AS9101D auditing for process performance combining conformance and effectiveness to achieve customer satisfaction

AS9101D ­Auditing for Process ­Performance (This page intentionally left blank) Also available from ASQ Quality Press: A Practical Field Guide for AS9100C Erik Valdemar Myhrberg, Dawn Holly Crabtree, and Rudy “RE” Hacker The ASQ Auditing Handbook, Third Edition J.P Russell, editing director Quality Audits for Improved Performance, Third Edition Dennis R Arter The Making of a World-Class Organization E David Spong and Debbie J Collard ISO 9001:2008 Explained, Third Edition Charles A Cianfrani, John E “Jack” West, and Joseph J Tsiakals ISO Lesson Guide 2008: Pocket Guide to ISO 9001:2008, Third Edition J.P Russell and Dennis R Arter ISO 9001:2008 Internal Audits Made Easy: Tools, Techniques, and Step-by-Step Guidelines for Successful Internal Audits, Second Edition Ann W Phillips Process Driven Comprehensive Auditing: A New Way to Conduct ISO 9001:2008 Internal Audits, Second Edition Paul C Palmes ISO 9001:2008 Interpretive Guide for the Design and Construction Project Team (e-Book) Prepared by members of the ASQ Design and Construction Division and edited by John R Broomfield The Quality Toolbox, Second Edition Nancy R Tague Mapping Work Processes, Second Edition Bjørn Andersen, Tom Fagerhaug, Bjørnar Henriksen, and Lars E Onsøyen Root Cause Analysis: Simplified Tools and Techniques, Second Edition Bjørn Andersen and Tom Fagerhaug The Certified Manager of Quality/Organizational Excellence Handbook, Third Edition Russell T Westcott, editor To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our website at http://www.asq.org/quality-press (This page intentionally left blank) AS9101D ­Auditing for Process ­Performance Combining Conformance and Effectiveness to Achieve ­Customer Satisfaction Chad Kymal ASQ Quality Press Milwaukee, Wisconsin American Society for Quality, Quality Press, Milwaukee 53203 © 2011 by ASQ All rights reserved Published 2011 Printed in the United States of America 17 16 15 14 13 12 11 Library of Congress Cataloging-in-Publication Data Kymal, Chad   AS9101D auditing for process performance : combining conformance and   effectiveness to achieve customer satisfaction / Chad Kymal   p cm   Includes bibliographical references and index   ISBN 978-0-87389-807-2 (hardcover : alk paper)   Aerospace industries—Standards.  Aeronautics—Specifications.  I Title   TL671.1.K96 2011  657'.867—dc22 2011013141 ISBN: 978-0-87389-807-2 No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher Publisher: William A Tony Acquisitions Editor: Matt T Meinholz Project Editor: Paul O’Mara Production Administrator: Randall Benson ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, video, audio, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use For information, please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press, P.O Box 3005, Milwaukee, WI 53201-3005 To place orders or to request ASQ membership information, call 800-248-1946 Visit our website at http://www.asq.org/quality-press   Printed on acid-free paper Table of Contents List of Figures and Tables xiii Preface xvii Chapter 1  History of Aerospace Industry Standards AS9000:1997 AS9100:1999 (Revision A) AS9100 Revision B AS9101—Audit Checklist AS9104 Foundation Years 2000 and 2001 AS9100 Revision C AS9100, AS9110, and AS9120 Standards Aerospace, Defense, and Space Industries Maintenance Organizations Distributors to Aviation, Space, and Defense Common Aerospace Auditing Standard Summary 15 Chapter 2  AS9100C Key Changes and the Impact to the Quality Management Systems 17 AS9100 Changes 17 Impact of Key Characteristics and Risk Management Process on the QMS 18 Customer Focus and Customer Satisfaction 23 AS9101 Changes 24 Customer Core Principle (CP1)—Customer Driven 25 Customer Core Principle (CP2)—Process-Based Approach 27 Customer Core Principle (CP3)—Organizational Performance Focus 28 vii viii   Table of Contents Customer Core Principle (CP4)—Audit Methodology 30 Customer Core Principles CP5 and CP6 30 ISO 9001:2008 Changes 30 Summary 32 Chapter 3  AS9110 and AS9120 Key Changes 33 AS9110 Revision A—Requirements for Aviation Maintenance Organizations 34 Human Factors and Safety 35 Resource Management 35 Counterfeit Part and Suspect Unapproved Part 36 Quality Manual and Procedures 36 Management Review 37 Control of Production and Service Provision 38 AS9120A—Requirements for Aviation, Space, and Defense Distributors 38 Clauses 3.3 and 3.7—Counterfeit Part/Suspected Unapproved Part (SUP) 39 7.1—Planning of Product Realization 39 7.1.1/7.5.3—Configuration Management 39 7.1.2—Work Transfer 40 Summary—AS9110 and AS9120 Changes 40 Chapter 4  Understanding AS9101D Auditing Requirements—What Has Changed 41 Process Approach 43 Audit Methodology 45 Clauses 4.1.2.1, Customer Focus, and 4.1.2.2, Organizational Focus 45 Clause 4.1.2.3, Quality Management System Performance and Effectiveness 46 Clauses 4.1.2.4, Process Management, and 4.1.2.5, Process Performance and Effectiveness 47 Clause 4.1.2.6, Continual Improvement 47 Common Audit Activities 49 Clause 4.2.1, Audit Planning 50 Clause 4.2.2, On-Site Auditing 50 Clause 4.2.3, Audit Reporting 53 Clause 4.2.4, Nonconformity Management 55 Clause 4.2.5, Audit Records 55 Audit Phases 55 Clause 4.3.1, Pre-Audit Activities 55 Clause 4.3.2, Stage Audit—Conclusions/Outputs 56 Table of Contents   ix Clauses 4.3.3, Stage Audit, and 4.3.4, Surveillance 56 Clauses 4.3.5, Recertification, and 4.3.6, Special Audits 57 Summary of AS9101D 57 Chapter 5  The Aerospace Auditing Approach—Process Approach, Customer Focus, and Leadership 59 Process Approach 59 Understanding the Process Approach and the Organization’s Processes 59 Understanding a Process Map 60 Process Hierarchy 60 Examples of Customer Oriented Processes 62 Process Interfaces between Sites in an Organization 64 Process Map and Process Interfaces 65 Measuring and Monitoring Processes 66 Relationship between Process Performance and Overall Performance 66 Auditing Each Process 66 Customer Focus 70 Auditing Customer Focus 71 Summary 81 Chapter 6  Understanding Audit Trails 83 Audit Trails and Customer Oriented Processes 83 How to Use Audit Trails When Auditing Processes 84 Business Planning and Management (BPM) Review Audit Trail 86 Links and Samples 87 New Product Development (NPD) Audit Trail 89 Links and Samples 91 Provision Audit Trail 92 Links and Samples 94 Production and Service Provision Audit Trails 95 Audit Trails and Audit Planning 96 Process Monitoring and Improvement 97 Conducting a Process Approach Audit 97 Links and Samples 98 Completing the Process Audit Worksheet/PEAR 100 Chapter 7  Stage Audit 105 Step 1: Obtain Materials for Stage Audit 107 Step 2: Evaluate the Process Focus 108 x  Table of Contents Step 2a: Confirm Supporting Functions and Determine Process Responsibilities—Study the Scope 109 Step 2b: Processes Showing Sequence and Interaction, Including Key Indicators and Performance Trends, for 12 Months 110 Step 2c: Conduct Document Review and Confirm That the Processes Address All Requirements of AS9100/AS9110/AS9120 113 Step 2d: Confirm That a Quality Manual Is Available for Each Site to Be Audited 115 Step 3: Conduct Customer Focus and Performance Analysis 115 Step 3a: Study Customer Performance: Scorecard Results, Policy, Performance Objectives and Targets, and Past Customer Failures 115 Step 3b: Evaluate Internal Audit and Management Review Results from the Previous 12 Months 118 Step 3c: Identify Suspect Processes (That Is, Those Suspected of Poor Performance Based on Customer and Performance Data Analysis) 120 Step 3d: Confirm the Customer-Specific Quality Management System Requirements to Be Included in the Audit 121 Step 4: Determine the Appropriate Scope 123 AS9100/AS9110/AS9120, Clause 1.2 123 Step 5: Determine the Organization’s Readiness 124 Step 6: Prepare and Deliver the Stage Report 125 Step 7: Create an Audit Plan 125 Clause-Driven Audit Plan versus Process-Driven Audit Plan 126 Auditor Requirements 127 Step 8: Conduct Process Analysis and Prepare a Customized Process Worksheet 129 Preparing the Process Audit Worksheet/PEAR 129 Preparing Audit Checklists 129 Auditor Requirements 130 Chapter 8  Stage 2: On-Site Audit 135 Conducting the Audit 135 Step 9: Conduct Audit of Remote Supporting Functions 137 Auditor Requirements 137 Appendix C: AS9100C Checklist by Clause and Objective Evidence Record (OER) A word document of this table can be acquired by contacting Quality Press at qpress@asq.org 230 About the Author C had Kymal is the chief technical officer and founder of Omnex Inc Chad is an international trainer and consultant whose broad experience includes TQM, setup reduction, technology assessment and inventory analysis, statistical process control, and quality function deployment After graduating from the General Motors Institute (GMI), Chad spent a number of years working at General Motors and KPMG before founding Omnex Inc in 1986 Over Chad’s successful career, he has served on the Malcolm Baldrige board of examiners and has received numerous quality achievement awards, including the Quality Professional of the Year award by the American Society of Quality Automotive Division in 2005 In addition to a bachelor’s degree from GMI, Chad holds both a master’s degree in industrial and operations engineering from the University of Michigan and an MBA from the University of Michigan In his role as chief technical officer, Chad is instrumental in determining the strategic direction of the consulting and training organizations, as well as the product strategy for the software company, Omnex Systems Under Chad’s direction, Omnex has worked with TRW, Ford, Philips Semiconductors, Magna, and most of the Fortune 500 companies worldwide Chad personally led the Omnex team that helped Ford Motor Co rewrite the QOS (quality operating system) methodology Omnex provides more than 100 training courses in subject areas ranging from APQP to Six Sigma and has 15 offices worldwide Chad both developed and teaches Omnex’s ISO 9001, ISO/TS 16949, AS9100, ISO 14001, OHSAS 18001, and integrated management systems (ISO 9001, ISO 14001, and OHSAS 18001) auditor courses, most of which are RABQSA certified He has additionally led the development of Omnex’s project management for new product/risk management (APQP), FMEA/control plan, SPC, PPAP (first article), and MSA courses 231 232  About the Author Chad is a registered lead auditor who conducted the first worldwide witness audit for QS-9000 He helped develop QS-9000 and is one of the authors of the ISO/TS 16949 Semiconductor Supplement He is also the founder of AQSR, one of the top five registrars as rated by Quality Digest AQSR conducted certifications for ISO 9001; ISO/TS 16949; AS9100, AS9110, and AS9120; TL 9000; ISO 14001; OHSAS 18001; and many other international standards Chad has published numerous papers and three books on the subjects of management standards and quality He is the author of four books on quality standards, including three on the auditing process He is currently working on his next book, titled “Strategy for Risk Management in New Product Launch in the Aerospace Industry,” which covers the implementation of risk management strategies in the aerospace industry Chad has conducted hundreds of audits in many different sectors— from aerospace to steel to distributors to electronics and semiconductors—in North America, Asia, and Europe over the last 20 years Chad has led the development of both lead and internal auditor courses that focus on both the aerospace industry and the AS9100/AS9101 standards He is also leading two large implementations within the aerospace industry targeting product quality improvements for Bombardier Inc (airplane) and Pratt & Whitney (engine) The Bombardier implementation involves working with every major system and subsystem supplier of the aircraft Index A core principles, 24–30 key changes, 24–30 requirements for internal audit, 134 structure of, 41–42 understanding changes to, 41–57 AS9102 standard, AS9103 standard, AS9104 standard, 3–4 AS9110 standard, 4, 6–7 comparison to AS9100 and AS9120, key changes, 34–38 requirements, and stage audit, 113–14 AS9120 standard, 4, comparison to AS9100 and AS9110, key changes, 38–40 requirements, and stage audit, 113–14 ASA-100 standard, Asia-Pacific Aerospace Quality Group (APAQG), 2, audit, process approach, conducting, 97–98 audit activities, common, under AS9101D standard, 49–55 audit checklists, preparing, in stage audit, 129–30 aerospace industry demand by region, xv–xvi future changes in, xv standards, history of, 1–16 aerospace process auditing approach, 59–81, 142 hierarchy of, 60–62 Americas Aerospace Quality Group (AAQG), 4, AS7103 standard, AS9000:1997 standard, AS9100 auditing process, key changes to, xvi–xvii AS9100:1999 Revision A standard, 1, 2, AS9100 Revision B standard, AS9100 Revision C standard, 5–6 comparison to AS9110 and AS9120, key changes, 17–24 and impact to QMSs, 18–22 requirements, and stage audit, 113–14 AS9100 series of standards, foundation years 2000 and 2001, AS9101D audit standard, 3, 5–6, 7–15 233 234  Index audit findings, identifying and recording, under AS9101D standard, 51–53 audit methodology under AS9101D standard, 45–49 customer core principle of AS9101D standard, 30 audit phases, under AS9101D standard, 55–57 audit plan creating, in stage audit, 125–29 prioritized, following, in stage audit, 142 audit planning under AS9101D standard, 50 audit trails and, 96–97 in stage audit, 140–42 audit records, under AS9101D standard, 55 audit report, in stage audit, 160–61 audit reporting, under AS9101D standard, 53–55 audit responsibilities, identifying, in stage audit, 109 audit team recommendations, in stage audit, 158 audit trails and audit planning, 96–97, 125 and customer oriented processes, 83–84 in stage audit, 140–42 understanding, 83–103 using when auditing processes, 84 auditee, responsibility in corrective actions, 162 auditor becoming effective, 167 responsibility in corrective actions, 162–63 auditor requirements in audit planning, 127–29 for audit reporting, 161 for auditing organizational processes, 153–54 for auditing remote supporting functions, 137–38 for completing follow-up audit, 166–67 for conducting stage audit closing meeting, 159 for corrective action closeouts, 165–66 in determining audit scope, 123 for facility tour, in stage audit, 150–51 for meeting with top management, 152–53 for opening meeting of stage audit, 138–39 for preparing stage audit draft report, 158–59 in Process Audit Worksheet preparation, 130–34 for studying customer and organizational performance, 151 for writing up nonconformities, 156–57 B BMS (business management system) control plan, 67 business operating system (BOS) model, 24 business planning and management (BPM) review, audit trail, 83, 86–89 in stage audit, 140 C China, aerospace industry in, xv clause approach to auditing, versus process approach, 75, 111–12 in audit planning, 126–27 clauses, auditing, verification of, 154 clause-to-process matrix, 161 closeout meetings, in stage audit, 158 closing meeting, of stage audit, 158–59 typical agenda, 159 Confidential Assessment Report for stage (Appendix A), 169–202 Confidential Assessment Report for stage (Appendix B), 209–29 configuration management, under AS9120 standard, 39 continual improvement, under AS9101D standard, 47–49 control plan, definition, 22 corrective action and closeouts, in stage audit, 161–67 formats used in industry, 164 responses, evaluating, in stage audit, 164–65 systemic, evaluating, in stage audit, 163–66 counterfeit part and AS9110 standard, 36 and AS9120 standard, 39 definition, under AS9110 standard, 36 definition, under AS9120 standard, 39 critical items, definition, under AS9100C standard, 21 customer complaints, auditing, 73 customer feedback in aerospace auditing approach, 70 in customer performance analysis, 115–16 customer focus in aerospace auditing approach, 70–81 analyzing, in stage audit, 115–23 and AS9100C and AS9101D standards, 23–24 under AS9101D standard, 45–46 auditing, 71–81 customer core principle of AS9101D standard, 25–27 lack of, as nonconformity, 154–55 customer oriented process (COP), 60, 63 in audit planning, 125 audit trails and, 83–84 definition, 25 examples of, 62–63 Index  235 customer performance analyzing, in stage audit, 115–23 studying, 71–73 in stage audit, 151 customer risks, identifying, 73 customer satisfaction in aerospace auditing approach, 70 and AS9100C and AS9101D standards, 23–24 auditing, 71–72 in customer performance analysis, 116, 120 customer scorecards auditing, 72–73 in customer performance analysis, 115–18 D departmental audit approach, versus process approach, 112 design failure mode and effects analysis (DFMEA), 18 definition, 21–22 design verification, definition, 22 design verification plan and report (DVP&R), 22 distributors, and AS9120 standard, 7, 33, 34 document review, in stage audit, 113–14 draft report, preparing, in stage audit, 158–59 E effectiveness, under ISO 9001:2005, 112 efficiency, under ISO 9001:2005, 113 Eight Disciplines (8D) Problem Solving format, 164 element approach to auditing, versus process approach, 75, 111–12, 114 in audit planning, 126–27 EN9120 standard, 236  Index escape root cause, 163 European Aerospace Quality Group (EAQG), 4, F facility tour, conducting, in stage audit, 150–51 failure mode and effects analysis (FMEA), 18–21 first article inspection (FAI), 18, 22, 91 enhanced, definition, 22 follow-up audit, completing, in stage audit, 166–67 Ford Motor Company, 24 functional audit approach, versus process approach, 112 H human factors, and AS9110 standard, 35 I improved reporting of audit results, customer core principle of AS9101D standard, 30 incident-specific corrective action, versus system corrective action, 164 India, aerospace industry in, xv Internal Audit Report, 53 internal audit results, evaluating, 74 in step audit, 118–20 International Aerospace Quality Group (IAQG), 2, International Civil Aviation Organization (ICAO), International Register of Certified Auditors (IRCA), 30 ISO 9001 standard, as basis for AS9100 standard, ISO 9001:1994 standard, and AS9100 standard, 3, ISO 9001:2000 standard, and AS9100 standard, 3, ISO 9001:2008 standard, 5, 6, and AS9120 standard, 33–34 changes affecting AS9100 QMS, 30–32 customer satisfaction and, 23 ISO 17021 standard, 15, 49 ISO 19011 standard, and AS9101D standard audit activities, 49 J Japan Aerospace Quality Group (JAQG), K key characteristics definition under AS9100C standard, 21 impact to QMS, under AS9100C standard, 18–23 key indicators focus on, in stage audit, 110 measuring, 76 L leadership, auditing, 79–81 level II procedures, 69–70 links in audit trails, 87, 91, 94 in process monitoring and improvement auditing, 98–100 in stage audit, 142–44 M maintenance organizations, and AS9110 standard, 6–7, 33 major nonconformity, under AS9101D standard, 155 management, top interview with, 80–81 meeting with, 80 in stage audit, 151–53 management representative, audit report acceptance, 161 management responsibilities, delegation of, under AS9100 standard, 152 management review and AS9110 standard, 37–38 minimum requirements, 75–76 results, evaluating, 74 in step audit, 118–20 measurement systems analysis (MSA), 94 minor nonconformity, under AS9101D standard, 155 N NASA (National Aeronautics and Space Administration), 21 new product development (NPD) audit trail, 84, 89–92 in stage audit, 140–41 new product development monitoring, in stage audit, 120 nonconformities, writing up, in stage audit, 154–57 nonconformity management, under AS9101D standard, 55 Nonconformity Report (NCR), 52 O OASIS (Online Aerospace Supplier Information System) database, 3, 70 Objective Evidence Record (OER), 51, 103 occur root cause, 163 on-site auditing, under AS9101D standard, 50–53 opening meeting checklist, 139 of stage audit, 138–39 Index  237 organization readiness, for stage audit, determining, 124–25 organizational charts, use in stage audit, 109 organizational focus, under AS9101D standard, 45–46 organizational performance, studying, in stage audit, 151 organizational performance focus, customer core principle of AS9101D standard, 28 organizational processes, auditing, in stage audit, 153–54 overall performance evaluating, 75–76 relationship with process performance, 66 P parts-per-million (ppm) defect levels, 73 performance trends, measuring, 76 pre-audit activities, under AS9101D standard, 55–56 problem-solving efforts, auditing, 73 procedures, and AS9110 standard, 36–37 process analysis in stage audit, 129–34 in stage audit, 143–44 process approach to aerospace auditing, 59–70 under AS9101D standard, 43–45 audit, conducting, 97–98 versus clause or element approach, 75 evaluating, 69–70 understanding, 59–60 Process Audit Worksheet/PEAR, completing, 100–103 in stage audit, 129–34 in stage audit, 144–49 process characteristics, 145–46 essential, 66–67 process effectiveness, under AS9101D standard, 47 238  Index Process Effectiveness Assessment Report (PEAR), 43, 62 process failure mode and effects analysis (PFMEA), 18 definition, 22 process flow, definition, 22 process focus, evaluating, in stage audit, 108–15 process interfaces, between sites in organization, 64 and process map, 65 process management, under AS9101D standard, 47 process map, 47 customer oriented processes in, 63 links between sites in, 64 and process interfaces, 65 studying, in stage audit, 109, 111 understanding, 60 Process Matrix Report, 53 process monitoring and improvement, auditing technique, 84, 97–100 process owners, involvement in stage audit, 140 process performance analysis, in stage audit, 149–50 under AS9101D standard, 47 evaluating, in stage audit, 112 relationship with overall performance, 66 process-based approach, customer core principle of AS9101 standard, 27–28 processes auditing, 66–70 use of audit trails in, 84 verification of, 154 measuring and monitoring, 66 suspect, identifying, 78 in customer performance analysis, 120 product realization, planning of, under AS9120 standard, 39 production audit trails, 95–96 control of, under AS9110 standard, 38 production part approval process (PPAP), 22 enhanced, definition, 22 project management, definition, 21 provision, audit trail, 84, 92–94 in stage audit, 140–41 Q QMS effectiveness, customer core principle of AS9101D standard, 30 quality management system (QMS) customer-specific requirements, confirming, in customer performance analysis, 121–23 effectiveness, under AS9101D standard, 46–47 impact of AS9100C and AS9101D changes to, 17–32 performance, under AS9101D standard, 46–47 quality manual and AS9110 standard, 36–37 confirming availability of, in stage audit, 115 studying, in stage audit, 109, 115 quality operating system (QOS) model, 24 R recertification audit, under AS9101D standard, 57 remote supporting functions, auditing of, 137–38 resource management, and AS9110 standard, 35–36 results (overall performance), relationship with process performance, 66 risk management process, impact to QMS, 18–22 risk management tools, 167 root cause analysis, evaluating, in stage audit, 163–66 S safety, and AS9110 standard, 35 sampling in audit trails, 89, 91–92, 94 in customer performance analysis, 122–23 in process monitoring and improvement audit, 98–100 in stage audit, 141–42 scope, determining, in stage audit, 109, 123 service provision audit trails, 95–96 control of, under AS9110 standard, 38 special audit, under AS9101D standard, 57 special processes, auditing of, under AS9101D standard, 53 special requirements, definition under AS9100C standard, 21 stage audit, AS9101D, 105–34 conclusions and outputs, 56 information required, 55–56 obtaining materials for, 107–8 stage audit report content, 53–54 preparing and delivering, 125 stage audit, AS9101D, 56–57, 135–67 conducting, 140–54 steps, 135–37 stage audit report, content, 54–55 Index  239 surveillance audit, under AS9101D standard, 56–57 suspect processes, identifying, 78 suspect unapproved part and AS9110 standard, 36 and AS9120 standard, 39 definition, under AS9110 standard, 36 definition, under AS9120 standard, 39 system audits, evaluating, 74–75 system corrective action, versus incident-specific corrective action, 164 system root cause, 163 T team feasibility commitment, definition, 21 top management interview with, 80–81 meeting with, 80 in stage audit, 151–53 Turtle diagram, 25, 43, 67–69 instructions for completing, in stage audit, 130–32 for process analysis, in stage audit, 143 W work transfer, under AS9120 standard, 40 (This page intentionally left blank) Belong to the Quality Community! 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Chad   AS9101D auditing for process performance : combining conformance and   effectiveness to achieve customer satisfaction / Chad Kymal   p cm   Includes bibliographical references and index... AS9101D Auditing for Process Performance Combining Conformance and Effectiveness to Achieve Customer Satisfaction Chad Kymal ASQ Quality Press Milwaukee, Wisconsin American Society for Quality,... Conduct Customer Focus and Performance Analysis 115 Step 3a: Study Customer Performance: Scorecard Results, Policy, Performance Objectives and Targets, and