GE供应商标准体系审核统一标准.doc

GENERAL BUSINESS（总体营运）

Organization and Management (组织和管理)

Support Questions:
1. Provide updated organization chart for your business 提供贵司最新组织步骤图
2. Identify key staff members and responsibilities 确定关键组员和职责
3. Outline responsibilities of key staff relative to operation objectives 概括关键组员职责

Scoring:
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.
有限组织架构，关键人员未能清楚定义。企业在关键职员、场地、设备资金方面将不能充足支持一个新项目标开启。
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，角色清楚定义，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.
组织现有职员架构能满足业务增加，角色清楚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 _________)

Operational Goals （营运目标）

Support Questions:
1. What is your company mission? Key measurements? 贵司使命？关键方法？
2. What are your current year business objectives? 今年业务目标？
3. Compare current year objectives to historical performance. 今年和以往历史成绩比较
4. Discuss business reinvestment. Give examples of domestic and international reinvestment.讨论商务再投资。举例中国和国外投资
5. Discuss your long-term business strategy. 长久企业发展策略
6. Are there any outstanding legal issues facing your company that could potentially hamper your ability to supply
product under quoted circumstances?
是否有突出政策针对贵司，从而能潜在妨碍贵司提供产品能力
Does your company have a legal and policies compliance program? 企业是否有遵遵法律法规相关程序？
Is there any outstanding regulatory or safety complaints still pending? 是否有仍未处理法规或安全投诉

Scoring:
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.
关键绩效指标未在各层职员中进行定义或传输，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，基础没有长久计划证据。
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职员中定义且传输，所以绩效指标有清楚责任定义。长久及短期战略计划是企业整个经营计划一部分。
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.
关键绩效指标被具体定义和传输，并整合到每位职员工作计划中。定时更新整体业务进展。长久战略发展是企业经营计划关键部分。
Comments/Deficiencies:______________________________________________________________________________________________________________

(Suggested Category Weight ____5______) (Supplier Grade _________)

Industry （行业背景）

Support Questions:
1. Describe your major competencies. 描述关键能力
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? 哪里有增加机会
4. What are your plans to capitalize on these opportunities? 怎样利用这些机会
5. Market share, average annual growth rates over the past 5 years for your major products?市场分额，过去5年来关键产品平均年增加率

Scoring:
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。目前产品提供发展潜力有限。
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.
企业定位和行业其它企业良好关联，即使不是行业中关键供给商之一。现有产品能够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。现有产品创新性和多样性能保持其行业领军地位。
Comments/Deficiencies:___________________________________________________________________________________________________________________________________________________________________

(Suggested Category Weight ____5______) (Supplier Grade _________)

Program Execution （项目实施情况）

Support Questions:
1. What programs are currently underway in your facility? 在贵司现在实施了哪些项目
2. What was the last major program your company completed? How long did it take to complete?
3. 最近完成关键项目？花费多长时间来完成
4. Are there any other major programs currently under consideration by your company?
5. 现在贵企业考虑进行哪些其它关键项目？
4. Outline program management personnel and resources available for program implementation.
概要项目管理人员和实施体系可利用资源
Scoring:
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，因为资源限制无法负担项目。PEBU可考虑借一定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，企业资源仅限于引入小型或中型项目，在业务成功授予之前PEBU期望其提供一个具体项目计划其中需包含纠正方法。
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.
企业连续引入中/大型项目。资源可用且可成功确保项目实施。PEBU资源参与将仅限于项目标管理层面。
Comments/Deficiencies:____________________________________________

(Suggested Category Weight ____5______) (Supplier Grade _________)

Supplier/Customer Interface （供给商/用户情况）

Support Questions:
1. Who are your major customers? 关键用户
2. Do your customers measure you? How? 用户怎样评定贵司？
3. Who are your major suppliers? 关键供给商？
4. How do you measure them? 怎样评审供给商
5. Provide examples of current reports and performance measures (e.g., on-time shipments, availability by product).
就现在汇报和实施方法提供部分事例
Scoring:
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.
企业基础限于一次性订单，且和用户和供给商少有接触，质量、运输和其它事宜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.
企业有专员代理代理关键用户，负责处理关键用户质量、运输和用户投诉。如有需要，此代表可支配其资源计划。用户/供给商关系管理在企业中被关键定义，且以一个专业友好方法处理。
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
用户满意度是企业关键运行目标之一，企业有可用系统测量用户同意和供给商表现。企业已经建立程序主动测量用户满意度及供给商表现。
Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________

(Suggested Category Weight ____3______) (Supplier Grade _________)

Pricing（价格）

Support Questions:
1. What percent of sales are international? 海外销售百分比？
2. What are your plans for expanding into international markets?扩充国际市场计划
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?是否愿意和用户共享成本结构
Do you have a formalized program for cost reduction and waste elimination? 是否有正式体系，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用户
Describe deflation/cost savings history over the past few years.在过去部分年内，描述成本节省历史。

Scoring:
1. Company competes primarily in local/regional markets, or supplies a niche product. Little competition in this market.
企业竞争优势关键在当地市场，或仅限于利基产品。在行业市场中基础没有竞争力。
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.
企业关键竞争优势在中国市场，在国外市场中有一定市场份额。由国际市场竞争力，然而现在基础设施无法支持大出口业务。
5. 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.
用户群遍布全球基于其价格优势。价格优势使其能够开发大量国际市场以补充其中国市场。
Comments/Deficiencies:___________________________________________________________________________________________________________________________________________________________________________________________________________________________________

(Suggested Category Weight ____3______) (Supplier Grade _________)

QUALITY质量

Management Responsibility 管理职责

Support Questions:
1. What is the quality policy, how is it communicated to ALL employees?
企业质量政策是什么？怎样通知全体雇员？
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， 工场操作者们有没有自由停止生产？
3. Are all senior management personnel measured on the quality of the product?
是否用产品质量评定全部高级管理人员
4. Are the goals appropriate for the business? Are they tough enough? Is there evidence of a vision?
目标是否和业务相符。 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?
管理团体处理质量问题时包含到哪一层？ 质量经理是否被认为是要处理各处理全部问题。
Scoring:
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，但没有证据证实企业有授权、可见或连贯可度量经营目标
3. Appropriate quality goals in place, but communication and tracking of the goals is not thorough.
适用质量目标可取得，但质量目标传输、跟踪不根本。
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.
又清楚定义有效质量目标并有效传输，且目标别各层职员很好了解。
Comments/Deficiencies:________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

(Suggested Category Weight ____5______) (Supplier Grade _________)
（提议权重：５）；　（供给商等级：_______）
Documentation文件

Support Questions:
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？是否为全体雇员所了解和是否已被高层同意？
2. Are there detailed quality instructions posted at the work stations in the appropriate language?
是否有具体质量指导用适宜语言摆放在工位。
3. What is the process for change control?
更改控制过程是怎样？
How are shop floor drawings controlled and updated? Is there a master listing?
工场图纸控制和更新？有没相关键清单。
Are specifications and control plans documented?
参数和控制计划有没有文件化。
Scoring:
1. Documentation exists, but does not cover all areas and is not complete.
有文件，但文件未能覆盖全部过程，且不完整。
3. Documentation exists for some, but not all areas, or is not complete.
有部分文件但不全方面。
5. All documentation is complete and current, no nonconformity.
全部文件完成，有效，并有效实施。
Comments/Deficiencies:______________________________________________________________________________________________

(Suggested Category Weight ____4______) (Supplier Grade _________)

Quality Planning质量计划

Support Questions:
1. Are all new contracts reviewed prior to acceptance by appropriate personnel to ensure customer requirements are
understood?
是否全部协议在被接收前全部有适宜人员评审过并确定已明白用户要求？
2. Do the reviews address supplier capability to meet customer requirements and resolution of non-capabilities?
评审有没有含相关供给商能力能否满足用户要求？及无能力时终止？
3. Are critical processes identified and quality plans developed to ensure process capability to 6 Sigma requirements?
有没有制订关键过程定义和质量计划来确保过程