated from various functions must be protected from
Data Safety and Security I-9 theft, fraudulent practices and accidental loss of data Customers. employees ü ü ü
ü Applicable to
