供应商质量管理1.ppt

,单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,DeSimone Engineering,1,供应商质量管理,Supplier Quality Management,Joe DeSimone,美国质量协会洛杉矶分会副主席,林海,零缺陷管理中国研究院战略总监,2,供应商质量管理,Supplier Quality Management,Joe DeSimone,美国质量协会洛杉矶分会副主席,林海,零缺陷管理中国研究院战略总监,Goals for this Course,本课程的目的,Understand Supply Chain Management,理解供应链管理,Apply new techniques to drive change in your Supply base,应用现代科技推进供货渠道革新,Drive down the costs of Supplier inefficiency,降低由低效供应商引起的支出,Develop an environment to Listen to the Voice of the Customer,创造倾 听客户需求的环境,Develop Just-In-Time Procurement,发展及时采购,Be able to conduct effective supplier Surveys and Audits,能实施有效的供应商调查和审核,Apply Supplier Rating strategies and monitor suppliers,应用供应商评分战略并对供应商进行监 管,Be able to develop strategic partnerships with suppliers,有能力与供应商发展战略伙伴关系,Understand Basic Principles of Supplier Certification,理解供应商证书的基本原则,Apply Six Sigma Techniques jointly with suppliers,与供应商一起应用6西格玛技术,Be able to evaluate the suppliers product while minimizing risks,有能力评估供应商提供的产品，同时将风险降至最低,3,4,Materials and Services must be obtained in an economic manner,必须以经济的方式获取材料和服务,This course will help you build,further,Develop or manage an effective Supplier,Quality Initiative that reduces costs,time,Delays,and Customer dissatisfaction from,Within the supplier chain,本 课 程 将 帮 助 您 建 立并 发 展 和 管 理供 应 商 系 统，从 供应 链 内 部 降 低 成 本，提高 效 率 及 客 户 满 意 度,Why SQM?,为 何 要,SQM,5,Our,Customers,客 户,Our,Company,企 业,Our,Suppliers,供 应 商,One Team Committed to Excellence,承 诺 追求卓越的一个团队,6,ALIGNING THE FOCUS,焦点集中,Planned,Journey,规 划,(,Lets do it),采 取 行 动,(,Future),将 来,Unaligned,Projects,杂 乱 的 项 目,(,Now),现 在,Strategic Direction,战略指导,Our Suppliers,供 应 商,Tactical Direction,战术指导,Focus=Customer=Us,=Our Suppliers,焦 点=用户=我们公司=供应商,Our Company,企 业,Our Customers,用 户,What Does Quality Mean?,质量意味着什么？,“,The totality of features and characteristics of a product or service that bear on its ability to satisfy given needs”,“质量指的是产品或服务所具备的与满足特定需求相关的所有特色或特点。”,American Society For Quality(ASQ),In a restaurant,the amount we leave as a tip is a direct reflection of the service we have received,在餐馆，食客所付小费数量直接反映他/她所享受到的服务的水平。,Satisfy a given need can include the quantity,price or purity of something,满足一个既定要求可能涉及到数量、价格或纯度,7,The Changing Role of Purchasing,采购,部门职能的转换,8,Procurement Quality began when Eli Whitney developed the concept of,interchangeability,采购质量起源于,ELI WHITNEY,提出的可交换性概念,As part complexity increased,so did the need for Quality,对质量的需求随零部件复杂程度的提高而提高,Purchasing Agents are now assuming,the added responsibility of,Quality Assurance,采 购 部 门 现 在 正 肩 负 起 质 量 保 证 的 附 加 责 任,Traditionally,the Purchasing Agents role has been one of getting the,product at the lowest cost,过去，采购部门的责任一直是以最低价格进货。,Potential Suppliers,候选供应商,Potential Suppliers were evaluated on their ability to provide:,评估供应商，考查他们是否有能力提供：,The desired Quality defined as the suitability of product or service for use as intended,能满足客户的质量要求的产品和服务,The total number of products required,including the schedule by which the product or service is required,客户要求的产品数量及交货日期,3,Tangible and intangible services that are benefits over and above Quality and Price,价格和质量之外的有形/无形服务,4,Price,which is the measure of value,价格（价值的衡量标准）,5,Additional factors:Geographic location,suppliers reserve,financial status,service capability,etc,其它因素：地理位置、供应商储备、财经状况、服务能力，等等,9,Purchasing Agent,采购部门,After the previous information is collected,the Purchasing agent will typically:,收集到上页所列资料后，采购部门应该：,Assemble a team and conduct a plant visit of the supplier,组建团队参观供应商厂家,Perform a survey of the supplier,对供应商进行调查,Rate the supplier based on the defined set of performance,standards,根据一系列绩效指标对供应商进行评分,10,Performance Standards,绩效标准,Performance standards reflect the costs Purchasing Agents must incur in,satisfying user requirements.,绩 效 标 准 反 映 的 是 采 购 部 门 为 满 足 客 户 要 求 所 需 花 费 的 成本,The supplier may be rated on Quality in three categories:,可 以 根 据 以 下 三 个 方 面 对 供 应 商 进 行 评 分,1),Cost of defect prevention,预 防 缺 陷 所 花 费 的 支 出,2),Cost of defect detection,发 现 有 缺 陷 产 品 所 花 费 的 支 出,3),COPQ related to defects,与 缺 陷 相 关 的,COPQ,The sum of these costs for each supplier can be expressed as a%,of the total value of materials purchased from that supplier,每个供应商,以 上 三 项 支 出 的 总 和 可 以 用 该 供 应 商 所提供的 原 料 总 价 值 的 百 分 比 来 表 述,11,Procurement Quality,采购质量,Procurement Quality deals with all aspects that deal with the purchasing of products,采 购 质 量涉及到 产 品 采购 的各个环节,This definition,assumes the following,:,以 上 定 义 基 于 以 下 6 点：,We have well defined specifications for design and manufacture of products,to be purchased;,我们已经为欲购产品制定了详细的设计/生产规范,The reliability and maintainability of the product have been determined;,该 产 品 的 可 靠 性 和 可维 修 性 已 经 确 定,Fitness for Use has been defined;,该 产 品 符 合 用 户 使 用 要 求,Our own Voice of the Customer(QFD)has been captured(and Our customers);,我们的客户之声（质量功能展开）和客户的客户之声都已经到位,Delivery and packaging requirements are defined;,已定义包装及配送要求,Liability and environmental concerns are addressed,已经考虑过可靠性及环境 因素,12,Four Basic Steps,4,个基本步骤,1),Learn about the Sources(Potential Suppliers),了解供货渠道（潜在供应商）,Use site Surveys/Inspections,利用实地调查/检验,3),Develop an objective Supplier evaluation system,建立客观的供应商评估系统,4),Make the selection based on all of the factors,not just,cost,根据所有因素（不仅仅成本因素）选择供应商,13,Strategic Considerations,战略考量,World Class Quality,世 界 水 平 的 质 量,Lean/Six Sigma Company,精 益 生 产/,6,西 格玛企 业,ISO-9000 Certified ISO-9000,认证,Capture a Certain Market,把握一个具体的市 场,Based on a SWOT Analysis,基 于,SWOT,的 分 析,To Become World Leaders,成 为 世 界 级 领 先 企 业,To drive down costs,降 低 成 本,_,_,14,The Psychology of Supplier Relationships,供应商关系心理学,“,What would I do if I were in the Suppliers place?”,如 果 我 是 供 应 商，我 会 怎 么 做？,Traditionally the Customer/Supplier relationship has been on of,dictation and autocratic nature;,传 统 上-客 户/供 应 商 关 系 带有独裁和专制的色彩,Its like a carefully executed program of moves like a chess game;,像 下 象 棋 一 样 步步为营,The language of communication is$not Quality,沟通的语言是金钱而不是质量,As companys start to shrink both their employees and their supplier bases,the need for Partnerships grows,随着企业开始裁员和削减供应商，这种伙伴关系越来越重要,15,ASQ Vendor Vendee Technical Committee,ASQ,卖方-买方技术委员会,Code of Ethics for Supplier Partnership,供应商伙伴关系道德规范,Personal Behavior,个人行为,Objectivity,客观性,Product Definition,产品定义,Mutual Understanding,相互 理 解,Quality Evaluation,质量评估,Product Quality,产品质量,Corrective Action,改正行动,Technical Aid,技术支持,Integrity,诚信,Rewards,奖励,Proprietary Information,专利信息,Safeguard Reputation,安全方面的声誉,16,17,Quality Leaders Deming,质量领袖-戴明,Dr.W.Edwards Deming,14 Points,85/15 Management Philosophy,“The key to Quality is in Managements hands”,-Seven Deadly Diseases,“Drive out Fear“,Deming Prize in Japan,14,点,85/15 管 理 哲学,质量的钥匙掌握在管理层的手中,7 个 致 命 的 问 题,克 服 恐 惧,日 本 戴 明 奖,“,Cease awarding contracts based on price tag alone”,签约时不要再仅仅考虑价格因素,How Do You Appear to Your Suppliers?,供应商怎样看待采购部门？,Do you know how your suppliers view you as a customer?,你知道供应商是如何将你作为客户来看待的吗？,Do you care how they view you?,你是否在意供应商对你的看法？,Does your suppliers view of you affect your bottom line?,供应商对你的看法是否会影响到你做选择时的原则底线？,Historically,the customer/supplier relationship has been one of,distance to each other.Distrust,combativeness,and uncooperation,are common.Dont put all of your eggs in one basket attitude.,过去，用户/供应商关系一直比较疏远，不信任、不合作、相互抵触的现象非常常见。故不要仅仅依赖于一个供应商。,This Paradigm has shifted,现在这种情形已经发生变化,18,The New Paradigm,Supply Chain Management with developed Partnerships,Strategic Sourcing,:The total costs of materials and purchased goods,services are reduced while maintaining higher levels of operating efficiency,quality,technical innovation,customer,service,and system safety,Supply Chain Linkages:,Structures,are the supply chains that interact,Processes,are the operational activities that transform inputs to outputs,Linkages,in the supply chain connect processes with structures,via communication,Cross-Functional/Cross Enterprise Teams,interact between supply chains and supply chain organizations,19,新规则,伙伴关系建立起来之后的供应链管理,战 略 性 采购：,如果能够维持较高水准的运营效率、质量、技术创新、客户服务,和系统安全，那么购买原材料、商品和服务的总成 本就会下降。,供应链联结：,-,组 织 结 构,即相互影 响、相互作用的多条供应链,-,步 骤,即将输入变为输出的各种操作活动,-,联 系,即 通 过 沟通 将各个过程与 组 织 结 构 联 系起来,-,跨职能/跨企业团队,在供应链和供应链组织之间 进行互动,20,21,Typical Supply Chain Set Up,典型的供应链架构,22,Wal-Mart Supply Chain,沃尔玛供货系统,Successful Companies,成功的企业,Those companies who are becoming successful at implementing new programs all have one thing in common:,即将 成 功 地 实 施 新 规 则 的 企 业 有 一 个 共 同 点：,They had to work with their suppliers in order to gain the synergies that they had identified,while convincing management that a new paradigm is possible,他们不得不与供应商合作，以争取供应商的合作，同时说服领导层，实行新规则是可能的,23,24,Relationship to Business Success,与业务成功的关系,Improve,Products&,Services,Eliminate,Waste,Improve Asset,Utilization,Improve,Responsiveness,Quality,Cycle Time,Customer,Satisfaction,Revenue,Cost,Permits Pricing,Options,Become Preferred,Source,Retain Customer,Loyalty,First to Market,Fastest to React,to Demand Shifts,Meet Schedule,Commitments,Eliminate Unnecessary,Activities,Eliminate Shrinkage(scrap),Prevent Rework,Effective Change,Management,Reduce Complexity,Reduce,Working Capital,Reduce Inventory,Improve Fixed,Capital Utilization,改进产品和服务,提高反应能力,允许定价权,成为首选供应源,保持客户忠诚度,杜绝不必要的活动,杜绝亏损（报废）,预防返工,杜绝,浪费,提高资产,利用率,销售首选,对需求的变化作出最迅速的反应,满足进度表的要求,有效的变革管理,降低复杂程度,削减运营资产,减少库存,提高固定资产利用率,收入,成本,Economics of Outsourcing,外购经济学,Purchased materials account for 50%of U.S.manufacturing costs,所 购 材 料超过了美 国 制 造业 成 本的50%,If poor Quality is present,the final product will be of poor quality,如 所 购 原料 质 量 低 劣，最 终 产 品 质 量 比 然 低 劣,If deliverables are late,final products will be late to the customer,如 所 购 材 料 不 能 如 期 交 货，企 业 最 终 产 品 也 无 法 如 期 交 货,Cost savings may be obtained with Continuous Replenishment,持续地 补 充 供 货 可 以 节 约 成 本,(,Continuous updating of product and data shared between,suppliers and customers this eliminates inventory and space costs),供应商和客户共享产品和数据的不断更新能消除存货和场地成本,25,Purchasing must select suppliers that share the companys,commitment to Quality,采 购 部 门 必 须 选 择 那 些 认 同 企 业 质 量 承 诺 的 供 应 商,Single Sourcing,单一货源,Single Sourcing limits suppliers to gain more control over,Quality,and delivery,单一货源不利于供应商,保证产品质量和按期交货,Should limit single sourcing to a max of 15%to limit the risk,为了,减少风险，单一货源最多不能超过15%,Develop a partnership with the single source,与单一货源供应商建立伙伴关系,Involve the partnered supplier in Six Sigma efforts,as well,as the product design process,将合作的供应商纳入 6,西格玛体系,和产品设计过程,Develop an on-demand Direct Response(JIT)relationship,with the supplier,与供应商建立基于需求的直接反应(准时生产)关系,26,Site Selection Where to Locate,厂址的选择,Key Factors for Location,选厂址的关键因素,Market Strategy,市场战略,Service or Manufacturing,生产或服务,JIT/Lean considerations,JIT/,精益生产考 量,Geographical/Economic/Social status,地理/经济/社会状况,Quality and available technology,质量及可利用的技术,Trade Agreements/Government Regulations,贸易协定/政府规定,Exchange rates,交易率,Labor Force costs and education,劳动力成本及教育,Raw material availability,可获得的原材料,Export/Import regulations,duties,and tariffs,出口/进口规定、关税,27,Location Factor Rating,选址因素评估,Dynaco Mfg Co(Ball bearings),is evaluating three possible site locations.,They used the following Location,Factor Rating,(Note:2 other methods exist:,The Center of Gravity Technique,and the Load-Distance,Technique see Excel files),(0,to 100),Location Factor,Weight,Site 1,Site 2,Site 3,Labor Pool and Climate,0.30,80,65,90,Proximity to Suppliers,0.20,100,91,75,Wage Rates,0.15,60,95,72,Community Environment,0.15,75,80,80,Proximity to Customers,0.10,65,90,95,Shipping Modes,0.05,85,92,65,Air Service,0.05,50,65,70,(0,to 100),Location Factor,Weight,Site 1,Site 2,Site 3,Labor Pool and Climate,0.30,24.00,19.50,27.00,Proximity to Suppliers,0.20,20.00,18.20,15.00,Wage Rates,0.15,9.00,14.25,10.80,Community Environment,0.15,11.25,12.00,12.00,Proximity to Customers,0.10,6.50,9.00,9.50,Shipping Modes,0.05,4.25,4.60,3.25,Air Service,0.05,2.50,3.25,4.50,77.50,80.80,82.05,28,他们是根据以下因素来进行评分的,Dynaco Mfg,公司正在对三个后选厂址进行考察,另外还有两种方法：,重力中心法和远程负重法,SQA Techniques,SQA,法,Analysis of Requirements,需求分析,Supplier Assessment,供应商评估,Market Testing and Tendering,市场检验和招标,Customer Supplier Requirements,客户供应商要求,PPAP,FMEA,SPC,Part Certification,Honeywells Manufacturing Process Control(MPC),29,霍尼韦尔的生产过程控制,Specifications,规范标准,Product Specifications:,Defines what is required for a product to perform as expected by the customer,产品规范：定义客户希望产品达到什么要求,Process Specifications:,Defines the parameters of the manufacturing process that must be controlled in order to produce a product,过程规 范：定义制造过程中必须控制的各种参数,Analytical Specifications:,Defines the analytical technologies to measure a required level of accuracy,分析性规范：定义衡量精确程度所需的各种分析技术,Raw Material Specifications:,Defines what is acceptable as raw material entering a manufacturing process,原料规范：定义原材料进入生产过程时应达到的标准,Quality Management:,Defines the management practices under which you wish to have products produced,质量管理：定义你希望产品在何种管理环境下生产,30,Product Specifications,产品规格,Should contain the following:,应包含以下各项,Reliability,serviceability,shelf life,and maintainability requirements,可靠性，可服务性，保质期限，和可维修性要求,2,Permissible tolerances and comparisons with process capabilities,允许的误差以及与工艺能力的比较,3,Product Accept/Reject criteria,接受/拒绝产品的标准,4,User instructions,installability,ease of assembly,storage needs,and,disposability,用户指导，可安装性，便于装配，存储要求及使用随意性,Benign failure and failure safe conditions,良性次品及次品安全条件,6,Aesthetic and other qualitative specifications and acceptance criteria,美学及其它质量规范及可接受的标准,31,Product Specifications,产 品 规格,Failure Mode and Effects Analysis,Fault Tree Analysis,失效模式与效应分析，故障树形图分析,8,Ability to diagnose and correct problems,诊断与解决问题的能力,9,Labeling,warning,identification,traceability,risk management,and recall requirements,标记、警 告、识别、跟 踪、风险管理、召回要求,10,Review and use of standard parts,标准件的检验和使用,32,Process and Analytical Specifications,过程及分析规范,Manufacturability of the design,including special process/analytical needs,automation,assembly,and installation of components,设计的可生产性，包括特殊工艺/分析需要，自动化，装配组合及零件的安装,2,Capability to Inspect and test the design/prototype,including special inspection and test requirements,检验与测量产品设计/模型的能力，包括特殊检验与测试要求,3,Specifications of materials,components,and subassemblies,(including approved supplies and suppliers sub-tier,etc.),材料、零件和部件的规格（包括经认可的供给品和供应商）,Packaging,handling,storage,and shelf life requirements,safety factors related to incoming and outgoing items,包装，操作(上/下架,.,)，储存及保质期限的要求，与出/入厂部件相关的安全因素,33,Basic Indexes,基本指数,PCI Process Capability Index 1/PCI x 100=%of specification taken up by the process.,34,TCI Test Capability Index:For analytical testing,The PCI and TCI can enable the design/development and procurement,People to effectively develop estimates that can involve into specifications,PCI,和,TCI,可帮助研发和采购人员进行有效的评估，并且可将结果纳入产品规格,35,Cp Ratio,6,s,USL,LSL,+3,s,-3,s,Quality Indices,36,CpK Ratio,The,Cpk,estimates the process capability if the process mean is off center,如 果过程 均 值偏 离 中 心，,CPK,值可 以 用来 对加工 能 力进行评估,37,Cp vs.Cpk,LSL,USL,Cp=2.0,Cpk=2.0,Cp=2.0,Cpk=1.0,Cp=2.0,Cpk=0.0,Cp=2.0,Cpk=-1.0,38,Quality Management Specifications,质量管理规范,General Specifications,常用规范标准,ISO-9000 2000,ISO-9004-2000,MBNQA(Malcom Baldridge National Quality Award),Company Specif