供应商管理16步课件.ppt

1,通用汽车公司:16 步 供应商质量改进程序,持续改进 CONTINUOUS IMPROVEMENT,供应商表现监控 PERFORMANCE MONITORING,问题报告/解决 PROBLEM REPORT/RESOLUTION,1 级控制发货 CONTROLLED SHIPPING 1,2级控制发货 CONTROLLED SHIPPING 2,供应商质量研讨会 QUALITY WORKSHOP,供应商质量改进会议 QUALITY MEETING,全球选择供应商 GLOBAL SOURCING,早期生产控制 EARLY PRODUCTION CONTAINMENT,按报价节拍生产 RR,生产件审批 PPAP,样件审批 PROTOTYPE SAMPLE APRL,生产前会议 PRE PRODUCTION MEETING,先期质量策划 APQP,供应商推荐和批准 SOURCING DECISION,潜在供应商评审 PSA,BENCHMARK 与标杆企业的比较,2,通用汽车公司:16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,POTENTIAL SUPPLIER ASSESSMENT 潜 在 供 应 商 评 审,潜在供应商评审,4,通用汽车公司潜在供应商评审流程,采购者提交潜在供应商,采购质量进行预评审(If Need),Purchase Dept.Base on Suppliers QE&EngineeringDept.Information do Risk Analysis,High Risk？,Does Supplier have the capability？,Register注册QS9000?,Supplier Engineering Capability Assessment,推荐供应商Recommend as Supplier,Supplier Engineering Capability Assessment&Potential Supplier Assessment,Register注册QS9000?,潜在供应商评审Potential Supplier Assessment,不推荐供应商STOP,是Yes,否 No,是 Yes,否 No,否 No,是 Yes,是Y,否N,5,潜 在 供 应 商 评 审,供 应 商 概 况 向 新 供 应 商 提 问 题 收 集 下 列 数 据:质 量 状 态 业 务 状 态 其 用 户 基 本 情 况 技 术 能 力,6,供 应 商 评 审,一 天 的 评 审用 于 对 潜 在 供 应 商 快 速 的 进 行 评 审对供应商九个职能领域的问题调查不能被孤立的用于批准发货应考虑供应商是否有质量管理体系/其他顾客的供货批准QUERIES 9 MAIN FUNCTIONAL AREASCANNOT BE USED IN ISOLATION AS APPROVAL TO SHIPOTHER CERTIFICATIONS/APPROVALS CONSIDEREDISO 9000,GMGQS,Q 101,EAQF,VDA 6,AVSQ,RG 2000,7,QS 9000-潜在供应商评审,质量体系评审 QUALITY SYSTEM ASSESSMENT按照QS9000标准的问卷 QUESTIONAIRE TO MATCH QS 9000 STANDARD非常全面的评分系统 VERY COMPREHENSIVE,SCORING SYSTEM任何次要或主要不符合项都会影响颁发QS9000证书 ANY DEFICIENCY,MINOR OR MAJOR PROHIBITS AWARD OF QS 9000 REGISTRATION对新供应商的最低要求 MINIMUM REQUIREMENT FOR NEW SUPPLIERS对潜在供应商评审时使用标有星号的问题 POTENTIAL SUPPLIER ASESSMENT QUESTIONS MARKED WITH AN ASTERISK*当天提供的证书和审核记录 A COPY OF QS 9000&QSA HAS BEEN PROVIDED TODAY,8,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,9,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,10,A.P.Q.P.,ADVANCED PRODUCT QUALITY PLANNING 产品质量先期策划,产品质量先期策划的各个阶段,PLAN AND DEFINE PROGRAM计划和确定项目,PRODUCT DESIGN AND DEVELOPMENT产品设计和开发,PROCESS DESIGN AND DEVELOPMENT过程设计和开发,PRODUCT AND PROCESS VALIDATION产品和过程确认,FEEDBACK,ASSESSMENT AND CORRECTIVE ACTION 反馈、评审和改进行动,1.0,2.0,3.0,4.0,5.0,DESIGN GOALS 设计目标 RELIABILITY AND QUALITY GOALS 可靠性和质量目标 PRELIMINARY BILL OF MATERIAL 初始材料清单 PRELIMINARY PROCESS FLOW CHART 初始过程流程图 PRELIMINARY LISTING OF SPECIAL PRODUCT AND PROCESS CHARACTERISTICS 关键产品和关键过程特性初始清单 PRODUCT ASSURANCE PLAN 产品保证计划,1.0 PLAN AND DEFINE PROGRAM 计划和确定项目,2.0 PRODUCT DESIGN AND DEVELOPMENT 产品设计和开发,-DESIGN FAILURE MODE AND EFFECTS ANALYSIS(DFMEA)设计失效模式及后果分析-DESIGN FOR MANUFACTURABILITY AND ASSEMBLY 可制造和可装配性设计-DESIGN VERIFICATION&REVIEWS 设计确认和评审-PROTOTYPE BUILD 样件制造-ENGINEERING DRAWINGS 工程图样-MATERIAL SPECIFICATIONS.材料规范,3.0 PROCESS DESIGN AND DEVELOPMENT,THE PRODUCT QUALITY PLANNING TEAM MUST VERIFY:产品质量策划小组必须：-PRODUCT/PROCESS QUALITY SYSTEM REVIEW 对产品/过程质量体系进行评审-PROCESS FLOW CHART 过程流程图评审-FLOOR PLAN LAYOUT 场地平面布置图评审-PROCESS FAILURE MODE AND EFFECTS ANALYSIS 过程失效模式及后果分析评审-PRE-LAUNCH CONTROL PLAN 试生产控制计划评审-PRELIMINARY PROCESS CAPABILITY STUDY PLAN 初始过程能力研究计划评审-MEASUREMENT SYSTEMS ANALYSIS PLAN 测量系统分析计划评审-PACKAGING SPECIFICATIONS 包装规范评审,15,PRODUCTION TRIAL RUN 生产试运行 MEASUREMENT SYSTEMS EVALUATION 测量系统评估 PRELIMINARY PROCESS CAPABILITY STUDY 初始过程能力研究 Production part APPROVAL 生产件批准 PRODUCTION VALIDATION TESTING 生产确认试验 PACKAGING EVALUATION 包装评估 PRODUCTION CONTROL PLAN 生产控制计划,4.0 PRODUCT AND PROCESS VALIDATION 产品和过程确认,16,5.0 FEEDBACK,ASSESSMENT&CORRECTIVE ACTION 反馈、评审和改进行动,THIS IS THE TIME TO EVALUATE THE EFFECTIVENESS OF THE PRODUCT QUALITY PLANNING EFFORT.在该阶段进行产品质量策划有效性的评估 VARIABLE AND ATTRIBUTE DATA MUST BE EVALUATED.必须对计数和计量性数据进行评估 CONTINUOUS IMPROVEMENT MUST BE APPLIED.必须实施持续改进计划,17,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,PRE-PRODUCTION MEETING生产前会议,19,PRE-PRODUCTION MEETINGCOMMUNICATE REQUIREMENTS*QUALITY*CAPABILITY*TIMING交流对质量、能力和进度安排方面的要求UNDERSTAND SPECIFICATIONS,CONCEPTS&PROCESSES理解规范、概念和过程*DRAWINGS 图纸*MATERIALS 材料*KCDS 关键特性标识系统*PPAP 生产件批准程序IDENTIFY AREAS OF NON COMPLIANCE识别不符合之问题所在IDENTIFY ACTIONS FOR COMPLIANCE识别应采取的行动ASSIGN RESPONSIBILITIES分配职责DEFINE REPORTING REQUIREMENTS确定报告的要求,20,METHODOLOGY方法APPLICATION适用于：ALL NEW PARTS 所有新的零件ALL NEW MATERIAL 所有新的材料RESOURCED PARTS&MATERIALS重新确定零件和材料的货源PARTICIPANTS人员CROSS DISCIPLINE TEAMS 横向职能小组APPROACH 途径SUB PART OF ADVANCED QUALITY PLANNING产品质量先期策划 STRUCTURED PLAN/REPORT 结构化的计划/报告CHECK LIST 检查清单,21,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,22,PROTOTYPE PART APPROVAL样件批准,PROTOTYPE SAMPLES,23,PURPOSE/目的,TO DEFINE A FORMAT FOR SUBMISSION OF PROTOTYPE PARTS THAT:定义样件提交的格式以便：PROVIDES UNIFORMITY OF INFORMATION提供一致性的信息DOCUMENTS PART VARIATION 文件化零件的变差PROVIDES KNOWN PART QUALITY 提供确定的零件质量 ASSISTS IN IDENTIFYING&CORRECTING PROBLEMS辅助进行识别和改进问题DESIGN EVALUATION设计评估MANUFACTURING制造ASSEMBLY装配,24,PROCESS OVERVIEW/过程评估,PURCHASE ORDER ISSUED FOR PROTOTYPE PARTS采购定单中确定了有关样件的问题SUPPLIER NOTIFIED OF SUBMISSION LEVEL已通知了供应商提交的等级SUPPLIER TO COMPLY WITH THE PROGRAMME REQUIREMENTS AND PREPARE:供应商应符合程序的要求并准备：WARRANT保证书 DRAWINGS 图纸INSPECTION DEVICES 检测设备INSPECTION RESULTS 检测结果MATERIAL CERTIFICATION 材料证明PART WEIGHT 零件重量SERIALISATION INFORMATION 序列号信息OTHER REQUIREMENTS 其它要求,25,SUBMISSION REQUIREMENTS/提交要求,EVALUATION AT THE RECEIVING LOCATION/在接收现场的评估LEVEL AWARRANT等级 A 保证书LEVEL BWARRANT,INSPECTION RESULTS,DRAWINGS,MATERIAL CERTIFICATION等级 B 保证书、检验结果、图纸、材料证明EVALUATION PRIOR TO SHIPMENT OF PARTS零件装运前的评估LEVEL CWARRANT等级 C 保证书LEVEL DWARRANT,INSPECTION RESULTS,DRAWINGS,MATERIAL CERTIFICATIONINSPECTION FIXTURES 检具PROCURING DIVISION ISSUES THE PART STATUS,26,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,P.P.A.P.,生产件批准程序,P.P.A.P.,28,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,RUN AT RATE,按报价节拍生产,30,按报价节拍生产,OBJECTIVE/目标 TO VERIFY THAT A SUPPLIERS PRODUCTION PROCESS IS CAPABLE OF PRODUCING THE CORRECT QUALITY AND QUANTITY LEVEL AT THE SUPPLIERS MANUFACTURING LOCATION确认供应商在其生产现场的生产过程能够生产具有要求质量水平的产品,31,按报价节拍生产,REQUIREMENTS/要求TAKES PLACE AT THE SUPPLIERS PREMISES发生在供应商处PRODUCTION TOOLING EQUIPMENT AND GAUGES ARE IN PLACE生产工装设备和检具应就绪RUNNING AT FULL CAPACITY按满负荷能力生产FOLLOWING PROCESS PLAN应遵从过程计划DIRECT AND INDIRECT PERSONNEL AND SUPPORT SYSTEMS直接和非直接人员与支持系统,32,按报价节拍生产,REQUIREMENTS(continued)要求（续）WHEN IS IT USED?什么时候用它FOR ALL NEW PARTS AS REQUESTED BY THE CUSTOMER 根据顾客的要求，对所有的零部件DURATION OF 按报价节拍生产的持续时间ONE SHIFT AT FULL PRODUCTION RATE 按满负荷生产节奏运行一班TIMING OF 按报价节拍生产的时机AFTER ACCEPTABLE PPAP/PPAP接收之后PRIOR TO 正式生产之前,33,按报价节拍生产,TREATMENT OF INVENTORY:存货处理ALL PARTS KEPT AT SUPPLIER LOCATION UNTIL AUTHORISED TO SHIP 未获得授权，所有的零件均应存放在供应商处。SHIPPED IN SPECIFIED PRODUCTION CONTAINERS发运时应使用指定的包装。,34,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,早期生产控制,EARLY PRODUCTION CONTAINMENT,36,PREPARED AT APQP STAGEAPQP阶段的准备ENHANCED CONTROL PLAN OVER AND ABOVE THE PRODUCTION CONTROL PLAN在生产控制计划的基础上加强控制计划IMPLEMENT AFTER A DISTURBANCE不稳定过程后的执行SHORT TERM CONTROL短期控制SELF EXIT CRITERIA自我退出准则CAN BE CUSTOMER CONTROLLED顾客是否可以控制,早期生产控制,EARLY PRODUCTION CONTAINMENT,37,WHEN IS IT USED?什么时候进行早期生产控制？REFER TO PPAP FOR DETAIL/详细内容参考PPAPNEW PART NUMBER/新的零件号ENGINEERING CHANGE/工程更改CHANGE OF PRODUCTION LOCATION/生产场地变更NEW TOOLING/MACHINE/新的工具/设备ANY DISTURBANCE TO THE PROCESS/过程出现任何的不稳定,EARLY PRODUCTION CONTAINMENT,38,WHY IS IT USED?为什么要进行早期生产控制HIGHEST PROBABILITY OF DEFECTS AFTER A DISTURBANCE在出现不稳定后为发现缺陷提供更高的可能性ENSURE CONSIDERATION OF START UP CONDITIONS AT THE APQP STAGE在APQP阶段保证正确的启动条件PREVENT DEFECTS REACHING THE CUSTOMER防止缺陷传递到用户手中EARLY IDENTIFICATION OF CONCERNS关注问题的早期识别FEEDBACK TO P.F.M.E.A对PFMEA的反馈,EARLY PRODUCTION CONTAINMENT,39,PRE LAUNCH PLAN/试生产控制计划MORE THAN THE NORMAL PRODUCTION CONTROL PLAN试生产控制计划的内容比正式生产控制计划要多CAN INCLUDE/可能包括*INCREASE FREQUENCY/SAMPLE SIZE AT INSPECTIONS 增加检验时的频率和容量*ADDITIONAL INSPECTION/CONTROL ITEMS 附加的检验/控制项目*ENHANCED PRODUCTION CONTROLS-ERROR PROOFING 增强的控制计划-错误证据*ERROR PROOFING VALIDATION CHECKS 错误证据确认检查*MANDATED SUB-SUPPLIER ACTIONS受控分供方行动DOCUMENT THE PROCESS/文件化过程IDENTIFY THE CONTAINERS/确定控制者,40,EXIT CRITERIA退出准则EXIT AFTER A PRE AGREED(OR DEFAULT)QUANTITY在满足事先约定的（或预期）的质量后退出，除非：UNLESSEPC CONTINUES TO IDENTIFY NON CONFORMANCESEPC 持续发现不符合UNRESOLVED CUSTOMER CONCERNS/尚遗留顾客关心的问题CAPABILITY NOT PROVEN/不能证明有能力IN THESE CASES,CONTINUE WITH PRE LAUNCH PLAN UNTIL ALL CONCERNS ARE RESOLVED 这种情况下，继续执行试生产控制计划，直到所有的问题均得到解决。,41,16 步 供应商质量改进程序,持续改进 CONTINUOUS IMPROVEMENT(GP8),供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,持续改进 CONTINUOUS IMPROVEMENT,持续改进 CONTINUOUS IMPROVEMENT,43,何时使用此程序 WHEN THE PROCEDURE IS USED:开始生产 AT START OF PRODUCTION改变产品 CHANGES TO PRODUCT改变生产地点 CHANGES TO PRODUCTION改变过程 CHANGES TO PROCESS产品变差过大 WIDE VARIATION OF PRODUCT整个产品寿命期 THROUGHOUT LIFE OF PRODUCT,持续改进 CONTINUOUS IMPROVEMENT,持续改进 CONTINUOUS IMPROVEMENT,44,为什么使用此程序 WHY IT IS USED:持续改进过程和产品 TO CONTINUALLY IMPROVE PROCESS AND PRODUCT降低成本 TO REDUCE COST减少变差 TO REDUCE VARIATION改进产品质量 TO IMPROVE QUALITY OF PARTS消除错误 TO ELIMINATE ERRORS满足顾客期望 TO MEET CUSTOMER EXPECTATIONS,持续改进 CONTINUOUS IMPROVEMENT,45,程序文件是什么 WHAT ARE THE DOCUMENTS:GP8 通用程序 GP8 GENERAL PROCEDURE供应商持续改进报告 SUPPLIER CONTINOUS IMPROVEMENT REPORT SHEET关键产品特性报告 KEY PRODUCT CHARACTERISTIC REPORT SHEET顾客质量问题通报/解决报告 CUSTOMER PR/R REPORTS顾客 PPM 季度报告 CUSTOMER PPM QUARTERLY REPORTS顾客图样 CUSTOMER DRAWINGS,持续改进 CONTINUOUS IMPROVEMENT,46,四项指标顾客的声音：顾客 PPM 季度报告过程的声音：首次合格率 过程的长期表现：关键产品特性报告对顾客问题的反映和执行永久性纠正措施的能力：顾客质量问题通报/解决报告,持续改进 CONTINUOUS IMPROVEMENT,47,持续改进 CONTINUOUS IMPROVEMENT,关键产品特性：产品性能指数 Ppk,首次合格率 N 生产过程的零件数量S 报废的零件数量R 返工和返修的零件数量,48,如果本程序执行不成功的后果CONSEQUENCES IF STEP IS NOT SUCCESSFUL:过多的问题通报/解决/高的 PPM HIGH PR/R INPUT/HIGH PPM 顾客质量部门来访 VISITS FROM CUSTOMER QUALITY DEPARTMENT成本增加 INCREASED COSTS失去新业务 LOSS OF NEW BUSINESS逐步失去业务 EVENTUAL LOSS OF BUSINESS,持续改进 CONTINUOUS IMPROVEMENT,49,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,50,16 步 供应商质量改进程序,持续改进,供应商表现监控 PERFORMANCE MONITORING,问题报告/解决,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,供应商表现监控 PERFORMANCE MONITORING,供应商表现监控 PERFORMANCE MONITORING,52,PERFORMANCE MONITORING A PROCESS TO MEASURE A SUPPLIERS QUALITY PERFORMANCE TO PROVIDE POSITIVE FEEDBACK TO DRIVE FOCUSED IMPROVEMENT,供应商表现监控是一个衡量供应商质量表现的程序，它为驱动集中力量进行改进提供了一个积极的反馈,供应商表现监控,53,通过下列活动驱动改进 DRIVE IMPROVEMENT THRU:识别最重要的问题 IDENTIFYING TOP PROBLEMS集中精力于纠正行动 FOCUSING CORRECTIVE ACTION改进交流 IMPROVED COMMUNICATIONS对供应商进行排队评比 BENCHMARKING SUPPLIERS将结果输入到新供应商推荐和批准 INPUT TO NEW SUPPLIER RECOMMENDATION AND APPROVAL LIST将结果输入到供应商认可 INPUT FOR SUPPLIER RECOGNITION,供应商表现监控,54,质量期望 QUALITY EXPECTATION:对所有质量表现的指标持续改进CONTINUOUS IMPROVEMENT OF ALL PERFORMANCE MEASURESPPM 水平表现持续改进的结果 PPM LEVEL WILL SHOW CONTINOUS IMPROVEMENT目标 25 PPM GOAL IS 25 PPM,供应商表现监控,55,质量表现指标PERFORMANCE MEASURESPPM-顾客收到的有缺陷和受怀疑的零件DEFECT/SUSPECT PARTS RECEIVED BY THE CUSTOMERPPM 的计算 CALCULATION:(拒收数报废数筛选/返工数)1,000,000收到的全部产品数QUANTITY RETURNED+SCRAPPED+SORTED/REWORKED x 1,000,000TOTAL QUANTITY RECEIVEDPPAP-生产件按时提交并得到批准PPAPS SUBMITTED ON TIME AND APPROVED,供应商表现监控,56,质量表现指标（继续）PERFORMANCE MEASURES(continued)问题通报和解决 PR&R 反映时间，反复发生次数PR&R-RESPONSE TIMES,REPEAT CONCERNS材料-错误标识、包装问题、交货表现MATERIAL-INCORRECT IDENTIFICATION,PACKAGINGCONCERNS,SHIPMENT PERFORMANCE,供应商表现监控,57,表现监控报告 PERFORMANCE REPORTING:各工厂每月收集数据DATA COLLECTED MONTHLY BY EACH PLANT 各分部每季度比较和文件化COLLATED AND DOCUMENTED QUARTERLY BY DIVISION 各分部每季度向供应商发布报告REPORTS ISSUED QUARTERLY BY DIVISION TO SUPPLIERS,供应商表现监控,58,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决 PROBLEM REPORT/RESOLUTION,1 级控制发货,2级控制发货,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制CON扵,按报价节拍生产,生产件审批,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,问题报告和解决 P.R.&R.,PROBLEM REPORT AND RESOLUTION,问题报告/解决 P.R.&R.,60,问题报告/解决 PROBLEM REPORTING&RESOLUTION,用于报告，追溯和解决供应商质量问题的程序PROCESS FOR REPORTING,TRACKING AND SOLVING SUPPLIERS QUALITY PROBLEMS用于查出的供应商不合格品FOR VERIFIED SUPPLIER NON-CONFORMANCES 适用于所有供应商的质量、包装和发运问题 EQUALLY APPLICABLE TO ALL SUPPLIERS FOR QUALITY,PACKAGING AND DELIVERY ISSUES规定了发布职责PROVIDES RESPONSIBILITIES FOR ISSUANCE OF:-集中处理通知 COLLECTIVE DISPOSITION NOTICE-成本补偿通知 COST RECOVERY NOTICE,问题报告/解决 P.R.&R.,61,问题报告/解决流程图 P.R.&R.FLOW CHART,问题,识别，分析和决定解决问题的优先次序,见问题通讯的类似方法,见工厂过程纠正程序,通知供应商,供应商最终反映,供应商最初反映,颁布问题报告/解决记录表,悬而未决的最终反映,供应商将纠正措施制度化,顾客验证产品,已经采取纠正措施？,调查责任方和问题类型,设计工程,工厂过程,是,否,选择任务,控制任务,纠正任务、预防任务,供应商生产了不合格品,62,问题报告/解决的程序和文件 PR&R PROCESS AND DOCUMENTS,基于问题解决过程以使得顾客满意BASED ON PROBLEM SOLVING PROCESS FOR CUSTOMER SATISFACTION四个阶段 FOUR PHASES挑选 SELECT控制 CONTAIN纠正 CORRECT预防 PREVENT立即采取的控制措施 IMMEDIATE CONTAINMENT ACTIONS,问题报告/解决 P.R.&R.,63,问题报告/解决的程序和文件（继续）PR&R PROCESS AND DOCUMENTS(Continued),24小时内供应商应有最初反映和控制措施INITIAL RESPONSE AND CONTAINMENT ACTION WITHIN 24 HOURS15天内供应商应报告执行的纠正措施 CORRECTIVE ACTIONS IMPLEMENTED AND REPORTED WITHIN 15 DAYS文件 DOCUMENTS问题报告和解决表 PROBLEM REPORTING&RESOLUTION FORM集中处理通知表 COLLECTIVE DISPOSITION NOTICE FORM(C.D)成本补偿通知表 COST RECOVERY NOTICE FORM(C.R),问题报告/解决 P.R.&R.,64,期望和结果 EXPECTATIONS AND CONSEQUENCES,零缺陷，供应的产品 100 合格 ZERO DEFECTS,100%QUALITY OF SUPPLIED PRODUCTS 对质量问题的处理 TREATMENT OF QUALITY CONCERNS通过问题解决程序解决任何质量问题 ANY QUALITY CONCERN DRIVEN THROUGH PROBLEM SOLVING PROCESS维持控制措施，直到顾客验证了纠正措施MAINTAIN CONTAINMENT MEASURE UNTIL CUSTOMERs VERIFICATION OF CORRECTIONS尽快联络 QUICK COMMUNICATION未解决的问题导致执行下一个程序 UNSOLVED PROBLEMS LEAD TO NEXT STEPS OF THE PROCESS,问题报告/解决 P.R.&R.,65,16 步 供应商质量改进程序,持续改进,供应商表现监控,问题报告/解决,1 级控制发货 CONTROLLED SHIPPING 1,2级控制发货 CONTROLLED SHIPPING 2,供应商质量研讨会,供应商质量改进会议,全球选择供应商,早期生产控制,按报价节拍生产,生产件批准,样件审批,生产前会议,先期质量策划,新供应商推荐和批准,潜在供应商评审,控制发货 CONTROLLED SHIPPING,控制发货 CONTROLLED SHIPPING,67,定义 DEFINITION两级控制程序（1级和2级）A TWO LEVEL CONTAINMENT PROCESS(LEVEL 1 AND 2)目的 PURPOSE防止不合格零件进入顾客工厂并且及时执行永久性纠正措施TO PREVENT NON-CONFORMING PARTS FROM REACHING THE CUSTOMER AND IMPLEMENT PERMANENT CORRECTIVE ACTION IN A TIMELY MANNER范围 SCOPE对PPM高但是通过执行问题报告/解决程序后，控制措施仍然不足，问题未解决或反复出现的供应商APPLIED TO SUPPLIERS WITH HIGH PPM,INADEQUATE CONTAINMENT VIA PR/R PROCESS AND UNRESOLVED OR REPEATED PR/R扴,控制发货 CONTROLLED SHIPPING,68,对控制过程的特殊要求SPECIFIC REQUIREMENTS OF CONTAINMENT PROCESS,包括100检验和测试的行动计划ACTION PLAN INCLUDING 100%INSPECTION AND TESTING由供应商控制 UNDER SUPPLIER CONTROL在供应商处执行 CONDUCTED AT THE SUPPLIER LOCATION,由顾客控制 UNDER CUSTOMER CONTROL在供应商处、顾客处或第三方处执行 CONDUCTED AT SUPPLIER,CUSTOMER OR THIRD PARTY LOCATION由供应商承担费用AT SUPPLIERS EXPENSE,2 级,1 级,控制发货 CONTROLLED SHIPPING,69,程序 PROCESS,供应商收到通知信 SUPPLIER RECEIVES NOTI