某汽车潜在供应商评估指南.docx

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1、编号：时间：2021年x月x日书山有路勤为径，学海无涯苦作舟页码：第97页 共97页潜潜潜在供应商评估指南评估范围A Management管理B - Technology and Development 技术与开发C Quality 质量D Production 生产E - Engineering (Product and Process) 工程（产品和过程）F - Logistics / Supply 物流与供应G - Sub-supplier Management 分供商管理H - Cost Management 成本管理Scoring Guide 打分指南Team evaluation

2、must be recorded into Excel file. Input comments on COMMENTS page. 团队评价必须用Excel文件记录，在注释页上输入注释。Points Color Definition Effect on DC processes 在DC流程颜色表示的定义：0 red Supplier demonstrates neither a documented process/procedure nor an applied practice. 0分 红色 供应商示范既无文件化流程/程序，又无应用的实例Process will certainly ca

3、use product failure and/or unsatisfactory communication with the customer 过程肯定会发生产品缺陷和招致顾客抱怨。1 red Documented process/procedure exists but is incomplete or not fully implemented. 1分 红色 有文件化流程/程序，但不完善或没有完全的贯彻。Process will probably cause product failure and/or unsatisfactory communication with the cus

4、tomer 过程大概会发生产品缺陷和招致顾客抱怨。2 green Process/procedure is completely documented and acceptably implemented. 2分 绿色 流程/程序是完整的并备有证明文件，贯彻情况可以接受。Process will probably not cause any product failure and/or unsatisfactory communication with the customer 过程大概不会发生产品缺陷和招致顾客抱怨。3 green A completely documented proces

5、s/procedure is fully implemented and meets minimum requirements. 3分 绿色 具有完整的备有证明文件流程/程序，并得到完全地贯彻。According to the evaluation teams expertise the process will not cause any product failure and/or unsatisfactory communication with the customer 依照评估团队专家的意见，过程不会发生产品缺陷和顾客抱怨。N/A green N/A项 绿色The evaluatio

6、n team agrees that this question should not be scored. Enter NA into the Score box and explain reasons on COMMENTS page. 评估团队同意不记分的这些问题，记分箱内输进NA，并在注释页解释原因。Question is not applicable for this particular commodity/process对于特殊的商品/过程，问题不适用。Note The team must reach a consensus on each question score. 注意：

7、每一项问题的打分，团队必须达成一致意见。A Management/管理Comments: 注解：The Management (e. g. Board of Management, Plant Management, Section Management) develops the quality policy for the company, defines it and commits all areas and levels to it. This allows specific quality goals and also a quality system (Q system) to

8、be agreed upon. Quality must be regarded as an overall management task. The management must concern itself with the following subjects: 提交并详细说明所有范围、级别的公司经营（例如：管理部门、工厂管理、项目管理）发展的质量方针。允许已经同意的特殊目标和质量体系。质量必须当作一项全面的经营任务。经营必须涉及它自身具有的如下题目： Business Plan* 商业计划 Comparison of internal & external performance d

9、ata 国内外性能资料对照 Business results 商业成果 Employee satisfaction 员工满意 Customer satisfaction 客户满意“Management” describes the organizational entity in the company that is responsible for profit and loss. 管理层描述在公司内负责利润和消耗的组织实体。Remark: * = Business plan means: local plant performance targets 注，商业计划意味着：当地的工厂执行目标

10、Checklist Overview:评审清单总览1 Have goals been defined and are they consistently being followed?是否制定目标，并且始终遵循？1a Does the supplier have process to update their business Plan? 供应商是否有更新商业计划的流程？1b Are objectives developed from the business plan? 所有目标是否都源于商业计划？2 Is there a process for management review? 是否有

11、管理评审流程？2a Are objectives defined and controlled on all levels? 是否界定和控制所有等级的目标？2b Does the supplier perform regularly scheduled quality audits internally? 供应商是否实施定期的内部质量评审？2c Do preventive and reactive measures derive from this evaluation? 是否有针对评审（结果）的纠正和预防措施？3 Is there a process for evaluating the c

12、apability of the established resources (employees, equipment, methods, material)? 是否有流程来评估已经建立的资源能力（如人员、设备、方法和材料）？3a Does the organization identify and allocate appropriate resources for increase of customer satisfaction? 为提高顾客满意度，组织是否识别和分配适当的资源？4 Is there a process for the management of employee sa

13、tisfaction with suitable methods? 是否有合适的方法来管理员工满意度的流程？4a Does the supplier have a process for quality awareness? 供应商是否有关于(提高)质量意识的流程？4b Does the supplier promote any motivational activity (e.g. small group activity) to assure and improve the quality? 供应商是否推行员工激励活动（例：小组活动）以保证和改善质量？5 Does a training p

14、rogram exist which supports achieving the scope of business and fulfillment of customer requirements? 是否有支持完成商业经营范围和履行顾客需求的培训计划？ 5a Does the supplier have documented training and development programs for its personnel? 供应商是否有针对员工的书面化的培训和开发计划？5b Individual Training: does the training program fit to t

15、he job specifications? 个人培训，培训计划是否合适于岗位说明？5c What kinds of information do the employees get about customer requirements and about achievement of objectives? 在顾客需求和目标绩效方面，员工得到了哪些信息？A1Have goals been defined and are they consistently being followed? 是否制定目标，并且始终遵循？Comments: 注解：“Goals” are specification

16、s for products, processes, operations and services defined for all levels. These objectives are derived from customer requirements, the competitive situation, the legal environment and internal requirements as well as adherence to the zero defect strategy 目标是.对于产品、过程、操作和所有级别服务界定的规范。这些目标源于顾客的要求、竞争的位置

17、、法定的环境、国内需求以及坚持零缺陷战略。Examples: ppm-data, ppm数据 non conformance data, 不合格品数据 quality costs, 质量成本A1aDoes the supplier have a process to update their business plan? 供应商是否有更新商业计划的流程？Comments: 注解： A “business plan” is a document with company-specific, strategic projects and goals to be fulfilled or achie

18、ved in a defined period. 商业计划是一种文件，含有公司特定在某一时期要实现或达到的战略性计划和目标。 A “business plan” is a controlled document 商业计划是一个受控文件。Examples: 例如： written operating system process, 书面的运行系统流程 procedure or practice 程序或惯例A1bAre objectives developed from the business plan? 所有目标是否都源于商业计划？Comments: 注解：Objectives should

19、be fixed in a way to achieve fulfillment of Business plan. 确定目标以完成商业计划Examples: 例如：a) Corporate-wide objectives 公司范围的目标 Improving market share 改进市场份额 Continuous quality improvement 质量持续改进b) Product-related objectives 同产品有关的目标 Scrap-/failure rates 废品/故障率 delivery quality (ppm) 交付质量(ppm) Process capab

20、ility improvement (Cpk, Ppk) 改进过程能力(Cpk, Ppk) Reliability improvement 改进可靠性 Environmental tolerance. 环境的忍受力c) Customer-related objectives 与顾客有关的目标 Shortening of order processing time (inquiries, orders) (difference in days) 缩短定单处理时间（询价、定购）（以天区分） Improvement of customer satisfaction (reduction of the

21、 number of customer complaints change %) 改进顾客满意度（减少顾客抱怨的数量 变化率%） Reduction in the reaction time in the event of complaints (difference in days) 在抱怨事件方面减少反应时间（以天区分） Improving delivery reliability (on-time performance). 改善交付可靠性（准时履行）d) General objectives 总体目标 Cost reduction 减少成本 Advanced quality plann

22、ing 先期质量策划 Increasing employee satisfaction 不断增加的员工满意度 Monitoring the effectiveness of corrective actions 监测纠正措施的效果 Quality system upgrade from ISO 9001 to ISO/TS 16949 质量体系从ISO 9001 升级到 ISO/TS 16949 Further development towards TQM, EQA etc. 更进一步地向TQM, EQA等发展e) Production related 与生产有关的 ppm-data, PP

23、M nonconformance data, 不合格品数据 quality costs, 质量成本 absenteeism, 缺勤率A2Is there a process for management review? 是否有管理评审流程？Comments: 注解：Company management must periodically (at least once each year) ensure that the established quality system (with all elements) is effective and meets the needs of the o

24、rganization. The aim of this assessment is to continuously optimize and adapt to changed conditions (market, technology etc.).公司管理层必须定期的进行管理评审（每年至少一次），确保已制定的质量体系（所有元素）是有效的，并满足组织要求。预定的目标要不断优化以适应市场、技术条件的变化。A2aAre objectives defined and controlled on all levels? 是否界定和控制所有等级的目标？Comments: 注解：Objectives m

25、ust be developed and followed up on all levels from top management to the shop floor. 目标必须从最高管理层到车间现场各个级别上展开，并且得到遵循。Examples: 举例：Goals/objectives: 目标/目的a) Corporate-wide objectives 公司总体目标 Improving market share 改善市场份额 Continuous quality improvement 质量持续改进b) Product-related objectives 与产品相关的目标 Scrap-

26、/failure rates 废品/故障率 Supplier delivery quality (ppm) 供应商交货质量ppm Process capability improvement (Cpk, Ppk) 过程能力改进 (Cpk, Ppk) Reliability improvement 改进可靠性 Environmental tolerance. 环境忍受力c) Customer-related objectives 与顾客相关的目标 Shortening of order processing time (inquiries, orders) (difference in days

27、 or hours) 缩短订单处理时间（询价、定购）（以天或小时区分） Improvement of customer satisfaction (reduction of the number of customer complaints change %) 改善顾客满意度（减少顾客抱怨数量的变化率%） Reduction in the reaction time in the event of complaints (difference in days or hours) 减少顾客抱怨事件的反应时间（以天或小时区分）。 Improving delivery reliability (on

28、-time performance). 改进交付可靠性（准时履行）d) General objectives 总体目标 Cost reduction 降低成本 Advanced quality planning 先期质量策划 Increasing employee satisfaction 增进员工满意度 Monitoring the effectiveness of corrective actions 监测纠正措施的有效性 Quality system upgrade from ISO 9001 to ISO/TS 16949 质量体系从ISO 9001升级到ISO/TS 16949 Fu

29、rther development towards TQM, EQA, MBA etc. 进一步朝TQM, EQA, MBA等发展Management review: 管理评审：The review can be done by gathering and evaluating the following information 通过收集和评估下列的信息来完成评审 Quality status report 质量状态报告 Regularly scheduled quality meetings 定期的质量会议 Quality indices with respect to objectives

30、 与目标相关的质量指标 Internal quality audit reports with derived measures 来源于测量的内部质量审核报告 Status of the continuous improvement process 持续改进过程的状况 Results of product and process analysis with corrective actions 产品或过程采用分析和纠正措施的成效 Reports on customer satisfaction 顾客满意度的报告A2bDoes the supplier performs regularly sc

31、heduled quality audits internally? 供应商是否实施定期的内部质量审核？Comments: 注解： Does the management provide appropriate resources for internal audits (system, process, and product)?管理层是否为内部审核（体系、过程、产品）提供了适当的资源？ How are results of internal audits included into the management review? 内审的结果如何被纳入管理评审Examples: 例如： Sup

32、plier audits, 供应商审核 internal audits (system, layered process, product) 内审（体系、分层的过程、产品）A2cDo preventive and reactive measures derive from this evaluation? 是否有针对评审（结果）的预防和纠正措施？Comments: 注解： The responsibility and authority for organization of corrective actions must be defined. 必须确定纠正措施组织的职责和职权 Respon

33、sibilities must be defined for the coordination, reporting and monitoring of corrective actions.对于协调、报告和纠正措施的监控必须要确定职责 Monitoring covers both the carrying out of remedial measures and the inspection of their effectiveness.监测包括补救措施的输出和成效的检验Examples: 例如： root cause analysis and identification 根本原因分析和证

34、明 Determination of measures and responsibilities确定措施和责任人 informing the affected and responsible departments 提供情报的、受到影响的和有责任的部门 Determination of monitoring mechanisms. 确定监测机制A3Is there a process for evaluating the capability of the established resources (employees, equipment, methods, material)?是否有流程

35、来评估已经建立的（如人员、设备、方法和材料）资源能力Comments: 注解： so that necessary processes work effectively. The management has the task of providing the financial and staff resources for fulfilling the requirements. 管理层有责任提供履行该流程中所需的资金和人力资源，以便于必要的流程能够有效地进行。Examples: 例如： Qualified staff with task-related capabilities for

36、management, process-orientation, implementation and inspection activities (including project management) 具备管理、过程开发、执行和检查（包括项目的管理）相关工作能力的资深员工。 technical equipment for product development and manufacture 作为产品开发和制造的技术装备 Computer support, e.g. for data analysis, graphic displays, process control, statis

37、tics, quality plans 作为数据分析、绘图显示、过程控制、统计、质量策划的计算机支持A3aDoes the organization identifies and allocates appropriate resources for increase of customer satisfaction?为了提高顾客满意度，组织是否确定和分配了适当的资源？Comments: 注解： Is there a process or procedure for identification and allocation of resources? 是否有确定和分配资源的一个流程或程序？

38、Does the supplier have adequate buildings, facilities and equipment for producing parts that would satisfy the quality requirements of the car manufacturer(s)? 对于是否能生产出满足车辆制造商质量要求的零件，取决于该供应商是否具备充足的厂房，设备和装备？ Are the dedicated resources qualified for their tasks? 投入的资源是否能够完成任务？Examples: 例如： How and wh

39、en are resources planned? 什么时间，如何计划资源？ How are the plans released? 如何发放计划？ How do you make sure that the established resources fulfill the customer requirements? 如何确保已制定的资源能够满足客户的要求？Planed Equipments , machines, tools, humans, methods, material, supplied parts, suppliers. 计划好的设备，机器，工具，人员，方法，材料，供应零件和

40、供应商 Qualified staff with task-related capabilities for management, process-orientation, implementation and inspection activities (including project management) 具备管理、过程开发、执行和检查（包括项目的管理）相关工作能力的资深员工。 technical equipment for product development and manufacture 作为产品开发和制造的技术装备 Computer support, e.g. for d

41、ata analysis, graphic displays, process control, statistics, quality plans. 作为数据分析、绘图显示、过程控制、统计、质量策划的计算机支持A4Is there a process for the management of employee satisfaction with suitable methods? 是否有管理员工满意度的流程及合适的方法？Comments: 注解：Is employee satisfaction a management principle? Is employee satisfaction

42、 maintained? 员工的满意度是否作为一项管理原则？是否保持员工满意？Examples: 举例： Working conditions, work location, environment, equipment 工作条件，工作场所，环境及设备 Health and safety measures 健康和安全保障措施 Communication on an individual and company wide level 员工个人和公司范围各级别进行j沟通 Employee performance evaluation, agreed goals, career planning 员

43、工的业绩评估，共同目标，职业计划 Involvement in quality matters 参与质量活动 System for recognizing and rewarding performance 认可和奖励成绩的体系 Job security 工作安全Further indicators can be: 可更进一步指示： Absenteeism 缺勤率 Personnel turnover 人员流动 Use of company facilities 公司设施的使用A4aDoes the supplier have a process to improve quality awar

44、eness? 供应商是否有关于（提高）质量意识的流程？Comments: 注解： A written procedure defining the quality awareness. 明确质量意识的书面程序 Do measures for improvement of quality awareness and morale exist? 是否有提高质量意识和士气的措施？ Which measurables indicate employee satisfaction? 那种测试能够说明员工的满意度？Examples: 例如： Improvement suggestions 改进建议 Qua

45、lity circles 质量循环 Zero defect programs 零缺陷计划 Poster campaigns, competitions 活动海报，竞赛 Training, information meetings 培训，信息会议 Awards 奖励 Workshops. 车间A4bDoes the supplier promote any motivational activity (e.g. small group activity) to assure and improve the quality? 供应商是否推行员工激励活动（例：小组活动）以保证和改善产品质量？Comm

46、ents: 注解：The quality and performance capabilities of a company are not only dependent on the technical and organizational capabilities and the business resources, but far more so on the qualification and motivation of employees to perform well. 一个公司的质量和业绩的能力不但要依靠技术，组织能力和商业资源，还需要依靠大量有资格、有抱负的员工来完成任务。Examples: 举例： Documented team activities, 文件化的团队活动 Meeting minutes, 会议记录 Implementation Plans, 执行计划 Quality Circles 质量循环A5Does a training program exist which supports achieving the scop