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C-Net 2.0 Audit Report 2012_e

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This shows the Result of the external Audit November 2012 of the Saia Burgess Controls "Lean Enterprise Operating System" C-Net along ISO 9001-2008. The development of this system has been made under …

This shows the Result of the external Audit November 2012 of the Saia Burgess Controls "Lean Enterprise Operating System" C-Net along ISO 9001-2008. The development of this system has been made under the Leadership of Juergen Lauber as MD form 2001-2013

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  • 1. * AUDIT/ASSESSMENT PROGRAM * Translation from original 'Auditbericht' by SQS Schweizerische Vereinigung für Qualitäts- und Management- Systeme (SQS) Bernstrasse 103 3052 Zollikofen Switzerland T +41 58 710 35 35 F +41 58 710 35 45 www.sqs.ch Zollikofen, 22nd November 2012 Page 1 of 6 Document 596_1 Hermann Widmer hermann.widmer@sqs.ch T +41 58 710 33 97 Company/Organization Saia-Burgess Controls AG Bahnhofstrasse 18 3280 Murten Switzerland Business account 130731 Contact Herr Daniel Gumy daniel.gumy@saia-burgess.com T +41 26 672 72 77 F +41 26 672 74 99 Number of employees 250 Site/s 1 Service Audit/Assessment Re-certification audit (reduced) Project number P05086.50 Audit/Assessment beginning/end 20th November 2012 – 21st November 2012 Certified area Entire Company Field of business Electronic control and automation technology Normative basis ISO 9001:2008 Scope Scope 19 Registration number 10524 Certificate valid from/until 13th December 2012 – 12th December 2013 Next audit 19th – 20th November 2013 Auditor/Assessor 1 Mr Hermann Widmer --- Auditor/Assessor 2 --- Auditor/Assessor 2 --- Observer/Expert --- Released Date Signature Lead Auditor/Assessor 22nd November 2012 Commission of Experts 22nd November 2012
  • 2. Page 2 of 6 Saia-Burgess Controls AG Seite 2 von 6 1. Conformity with requirements ............................................................................................................. 2 1.1. Background ...................................................................................................................................... 2 1.2. Overall impression .......................................................................................................................... 2 1.3. Compliance with requirements and application for award of certificate ............................................ 5 1.4. Next assessment ............................................................................................................................ 5 2. Non-conformities ................................................................................................................................. 6 2.1. Major non-conformity ...................................................................................................................... 6 2.2. Minor non-conformity) ...................................................................................................................... 6 3. Instructions for continuous improvement ............................................................................................. 6 1. Conformity with requirements 1.1. Background Audit programme Due to the acquisition by Honeywell of Saia-Burgess Controls AG and at the customer’s request, a reduced re-certification audit was conducted (certificate valid for one year). This took place in accordance with the established audit programme. Last assessment Certification audit Maintenance audit Re-certification audit Organization On 24th October 2012, SQS was informed that the company Honeywell is to acquire Saia-Burgess Controls AG. Currently the usual checks are underway within the Company by its new owner and it is anticipated that the transaction will be completed in late January 2013. The organizational chart was adapted to new circumstances on 1st October 2012 (e.g. new Head of Corpo- rate Sales). In the area of strategy there are at present no changes and it remains based on the document "Strategic statements and cornerstones" dated 21st November 2011. Offering/market orientation: Saia-Burgess Controls AG continues to be active in the development, manufacture and sale of systems in the control and automation fields (PLC-based control and automation technology, hardware, software and firmware, factory and building automation, control engineering for production machines, automation pro- jects, control of infrastructure systems in buildings, tunnels, etc.). The Swiss market is handled directly. In the international area, markets are looked after by wholly owned sales companies and distributors. 1.2. Overall impression General observations Honeywell employees visiting Murten from Schönaich, Germany, took the opportunity to accompany the re- certification audit and thereby also obtain a picture of implementation in the processes. In summary, the general impression formed from this accompaniment was very positive.
  • 3. Page 3 of 6 Saia-Burgess Controls AG Seite 3 von 6 After a brief introduction of the takeover process, the Managing Director informed us about the current situation, including changes that have occurred and challenges that still exist. Regarding the business model (with the clear display showing target markets) and basic documents (e.g. Core Statements, Quality Guidelines) no important changes have been made. It is striking to note how the ‘lean’ system has been rigorously implemented in all areas. This is also shown in the new issue no. 13 of the automation yearbook “Controls News 2012”, which includes a variety of very clearly presented applications in the field of "Lean Automation". With this magazine and the new "Saia System Catalogue", the team has created two outstanding docu- ments with great customer value. Congratulations! Suitability of the management system Further development of the C.Net management system will continue systematically, including the integra- tion of newly drafted documents. During the Audit, it once again became clear that the Managing Director strongly promotes this system and has now extended it to sales subsidiaries. It is obvious that C.Net is continuously updated in the various areas and that it is provides an important foundation. Employees are very familiar with it and find the basic documents easily. (e.g. the various navigation pages or links to job instructions, checklists, etc. for processes). Integration can therefore also be assessed as very good. In the current year, 26 internal audits were conducted according to plan (e.g. Process 23 Production dated 28th September 2012). The benefit of these audits was optimized by working with cross-departmental auditors (e.g. Factory 1 audited Factory 2). The planned Management Reviews are take place and are documented accordingly (e.g. from 7th to 9th May 2012). In the report, each area is assessed by managers (with real figures, strengths and weaknesses, etc.) and evaluated by the Managing Director with the addition, if nec- essary, of further corrective measures. Process management Process management practice is good and in all areas processes are effectively monitored by means of the Management Reviews, which were introduced several years ago. If targets are missed or trends become negative, the appropriate bodies "Committee" will initiate any necessary corrective measures. Assessment of measures taken regarding deviations in last audit At the last maintenance audit, no deviations were identified. Comments and notes on selected topics Management processes It was again noted that processes are well presented and rigorously implemented. Strategic planning and implementation is described in Process 11 dated 2nd December 2010. Specific strategic planning for the years up to 2015 is shown in the current 3-year plan (updated December 2011) and foresees further growth in the coming years. This will be achieved mainly through the introduction of the new product line «Electro- line». Strategic statements with objectives, missions and milestones are defined in the document dated 23rd November 2011. There is satisfaction with the course of business, as can also be seen in the monthly «State of Trade» for October 2012. Following its introduction, the “SEMAN” self-management system has been further refined (mini SEMAN) and continues to prove its worth. Managers within the individual BUs make successful use of the system and the six-monthly Management Reviews take place as planned (e.g. BU CPS dated 7th May 2012).
  • 4. Page 4 of 6 Saia-Burgess Controls AG Seite 4 von 6 The overview of "bodies" 12-008 was redrafted on 15th October 2012 and has been systematically imple- mented in the various meetings (e.g. BU CC dated 16th November 2012). Communication within the com- pany is still very open and regular (e.g. information to employees from the Managing Director on 30th April 2012). Customer satisfaction is regularly ascertained and the procedure used was certified by TÜV Süd in June 2012. The results obtained, which have mostly proved very positive, are published on the website together with customer video testimonials. Resource management continues to follow strongly the ‘lean’ system and necessary investments are made (e.g. a variety of wave soldering equipment). Added value processes This reduced re-certification audit examined added value processes in both factories with almost entirely positive results. In all processes it was again possible to show optimizations and note that employees are motivated to contribute their ideas (e.g. shortening of «pitstop» times, improvements to productivity, reduc- tion of throughput and assembly times, Kanban in forwarding/shipping). Results are displayed visually in the relevant areas (e.g. SMD production) and allow a quick overview of the situation and any ongoing cor- rective measures, including progress made (e.g. using shadow boards, display of working stock or through- put on screens). By systematically recording customer requirements and rigorous implementation, the pro- duct portfolio continues to meet expectations very well. Since the corporate culture is consistently focussed on lean principles, it has been possible to achieve further increases in efficiency and manage growth. A high delivery capacity provides further proof that processes are under control. International Sales & KAM processes have been clarified and it is possible to trace changes in the various price lists. The appropriate guidelines have also been adapted (e.g. 21_501 dated 20th November 2012). Special customer features can be viewed in the system with the basis of a printed price list for April 2012 – March 2013. The random sample for Product Development & Care processes was rather short. Processes have been optimized and the lean-PEP system introduced (i.e. product development with key steps from mission/idea to project end). With the audited project ‘PCD3 with 2 Ethernet interfaces (no. 140230)’ it was found that tools are applied consistently (e.g. checklists, review logs) and steps are traceable (e.g. mission/idea dated 5th October 2011 or HP Document dated 5th October 2012). In SAV there has been a management change and, from a few examples, it was possible to see that processes are well under control (e.g. Field 8D Report no. 12-090 dated 21st September 2012). In the area of Customer Support, training and support processes were examined. In addition to the new training center, which is used actively, another training room has been created. Available courses are indi- cated on the website and customer satisfaction is consistently assessed after course completion (e.g. from 14th - 17th May 2012). In Support, processes are under review and standardization across international subsidiaries is sought. Processes in Purchasing continue to be implemented systematically and successfully. Through sustained cooperation with suppliers, their performance can be rated as very good (reliability and quality of deliver- ies). With the most important suppliers, delivery agreements have been concluded that underpin efforts towards long term partnerships. Suppliers are assessed on the basis of clear facts and they are informed of the results. Random samples in operational procurement and incoming inspection were positive. Due to time constraints, production processes in Factory 2 were not audited in the usual depth. The overall impression of the areas CPS (central production service) with SMD operation and BFL (Beschaffung- Fertigung-Logistik = Purchase-Production Logistics) small devices was very positive and the teams are successfully led. Once again, numerous optimizations have been implemented (e.g. checkpoints for sten- cils, paperless Kanban for BU CC, transparent display of operating times with the «Monipro» for lines1 and 2, reduction of pitstops and increased flexibility, energy meter assembly with the help of assembly images on Saia Web Panels). In Sales Logistics in Factory 1 there has been a change of management and processes have, for exam- ple, developed further towards lean under the «Smart Logistics» project. Orders are handled in order proc- essing and all important information can be viewed on the central site (e.g. specification documents/job
  • 5. Page 5 of 6 Saia-Burgess Controls AG Seite 5 von 6 instructions, key data). Forwarding is now integrated into manufacturing and has been completely recon- structed (e.g. removal of wall and installation of Kanban shelves, new skylights). Approximately 200 items have been integrated into the Kanban system and 4 standardized invoicing spaces created. With these and other corrective measures an efficient flow of goods is achieved. In PCD production too, (board placement and assembly) in Factory 1 the audit sequence was rather short and concentrated mainly on the improvements achieved. Due to rising order numbers it was necessary to improve processes continuously. Therefore, thanks to consistent implementation of the lean principle, nu- merous optimizations have been put in place (e.g. assembly time for PCD1 from 6 to 2 days, consistent implementation of «one piece flow»). Support processes HR processes are represented as a closed loop and have been well implemented. Further new ideas have been introduced into processes (e.g. the so-called «settling phase»). Systematic induction of employees and continuous in-house training enjoy a high priority. Random samples have shown good practical imple- mentation (e.g. induction of new employees with programme, information on «Controls Ready» and proba- tionary interview, team feedback after the settling phase, carrying out annual meetings, training records, and management of personnel files). To give all staff throughout the company constantly available informa- tion, access via Google Sites has been implemented. The situation in the area of working safety can be assessed as positive. In the area of plant and machinery maintenance it was noted that the new concept has been well imple- mented by properly trained people in charge. The planning and records procedure has therefore been op- timized and maintenance contracts with suppliers updated. Operation of the measuring and test equip- ment is correctly described in the processes, however implementation is not always completely effective (see Minor non-conformity). 1.3. Compliance with requirements and application for award of certificate Compliant, application for award of certificate for Compliant, application for award of certificate with minor non-conformities for ISO 9001:2008 Non-compliant for Major non-conformities If corrective measures assessed positively, application for award of certificate will be made After follow-up audit with positive result, application for award of certificate will be made Validity of certificate Uninterrupted validity commencing with expiry of existing certificate New validity commencing after approval of application 1.4. Next assessment Extraordinary maintenance audit Maintenance audit Re-certification audit Follow-up audit Verification of conditions (see notes) Date See cover sheet
  • 6. Page 6 of 6 Saia-Burgess Controls AG Seite 6 von 6 Notes The audit program for a re-certification audit will be defined at the preliminary organizational meeting on 15th October 2013, 08.00 hrs. 2. Non-conformities 2.1. Major non-conformity No major non-conformity has been identified. One minor non-conformity has been identified. Minor NC Normative basis Date Deadline 1 7.6 20th November 2012 20th November 2013 Description During the audit it was noted that the process for operating measuring and test equipment is not yet fully effective. For ex- ample, some test tools (e.g. BU-CI/HMI) and measuring devices were not calibrated in time. Also, documentation was not always complete (e.g. TT135 had no log entry and B160 had no en- able). Next step Analysis of causes, implementation of corrective measures and provision of proof at next re-certification audit. 3. Instructions for continuous improvement 1 Sales: It was noted that customer-specific special features in VINT or VCH are not always up-to-date on the corresponding displays (e.g. Q_65071 for Argentina). Also, the date of the update is not always obvious. 2 SAV/Support: An analysis of all course evaluations (e.g. transparent assessment of individual evalua- tions, long-term view, 1x per year) might possibly make overarching corrective measures necessary. Energy supply to unused training rooms should be consistently switched off (energy saving potential). 3 Purchasing: In the context of supplier evaluation in Factory 1, it was noted that there was not always a strong request for improvement from B-suppliers (e.g. the supplier ADEL Systems srl). Also, the an- swer was not filed in the appropriate folder. 4 Manufacturing Small Devices and Boards: The polyvalence list in C.Net was not updated. Proc- esses (e.g. 23-432) must still be extended with the new test using a balance. The operating procedure for checking the solder joints (according to IPC-A-610), which is quite old, should be checked for cor- rectness, and integrated into C.Net. Otherwise, the one from SMD production should be adopted (with addition of wire solder joints). 5 Maintenance: In general good progress has been made and the new concept is being implemented. The existing definition of ABC machines should be checked and adjusted if necessary. Existing «key machines» should preferably be referred to as A-machines. 6 Working safety: Existing indicators in the working safety area should be displayed with rather more transparency in C.Net (e.g. downtime regarding illness or accident either in or outside workplace). The new regulations for SQS services and guarantee marks and the applicable product ruling for the ap- propriate standard were explained and handed over to the customer. The Auditor would like to thank all concerned for the pleasant, constructive and open cooperation during the reduced re-certification audit, wish them every success with the integration process into the Honeywell Group, and looks forward to the next opportunity to be of service. Zollikofen, 22nd November 2012 WIH/HIM

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