GE_供应商体系审核标准

GE_供应商体系审核标准 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. Provide updated organization chart for your business 提供贵司的最新组织 流程图 2. Identify key staff members and responsibilities 确定关键成员和职责 3. Outline responsibilities of key staff relative to operation objectives 概括关键 成员的职责 1. Limited organization with roles of key players not clearly defined. Company would have difficulty supporting a new program start-up without significant staffing and/or plant and equipment expenditures. 有限的组织架构，关键人员未能清晰定义。企业在关键员工、场地、设备资金 方面将不能充分支持一个新项目的启动。 3. Organization appropriate for scope of current business. Roles are clearly defined and key players have ability to lead company to current objectives. Company has ability to grow, but would have to expand staff and facilities to accommodate. 企业组织架构能支持现有业务范围，角色清晰定义，关键人员有能力引领企业 现有经营目标，企业有扩展空间，但需要扩充人员及设备能力。 5. Organization is currently staffed to handle additional business. Roles are clearly defined and top positions are staffed with leaders capable of successfully growing the company. Company is capable and willing to make expenditures to grow business. 组织现有员工架构能满足业务增长，角色清晰定义且企业高层有能力成功引领 企业成长，企业有能力及意愿促进企业发展。 Comments/Deficiencies:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________ (Suggested Category Weight ____4______) (Supplier Grade _________) 1 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. What is your company mission? Key measurements? 贵司的使命,关键措 施, 2. What are your current year business objectives? 今年的业务目标, 3. Compare current year objectives to historical performance. 今年和以往历史 成绩的比较 4. Discuss business reinvestment. Give examples of domestic and international reinvestment.讨论商务再投资。举例国 Discuss your long-term business strategy. 长 期公司发展策略 6. Are there any outstanding legal issues facing your company that could potentially hamper your ability to supply product under quoted circumstances? 是否有突出的政策针对贵司，从而能潜在妨碍贵司提供产品的能力 Does your company have a legal and policies compliance program? 企业是否有遵 守法律法规的相关程序, Is there any outstanding regulatory or safety complaints still pending? 是否有仍未 解决的法规或安全投诉 1. Key measurements are neither defined nor communicated beyond staff level. Individual roles and responsibilities not defined to include accountability for meeting objectives. Goals are limited to short term with little long term planning evident. 关键的绩效指标未在各层员工中进行定义或传递，个人角色和责任未能在目标 责任状中清楚定义。目标仅限于短期目标，基本没有长期 计划 项目进度计划表范例计划下载计划下载计划下载课程教学计划下载 的证据。 3. Key measurements are defined and communicated to all levels, and there is clear accountability for all key measurements. Long and short term strategic planning is part of total business plan. 关键绩效指标在各层员工中定义且传递，所以绩效指标有清晰的责任定义。 长期及短期的战略计划是企业整个经营计划的一部分。 5. Key measurements are defined in detail and communicated and integrated into the work plan of each employee. Progress to goals is updated on regular basis to entire business. Strategic long term growth is an important part of business plan. 关键绩效指标被详细定义和传递，并整合到每位员工的 工作计划 幼儿园家访工作计划关于小学学校工作计划班级工作计划中职财务部门工作计划下载关于学校后勤工作计划 中。定期更新 整体业务的进展。长期战略发展是企业经营计划的重要部分。 Comments/Deficiencies:______________________________________________________________________________________________________________________________________ 2 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) 1. Describe your major competencies. 描述主要能力 2. Are offshore suppliers a factor in current or future sales? 后续业务发展方 向。 3. Where are your growth opportunities? 哪里有增长机会 4. What are your plans to capitalize on these opportunities? 如何利用这些机会 5. Market share, average annual growth rates over the past 5 years for your major products?市场分额，过去5年来主要产品的平均年增长率 1. Business positioned to maintain small share of total market or niche business, with little funding for planning for future growth or acquisition. Current product offerings provide limited growth potential. 业务定义为保持整体市场小份额或利基业务，仅有小部分小资金用作 未来业务发展。当前产品提供的发展潜力有限。 2. Business is positioned well relative to others in industry, although they may not be one of the key suppliers within the industry. Product line offerings could provide opportunities for future growth potential. 企业定位与行业其他企业良好的关联，虽然不是行业中关键供应商之 一。现有产品可以为企业发展潜力提供机会。 5. Company is clearly an industry leader and accounts for an above-average proportion of the total industry output. Product line offerings are innovative and varied enough to assure their market place leadership. 企业为行业领军企业，在行业所占市场份额高于行业平均水平。现有产品的创 新性和多样性能保持其行业领军地位。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 3 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 (Suggested Category Weight ____5______) (Supplier Grade _________) 1. What programs are currently underway in your facility? 在贵司目前执行 了哪些项目 2. What was the last major program your company completed? How long did it take to complete? 3. 最近完成的主要项目,花费多长时间来完成 4. Are there any other major programs currently under consideration by your company? 5. 目前贵公司考虑进行哪些其他的重要项目, 4. Outline program management personnel and resources available for program implementation. 概要项目管理人员和执行体系的可利用资源 1. Company has not implemented a mid/major program in recent past. Resources would limit scope of any program undertaking. GEA would have to lend considerable resources to be assured of successful implementation. 企业近期未能引入中/大项目，由于资源限制无法承担项目。PEBU可考虑借一 定的资源以确保其成功引入。 3. Company has successfully implemented mid/major programs in recent past. Resources would limit Programs to small or mid-sized. GEA would require a detailed implementation plan along with corrective action program before business could be awarded. 企业近期有成功引入中/大项目，公司资源仅限于引入小型或中型项目，在业务 成功授予之前PEBU希望其提供一个详细的项目计划其中需包含纠正措施。 5. Company successfully implements mid/major programs on a continuing basis. Resources are either available or could be obtained to assure successful execution of program. GEA’s resource involvement would be limited primarily to program management interface. 企业持续引入中/大型项目。资源可用且可成功保证项目执行。PEBU的资源参 与将仅限于项目的管理层面。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 4 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 (Suggested Category Weight ____5______) (Supplier Grade _________) 1. Who are your major customers? 主要客户 2. Do your customers measure you? How? 客户如何评估贵司, 3. Who are your major suppliers? 主要供应商, 4. How do you measure them? 如何评审供应商 5. Provide examples of current reports and performance measures (e.g., on-time shipments, availability by product). 就目前的报告和执行方式提供一些事例 1. Company works primarily through blanket orders and has minimal contact with customers and supplier base. Quality, delivery and/or other issues are generally reactively handled on case by case basis. 公司基本限于一次性订单，且与客户和供应商少有接触，质量、运输 和其他事宜的处理均为单个订单测被动处理，不够系统化。 3. Company employs a representative who, as the primary customer contact personally handles most quality, delivery or customer questions. The representative will involve his plan resources on an as needed basis. Customer/supplier relationships are recognized as being important and are handled in a professional and amiable manner. 企业有专人代理代理主要客户，负责处理主要客户的质量、运输和顾客投诉。 如有需 要，此代表可支配其资源计划。顾客/供应商关系管理在企业中被重要定义，且 以一种专业友好的方式处理。 5. Customer satisfaction is a key operational objective and company has systems in place to measure customer approval as well as supplier performance. Company has established programs that proactively address customer satisfaction as well as supplier performance. 顾客满意度是企业的关键运营目标之一，企业有可用的系统测量顾客批准和供 应商表现。企业已经建立程序主动测量顾客满意度及供应商表现。 Comments/Deficiencies:___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____3______) (Supplier Grade _________) 5 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. What percent of sales are international? 海外销售的比例, 2. What are your plans for expanding into international markets?扩充国际市场 的计划 3. What competition do you see from international markets?从国际市场看，你们 有何竞争力 4. Are you willing to share your cost structure with your customers?是否愿意与 客户共享成本结构 Do you have a formalized program for cost reduction and waste elimination? 是否 有正式的体系，对于降低成本和消浪费 Do you pass cost savings to your customers? 是否把成本积累转移给客户 Describe deflation/cost savings history over the past few years.在过去一些年 Company competes primarily in local/regional markets, or supplies a niche product. Little competition in this market. 企业的竞争优势主要在本地市场，或仅限于利基产品。在行业市场中基本没有 竞争力。 3. Company competes nationally for business, with some international markets served (mostly North American). Has ability to compete internationally, however, current infrastructure could not support a large export business. 企业主要竞争优势在国 Customer base is worldwide due to ability to provide pricing competitive with anyone. Pricing has allowed them to develop a substantial international market base to complement domestic sales. 客户群遍布全球基于其价格优势。价格优势使其可以开发大量的国际市场以补 充其国(Supplier Grade _________) 6 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. What is the quality policy, how is it communicated to ALL employees? 公司的质量政策是什么,如何告知全体雇员, 2. Do the shop floor operators have the freedom to stop production if a quality issue is suspected? 怀疑质量事件发生时， 工场操作者们有无自由停止生产, 3. Are all senior management personnel measured on the quality of the product? 是否用产品质量评估所有高级管理人员 4. Are the goals appropriate for the business? Are they tough enough? Is there evidence of a vision? 目标是否与业务相符。 是否太严,有何证据。 5. What level of involvement does the management team have in dealing with quality issues? Is the Quality Manager expected to handle and resolve all issues? 管理团队处理质量问题时涉及到哪一层, 质量经理是否被认为是要处理各解 决所有问题。 1. Quality organization exists, but there is no evidence of authority, vision, or strong tie to total business measurements. 有质量组织架构，但没有证据证明企业有授权、可见的或连贯的可度量的经营 目标 3. Appropriate quality goals in place, but communication and tracking of the goals is not thorough. 适用的质量目标可获得，但质量目标的传递、跟踪不彻底。 5. There is clear evidence that well defined, effective goals are in place and communicated, and that the progress stoward those goals is understood by all levels of employees. 又清晰的定义有效的质量目标，并有效传递，且目标别各层员工很好的理解。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) (建议权重:,); (供应商等级:_______) 7 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. Is the quality manual complete and up to date? Is it accessible to all employees and approved by upper management? 质量手册完整及更新吗,是否为全体雇员所理解以及是否已被高层批准, 2. Are there detailed quality instructions posted at the work stations in the appropriate language? 是否有详细质量指引用合适的语言摆放在工位。 3. What is the process for change control? 更改控制的过程是怎样的, How are shop floor drawings controlled and updated? Is there a master listing? 工场图纸的控制和更新,有没有主要清单。 Are specifications and control plans documented? 参数和控制计划有没有文件化。 1. Documentation exists, but does not cover all areas and is not complete. 有文件，但文件未能覆盖所有过程，且不完整。 3. Documentation exists for some, but not all areas, or is not complete. 有部分文件但不全面。 5. All documentation is complete and current, no nonconformity. 所有文件完成，有效，并有效执行。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____4______) (Supplier Grade _________) 1. Are all new contracts reviewed prior to acceptance by appropriate personnel to ensure customer requirements are understood? 是否所有 合同 劳动合同范本免费下载装修合同范本免费下载租赁合同免费下载房屋买卖合同下载劳务合同范本下载 在被接受前都有合适的人员评审过并确定已明白客户的要求, 2. Do the reviews address supplier capability to meet customer requirements and resolution of non-capabilities? 评审有没有含关于供应商能力能否满足客户要求,及无能力时的终止, 8 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 3. Are critical processes identified and quality plans developed to ensure process capability to 有没有制定关键的过程定义和质量计划来保证过程能力满足,西格 码要求, 1. No procedure exists which apply to the quality system requirements or ability of supplier to meet customer needs. Many important personnel in sales, engineering, purchasing or other customer interfaces are unaware of or excluded from quality planning activities. 没有程序文件适用于供应商能力或满足客户要求的质量体系要求。营销人员、 工程师、采购人员及其他客户层面的员工没有意识或参与到质量计划活动中。 3. Evidence exists that almost all customer requirements are defined, documented and receive capability assessment. Only one or two customer interfaces were unaware of some specifics of quality planning procedures. The shortcomings are not substantial in terms of capability assessment and have been corrected promptly. 有证据证明所有客户的要求都被清楚定义，文件化，且有进行能力评估。仅有 一两个客户层面的员工未能意识到质量计划程序等某些特性，能力评估方面的缺 陷及时纠正。 5. All customer requirements are addressed with sound capability assessment. Corrective actions consistently investigate and improve contract review effectiveness to address non-compliance or customer complaints. Critical processes are 6 Sigma capable. 所有顾客要求通过有效的能力评估得到解决，纠正措施有效执行和提高合同的 有效审查，处理顾客不符合和顾客投诉。关键流程为6西格玛方式。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) 1. Does the inspection and test plan include acceptance criteria, equipment, and documentation requirements? 检验和测试计划有无包含接受标准，设备，以及文件化要求, 2. Is incoming material held until the required inspections/tests are completed or necessary inspection/test reports are 9 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 received and verified? 是否拒收物料直至物料通过了要求的检验和测试或必要的文件已经被接受和 已确认。 3. Is material inspected and identified from raw material to finished product as required by the inspection and test plan? 有没有按检验和测试计划对物料进行从原料到成品的验证和定义, 4. Are traceability records kept from finished product to raw material? 有没有从成品到原料的追踪记录, 1. Traceability exists only within production process, but not to raw material. No inspection and test plan exists. 可追溯性仅在产品过程中存在，在原材料中未能存在，无检验或测试计划。 3. Traceability exists from finished product to raw material, but no documented procedure exists. Inspection and test plan exists and a record of results/status accompanies material throughout the production process. 从原材料到最终产品均存在可追溯性，但没有文件化的程序，有检验和测试计 划，且从原材料到最终产品均由检验记录。 5. Procedures are documented and maintained such that product can be traced from finished product to raw material. Specification and test plan exists (which includes acceptance criteria, equipment, and documentation) and a record of results/status accompanies material throughout the production process. 有文件化的程序，并保持，产品可从最终产品追溯到原材料。检验和测试计划 (包括接受准则、设备、检验文件)且记录贯穿整个生产过程。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____4______) (Supplier Grade _________) 1. Have procedures been established and maintained for monitoring the variation in processes? 有没有确立和维护流程来监视过程偏差。 Control Plan:控制计划 10 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 Which departments (finishing, sub-assembly, etc.)哪个部门(成品，半成品等) CTQ characteristics ,,, 参数 Who does monitoring 谁监视, How often the characteristic is monitored (sample size / frequency) 监视参数的频 率(抽样大小,频率) Tools required (工具要求) Type of monitoring (SPC) 监视类型(,,,) If out of control, what action to take 失控时的行动。 Date and latest revision 日期,最新版本 3. Are appearance standards in place? 有适当的外观标准, 4. Have short term and long term capability studies been performed?有没有做长 ,短期的能力分析, 5. Are special cause variations in processes investigated and corrected?有没有在 过程中调查和纠正特殊偏差原因, 1. Little or no evidence of process control. 无过程控制或过程控制有限 3. Operators understand and work to station instructions. 操作者理解 过程控 制 5. Procedures are documented and maintained such that product can be traced from finished product to raw material. Specification and test plan exists (which includes acceptance criteria, equipment, and documentation), and a record of results/status accompanies material throughout the production process. 有文件户的程序并保持， Comments/Deficiencies:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) 1. Is inspection, measurement, and test equipment capable of the required accuracy/precision (1/10 tolerance) and handled/stored to protect accuracy and fitness for use? 11 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 检验，测量，和测试仪器的精度是否达标(1/10公差)，保存是否能保证精度 和能够使用。 2. What are the results of the repeatability & reproducibility (R&R) studies( <20%)? When are they performed? 重复性和重复能力的试验结果,(,&R)<20%, 什么时候做, 3. Are calibration records complete for observed measuring and test equipment?测量和仪器的计量是否完成, -equipment type & identification -methods of calibration & adjustment , 仪器类型&定义 , 计量和调试方法 -location -acceptance criteria , 位置 , 接受标准 -frequency of checks -corrective actions to address non-conformity , 检查频 率 , 不一致的纠正行动 4. Have appropriate actions been taken when measuring and test equipment is found to be out of calibration? 当发现测量和仪器计量不合格时，有无适当的行动, -Previous test results checked for validity? 检查前次测试的结果是否合格, -Upstream material held for retest? , 是否重测朔源的原料, -Customers notified if suspect material has been shipped? 是否 通知 关于发布提成方案的通知关于xx通知关于成立公司筹建组的通知关于红头文件的使用公开通知关于计发全勤奖的通知 客户已出货的被怀疑原料, 1. Inspection, measurement, and test equipment is not capable of required accuracy/precision and is not calibrated regularly. ( R & R not performed or > 30% ). 检验、测量、测试设备精确度/准确度不能满足要求，或未定期校准。 3. Inspection, measurement, and test equipment is capable of required accuracy/precision, is stored to maintain fitness for use, is calibrated regularly, but no documented procedures or adequate records are kept. ( R & R < 30% ). 监视和测量设备精确度/准确度满足要求，并被合适存储以维持合适使用，定期 校验，但无文件化的程序和记录 5. Inspection, measurement, and test equipment is capable of the required accuracy/precision, is stored to maintain fitness for use, is calibrated per documented schedule and procedures, appropriate actions have been taken when equipment is found to be out of calibration, and repeatability/reproducibility studies have been completed. ( R & R < 20 % ). 监视和测量设备精确度/准确度满足要求，并被合适存储以维持合适使用，根据 文件化的计划或程序进行校验，但设备不在校准值范围内时采取有效的措施且重 复性和再现性完成。 12 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____4______) (Supplier Grade _________) 1. Is control provided for identification, documentation, evaluation, segregation and disposition of non-conforming product?有没有对不一致的产品进行定义，文件化，评审，隔离，报废等处理 的控制, 2. Are records of non-conformance maintained for customer review? 有无记录和维护不一致以供客户检查, 3. Does written formal procedure exist for problem solving that defines root cause? 有无正式文件定义根本原因并解决问题的流程, 4. Do corrective actions have date of permanent fix and owner? 纠正行动有无完成日期和责任人, 4. Corrective and preventative action is reviewed by senior management for effectiveness 高层确认和生效纠正预防措施。 Scoring: 1. No procedures exists for corrective action or control of non conforming material. 没有程序支持纠正措施或控制不合格材料。 3. Procedures exist, but a few non-conformances were found. 程序存在，但存在少量的不符合。 5. Total control of non-conforming products. Structured problem-solving is used with containment action, defining root cause, verifying corrective action and system change to prevent recurrence. 全面控制不符合产品，结构化的问题解决方法预防措施、定义根本原因、验证 纠正措施和系统改进以预防问题的重复发生。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 13 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 (Suggested Category Weight ____4______) (Supplier Grade _________) 1. Are procedures documented and carried out for each of the four elements? 对此,个原素有无文件化的流程及执行 2. Do procedures specify who is authorized to receive and dispatch product? 流程有无指定何人接收和交付产品。 3. Is material examined upon receipt to check quantity, identity, transit damage? 接收时有无对材料进行检查质量，一致，运输损坏等, 4. Is material examined prior to shipment to check quantity, identity, proper packaging? 交付前有无对材料进行检查质量，一致，正确包装等, 1. Product at risk of non-conformance in one or more of the four elements in this section and have not been addressed with procedures to correct. 此四元素存在一个或多个元素的引起产品不符合的风险，且没有定义相应程序 进行纠正。 3. Procedures in place for all 4 elements. One or two minor non-conformances to customer requirements were found. 此四个过程有文件化的程序支撑，发现一两个与顾客有关的不符合。 5. There are written procedures for each of the four elements. The compliance to these procedures results in customer satisfaction. 此四个过程有文件化的程序支撑，此过程执行结果满足顾客需求。 Comments/Deficiencies:___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____3______) (Supplier Grade _________) 1. How are training needs identified?如何鉴定培训需求, 2. Who is responsible to ensure the training is documented, accurate, complete and up-to- date? 14 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 3. 谁来负责监督培训是准确，完成的和最新的 3. Are class participants tested for accurate application of the training? Are follow up sessions scheduled to ensure knowledge retention? 培训参与者是否会被考核,接下来是否有计划工作来确保知识的保持性, What action is taken if class participants are not able to complete the training satisfactorily?如果参与者不能达到培训的满意效果，将会采取什么措施, What is the training process for new personnel? Hours? Type of training?新进 人员会进行什么培训,时间,形式, 1. Training programs for selected personnel.培训程序仅限于部分员工。 3. Training programs available for all personnel, participation required for CTQ operators, optional for others.培训程序适用于所有员工，CTQ操作者必须参加，其 他的可选择性参加。 5. Comprehensive training program required for all employees (hourly and salaried), with schedules and needs clearly defined for all positions and people. 所有员工(零时工或正式工)均有综合的培训计划，有培训日程，且对所有职 位的人员需要清晰定义 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____4______) (Supplier Grade _________) 1. Does the supplier attempt to review the real needs and expectations of customers? 2. 供应商是否试图了解客户的真正需求和期望需求 3. Does the organization actively seek ways to keep all employees aware of customers and their role to meet their needs? 机构是否积极寻找方式让所有员工认识客户和他们在满足客户需求中所扮演 的角色 4. Do all employees view meeting customer requirements as their primary task - both internal and external? 5. 是否所有员工认为满足客户需求是他们的首要任务-无论是内部还是外部 15 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 4. 5. Personnel responsible for design, purchasing, processing, inspection, corrective action, training, etc. All demonstrate a lack of customer contact and awareness of general customer needs. 仅在需要时有顾客参与和顾客评估，设计、采购、过 程、检验、纠正措施、培训等个人职责，哥哥层面缺乏顾客合同或者顾客需求的 意识。 3. Customer involvement and proactive determination of customer needs is evident in most stages from design through delivery. Personnel responsible for important functions are generally in contact with customers and demonstrate awareness and respond to customer needs. One or two shortcomings are being rectified. 在从设计到运输的大多数层阶积极响应顾客需求并参与，重要职能的个人职责 在顾客合同中有大概定义且有明显的意识响应顾客需求。一到两个缺陷被纠正。 5. Customer contact and involvement are evidenced throughout the organization and all personnel understand and respond to customer needs identified through regular, proactive communication. 顾客合同和其他需求贯穿整个组织，且所有员工能清楚理解顾客需求，且响应 顾客需求，定期确定顾客需求且主动与顾客沟通。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____3______) (Supplier Grade _________) 1. Does supplier identify and track cost associated with quality (internal, external, inspection, appraisal cost)? 2. 供应商是否把鉴定成本与质量 (外部，goals? 4. 根据目标，质量成本资料是否被评审 16 Does the supplier attempt to measure customer satisfaction? Are these measures reviewed by management? 供应商是否试图评估客户满意度, 这些 评估是否被管理机构评审, Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 5. What is trend for the cost of quality? 6. 质量成本的趋势是什么, 1. Total cost of quality is not tracked or measured.总的质量成本未能跟踪并测 量。 3. Total cost of quality is tracked and trends are stable.总的质量成本有跟踪，且 趋势稳定。 5. Total cost of quality (scrap, rework, non-conformance, external failure cost) are tracked, charted, reviewed, and corrective actions to reduce costs are implemented. 总的质量成本(报废、返工、不符合、外部质量成本)跟踪，绘制成图表、定 期检查，并执行有效的纠正措施以降低质量成本。 Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____3______) (Supplier Grade _________) 1. Are the key production/business process flows charted and do the processes have defined owners? 2. 主要生产流程是否制图，其中过程控制是否规定所有者 3. Is there evidence of process improvement in cost, time or quality? 4. 在成本，时间或质量方面，过程进展有何结果, 3. Is defect data used to set priorities for process improvement? 4. 过失资料是否经常作为流程进展的 5. Do process improvement teams exist and include all levels of the organization? 6. 流程进展组是否存在，是否包含机构各种级别。 5. Does the supplier train all employees in problem-solving and other quality improvement tools? 6. 供应商是否在解决问题方面和其他质量进展方面对所有员工进行培训 1. No mechanism exists for the continuous identification and implementation of process improvements. No evidence of process improvements is available other than those which are a reaction to product non-conformance. 没有文件支撑过程改进的持续性识别和执行，过程改进仅限于产品不符合的反 应。 17 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 3. Positive evidence of effective continuos improvement activities exist, except for one or two examples of improvement opportunities not promptly investigated or implemented. Participation in improvement teams at all levels except for a few employees who are not involved with or aware of improvements. These shortcomings are being rectified. 有肯定性证据证明持续改进活动的执行， 有一两个改进机会未能进行及时的 改进和执行。除个别没有改进意识或未参与改进的员工外，企业其他层面的人员 均有参与改进团队，这些劣势正在改进。 5. A comprehensive, continuous mechanism exists to promote improvement initiatives through awareness, incentives and improvement. Resources are allocated to ensure that process improvements are implemented effectively to elevate product quality and customer satisfaction tools? 有综合持续的机制通过意识、激励、改进推进改进的主动性。有资源保证过程 改进有有效执行以评估产品质量和顾客满意。 Comments/Deficiencies:________________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____4______) (Supplier Grade _________) 1. What type of Material Requirements Planning (MRP) system is in place? 2. 哪种形式的原料需求计划系统正在使用 3. What are the major functional modules of the MRP system which have been implemented? 4. MRP系统中，哪种主要的功能已经被实施 3. Describe primary functions, material ordering, production control, and system run frequency. 4. 描述主要功能，原料需求，生产控制和系统运行频率 5. How does the system convert customer orders into orders for purchased/manufactured parts? 6. 系统如何把客户需求转换成生产零件需求 5. To what extent are blanket purchase orders (versus one-time purchase orders) used for ordering purchased parts? 6. 不适用 18 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 7. What are typical ordering parameters for purchased parts? e.g. lead time, loss factors, run and order quantities, delivery frequency, etc. 8. 什么是典型的需求因素 例如:交货时间，损失因素，数量，发货频率 7. How is inventory level measured and tracked? 8. 如何执行和跟踪库存 9. What is supplier’s current inventory turns level? How are inventory turns calculated? 10. 供应商目前的库存水平,如何计算库存, 9. What is the supplier’s customer on-time fill rate? On-time delivery? 10. 不适用 11. How does the system handle customer order changes which effect due dates and/or quantities? 12. 当客户订单变化影响到应付款日期和数量，系统如何处理 11. How are customer order changes communicated to the shop floor and sub-tier suppliers? 客户订单的的改变是否向工厂到分供方逐级进行了传达 13. Describe the process for re-scheduling the shop and sub-tier suppliers. 14. 描述重新计划商店和下级供应商的流程 13. How do you determine if sufficient capacity is available to meet new customer orders? 14. 充分的生产力能适应新客户的 订单需求 15. How do you resolve capacity constraints? 16. 如何解决能力受限 15. What process is in place to proactively evaluate tooling/machine capacity to be able to respond to a 20% spike increase in customer orders?不适用 1.A closed-loop MRP system is not in place, orders for purchased or manufactured parts are manually calculated and issued, re-scheduling order quantities or due dates is done manually, guidelines for determining ordering parameters are not well defined, blanket orders are typically not used for repetitive purchases. No inventory control measures are in place, cannot locate or quantify inventory easily. Poor or no on-time delivery measures to customers. No formal process is in place for surfacing and resolving capacity issues. 没有闭环的MRP系统，采购或生产部件订单均人工计算、发布、重新编制生 产订单，或日期均靠人工计算，没有知道订单下达的确定性指导方针，总括订单 没有用于重复采购。无库存控制方法，无法量化或定位库存。没有或执行性差的 顾客非及时交货措施，没有正式的过程进行存货的问题。 3. A closed-loop MRP system is in place, but it is used primarily for launching orders for purchased or manufactured parts. Re-scheduling of open orders is primarily done manually. Guidelines for determining ordering parameters are fairly well defined. Blanket orders are used occasionally for repetitive purchases. Some inventory measures in place and RIP inventory reasonably organized in defined storage areas. Satisfactory track record of on-time delivery to customers. An informal process is in place for surfacing and resolving capacity issues. 19 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 5. A closed-loop MRP system is in place and orders are issued and rescheduled through the system. Guidelines for determining ordering parameters are well defined. Blanket orders are used extensively for repetitive purchases. World class inventory controls are evident, RIP inventory well organized in well-defined storage areas for retrieval/line stocking. On-time delivery to customers is near 100%. A formal process is in place for surfacing and resolving capacity issues. Comments/Deficiencies:_______________________________________________________________________________________ ___________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) 1. What are the on-going plans for cost take-out for other customers 2. 针对其他客户，目前正在进行的成本计划 3. What is the productivity vs. plan for the last two years? 4. 过去两年的生产计划 3. How are productivity projects generated? 4. 生产项目如何发生 Are employees rewarded for productivity? How? 员工是否因生产而有奖励,如何奖励, Is there a documented productivity program with defined goals and measurements? 是否有文件性的生产计划包含目标和措施 Methods, processes, and tools used to generate productivity opportunities? 方式，流程和工具，往往用来产生生产机会 Do you share productivity gains with customers? 会和客户一起分享生产成果 1. Supplier has no cost take-out plans for other major customers. Has demonstrated little or no productivity in the last two years and has no plan in place to achieve or measure. Only a few employees are responsible for initiating productivity with no suggestion programs in place. Internal productivity is not a business initiative. 供应商没有采取成本计划对主要顾客，已显示在过去两年内很少有没有进行成 产能力测量，或没有此计划。只有少数员工负责启动生产能力，且没有程序支撑。 内部生产能力非业务主动。 20 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 3. Supplier has adequate cost take-out plans for other customers. Has demonstrated average productivity in last two years. Productivity suggestion programs are in place, but not a source of measurable productivity. 供应商为其他客户提供充分的成本控制计划。在过去两年有评估平均生产能 力，生产能力建议 方案 气瓶 现场处置方案 .pdf气瓶 现场处置方案 .doc见习基地管理方案.doc关于群访事件的化解方案建筑工地扬尘治理专项方案下载 可获得，并非可测量的生产力。 5. Supplier has a successfully executed cost take-out plan for customers. Has achieved solid productivity gains in the last two years. Embraces employee sponsored productivity programs which reward success at all levels of the business. 供应商成功执行成本控制计划为客户，在过去两年获得了件事生产力。包括员 工在(Supplier Grade _________) Walk a particular part. Note material flow, handling inefficiencies, unnecessary costs, etc. What expansion capabilities does the supplier have? 供应商有什么扩充能力 What are the current production constraints or bottlenecks? 目前的生产局限性或瓶劲 Are any of the supplier’s products for other customers seasonal? 供应商有为其他客户生季节性产品, Does the supplier have a documented capacity plan which includes overtime capability, sub-tier supplier capability, and production limitations? 供应商是否有能力计划包括加班能力，下级供应商能力和产品局限性 Has the supplier identified tooling, equipment, and labor constraints relative to capacity? 供应商是否根据生产能力确定工具，设备和劳动力 How much production is/will be allotted to GE? 多少生产力将会分配给GE What is the annual capacity and what is utilized? 年生产力 What is the typical age and condition of supplier’s equipment, fixturing, and tooling? 供应商的设备，工具的典型寿命和情形 How many days/week and shifts do assembly and support operations work? 21 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 多少天/周和轮班用来装配和支持生产运做工作 Is there a preventative maintenance program? 是否有预防维护程序, Scoring: 1. Serious material handling efficiencies and flow problems evident. Factory appears dirty, dark, and unorganized. No real expansion capabilities or capacity to handle influx of GE business. 3. Adequate material flow and factory layout. Improvements can be made in the area of factory lighting and cleanliness. Supplier could handle additional GE business by adding shifts or expanding. 5. State-of-the-art material handling, material flow, and factory layout. Excellent factory organization, cleanliness, and well-lit work environment. Supplier can absorb potential GE capacity without difficulty. Comments/Deficiencies:____________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) What is the procedure for part revisions? Process revisions? 元器件修改程序,过程修改程序, How is obsolescence managed? What are the additional communication procedures in place? 废弃元器件是如何管理的,有什么适当的传达流程, 1. No formal change implementation procedure. No evidence of plans/procedures to control obsolete material. 3. Change implementation procedures for in-house changes only. Obsolete material is monitored but not well controlled. 5. Well defined process for handling process and part changes driven by suppliers, customers, or internally. Obsolescence of material is tightly managed with good controls and communication channels in place. Comments/Deficiencies:________________________________________________________________________________________ 22 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 ________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____3______) (Supplier Grade _________) Are there any packaging engineering resources available? 是否有可利用的包装工程资源 Does the supplier have capability to handle returnable containers (in terms of space and handling)? 供应商是否拥有处理可回收容器的能力 What type of ship test capabilities do you have? 有什么形式的运输测试能力, Do the packaging test procedures being used meet ASTM, Fed Ex, and/or UPS standards? 包装测试流程是否适应ASTM FED 或UPS水平 1. No packaging resources available. No experience or capability to handle returnable containers. 3. Packaging engineering contract labor available. Limited capability to handle returnable containers. 5. Technical, competent packaging engineering resources resident on staff. No issues with handling returnable containers. Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____2______) (Supplier Grade _________) (技术/新产品介绍/安全) 23 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. What is the design capability of your business? To what degree have you been involved in the design of your current products? Are your designers trained in CAD systems? 你的商务设计能力,设计目前产品已经达到哪种水平程度, 你们的设计师是 否进行过CAD 系统培训, 2. What are the technical and process-specific qualifications of the engineering staff? 3. 工程师人员的技术和流程 资格, 4. To what degree have you been involved in the development of products you currently manufacture? 5. 你们在生产目前的产品上已经达到什么水平程度, 1. No CAD system is used. No design capability/experience. Produce simple parts/subassemblies to customer drawings. Engineering staff lacks adequate training/qualifications or is non-existent. 3. Uses a CAD system, but not CADDS5. Design experience/capability limited to simple parts or minor changes to existing customer designed parts. Moderate number of degreed engineers. Some training available in design tools (FEA, FMEA, DFX, etc.) and process technology. 5. Uses a CADDS5 compatible system. Excellent design capability. Extensive experience designing complex parts for GEA/other customers. Degreed engineers have extensive experience in process technology and use of latest design tools. Extensive opportunities for ongoing technical training. Comments/Deficiencies:________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) 1. What is your design review procedure? 设计评审流程, 24 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 2. What is your change implementation procedure?变化实施程序流程 3. What is your New Product Introduction (NPI) process? 新产品介绍过程, 4. Does your NPI procedure clearly outline program management responsibilities? (provide documentation if available) 新产品流程是否清晰的概要了程序管理职责,(可能的话提供文件) 1. Has no design review or change implementation procedure. Has no formal program management structure. Has little experience with major projects within recent years. 3. Some procedures exist, but documentation is lacking. Limited experience with major projects, but have implemented mid/major programs in recent past. GEA would require a detailed implementation plan along with corrective action program before business could be awarded. 5. Has documented, traceable design review procedure which includes cross-functional sign-offs as appropriate. Assigns a dedicated program manager to lead a cross-functional team. GEA’s resource involvement would be limited primarily to program management interface. Comments/Deficiencies:______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ __________________________________________________ (Suggested Category Weight ____4______) (Supplier Grade _________) What is your tooling design and build capability? 加工设计和建设能力, What design and build capability do you have for assembly equipment and fixtures? 装配设备上你们的设计和建设能力 What is your qualification procedure for tooling and process? 在加工过程上，你们的资格认定手续 What is your tooling design review procedure? 加工设计评审流程, No in-house tooling design or build capability. No equipment and fixture design capability. Has no formal process for tooling qualification. 3. Design tooling in-house but subcontracts tooling work to reputable toolmakers. Design simple fixtures and/or equipment. Has equipment qualification procedures, but lacks documentation on some tooling/parts. 25 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 5. Designs and builds complex tooling in-house. Experience designing complex assembly equipment and fixtures. (Examples shown) Has documented tooling qualification procedures with evidence of statistical capability prior to production. Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____3______) (Supplier Grade _________) 1. Do you have a comprehensive preventative maintenance program? Do you keep records of maintenance/ repairs/modifications? 是否拥有全面的预防维护程序, 是否保存维护/维修/修正记录, 2. What is your plan to invest in new/updated equipment? 3. 投资新/跟新设备的计划 4. What is the age/condition of existing equipment? 5. 目前现存设备的使用年限和情形 1. Has no PM program for equipment or tooling. Equipment is old and poorly-maintained No plans to invest/upgrade 3. PM plan exists for some tooling/equipment, but lacks documentation. Equipment aging (10-15 years) but well maintained. 5. Has a comprehensive PM program for tooling and equipment with documentation available for all repairs. Has new, state-of- the art equipment (<5 years old) and has plans/history of continually investing in updated equipment. Comments/Deficiencies:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____3______) (Supplier Grade _________) 26 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. What are your product safety guidelines? 产品安全方针, 2. What is the process for screening new products for potential safety issues?针 对新产品的潜在安全因素流程 3. Are product safety reviews required before the implementation of a change to a product? 4. 在执行改变产品之前是否要求产品安全评审, 4 Do documented guidelines exist for properly conducting a product safety review? 在完全执行产品安全评审时，是否有文件性的方针 5. Are completed product safety reviews conducted and archived for convenient retrieval? 6. 最终产品的安全评审是不是 Is there a process in place that gathers information concerning safety issues encountered by customers? Describe. 是否有一流程用来收集客户提出的安全信息,描述一下～ 6.Does supplier have knowledge of California Prop 65 or GEA’s toxicity requirements? GEA uses California Prop 65 as a basis for toxicity compliance. This Prop documents the at-risk (health hazard) chemicals that are not allowed in products sold in California. 供应商是否了解加里福利亚PROP65或GEA 毒性要求。GEA把PROP65作为 毒性测试的基础。这些文件要求一些危险化学制品不允许存在在加里福利亚出售 的产品中。 1. Minimal documentation, processes, reviews, and audits to ensure product safety. 2. Adequate documentation, processes, reviews, and audits to meet customer and regulatory requirements. 3. Have documented and proactive procedures, processes, reviews, and audits that are rigidly adhered to ensure all safety requirements are met. Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) 下级供应商的职责 27 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 1. Provide Organization chart for Purchasing and Quality - define responsibilities 提供采购和质管组织系统图-定义职责 2. Do you have a documented quality program for purchased materials, components, assemblies, finishes, and purchased services? 是否拥有文件性的针对采购物料，元件，装配，完成和采购服务的量管规划 2. What is your supplier survey schedule?供应商的调查计划 3. What areas and criteria are suppliers rated on? How does a supplier become approved? 供应商着重与哪个区域和什么标准, 供应商如何被核准, 5. Do you have an approved supplier list?是否有核准过的供应商名单, 6. Do you evaluate and have on record supplier’s quality control plan? 是否评 估和记录供应商的质量控制计划 7. Is supplier quality performance evaluated and fed back to suppliers? (PPM, % yield, etc.) Frequency? 8. 是否对供应商的质量表现进行评估和反馈给供应商、频率, 8. Is supplier process capability monitored?供应商加工能力是否被监控, 9. Do you require a supplier quality plan?是否要求供应商的质量计划, 9. Are critical processes identified with suppliers and quality plans developed to 6 Sigma process capability? 不适用 10. Do you perform and maintain first piece reports on your suppliers? 不适用。 11. Do you have experience scheduling sub-tier suppliers? 是否有经验规划下一级供应商 13. Are you capable of EDI for scheduling? 不适用 12. How do you provide sub-tiers performance (i.e. cost, quality, delivery) to your customers? 如何向客户提供供应商有关质量、交期、价格、服务等方面的绩效。 15. Have you communicated your customer’s change control notification procedure to your sub-tier suppliers? 有向下级供应商传达客户技术更改的相关程序吗, 16. Do you require your sub-tier to have a cost reduction /productivity program? 有向下级供应商要求降低成本及提升生产效率方面的计划吗, 1. Limited resources, no sub-tier measurements, sub-tier first pieces are not maintained, change control does not apply to sub-tiers. 3. Some sub-tier suppliers first piece reports on file, limited PPM tracking of sub-tier parts, limited feedback to customer on sub-tier performance. Mission critical suppliers have been identified and a plan is in place to ensure delivery. 28 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 5. Outstanding - Fully staffed for sub-tier monitoring, supplier surveys, tracks sub-tier cpk. Comments/Deficiencies:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) (可靠性测试的发展、认定与审核) 1. Who is responsible for managing your reliability process? 谁负责管理贵司可靠性流程 2. What are your reliability goals for products similar to ours, and how are they established? 产品可靠性目标 2. What reliability tests do you presently conduct on products similar to ours? Including Growth, Qualification and Audit tests. 3. 目前在产品上采取哪些可靠性测试 , 4. Is supplier’s reliability lab certified by Underwriters Laboratory (UL) or any other agencies? e.g. CSA 5. 供应商的可靠性实验室是否被UL通过鉴定, 5. What are your top five failures, root causes and corrective actions? 不适用 6. What is your process for reliability test development and failure reporting? (i.e., Failure Modes and Effects Analysis and FRACAS) 可靠性测试的进展及失败报告流程 7. Do you conduct these tests in-house or sub-contract them out? What is the capability and capacity for both? 你们有否对给外部机构或分包方的测试进行指导,包括对他们能力与资格的 认定, 8. What testing do you require from sub-tier suppliers? What are their top 5 failures, root causes and the corrective actions? 不适用 9. How do you ensure the resolution of sub-tier failures? 不适用 s top 5 failures in the field, root cause, and corrective 10. What are your customer’ actions? Are reliability plans developed and reviewed with the customer? 不适用 1. Conducts only reliability growth and qualification testing and shows no evidence of root cause analysis or documented corrective actions. Does not require any sub-tier testing. Does not request customer failure data. 29 Document No. 4.6.2.1. 0.0 Rev. 14 11/15/01 3. Conducts all three reliability tests, evidence of root cause analysis and corrective actions but no link shown to subsequent improvement. Requires sub-tier testing, but does not conduct audit testing. Requests customer data, no measure system in place to link corrective action with product improvement. 5. Conducts comprehensive reliability testing, linking internal and customer data with root cause analysis, corrective actions and subsequent measurable improvement. Audits sub-tier suppliers. Comments/Deficiencies:________________________________________________________________________________________ ___________________________________________________________________ ________________________________________ ___________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) FINANCIAL INFORMATION TO BE SUPPLIED AS PART OF SUPPLIER PROFILE (PRESCREEN) 不适用 1. Company cannot support any new major programs. Financial reviews would be appropriate prior to placing additional business with this company. 3. Company is financially strong, although may have difficulty support major program investments. 5. Company is financial strong and can support GEA program requirements. Comments/Deficiencies_____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Suggested Category Weight ____5______) (Supplier Grade _________) 30