00195-MS Quality System and Process (QSP) Audit Template (for SMA Audit).xls

quality system and process (qsp) audit template (for sma audit) revision: a date: february 16, 2005 1.0 management responsibility -qe 1 (needs improvement high) 2 (needs improvement medium) 3 (needs improvement low) 4 (meets ms requirements) 5 (exceeds ms requirements) 1.1 quality objectives/metrics are not appropriately or clearly identified. some quality objectives and metrics in place and identified. not all quality objectives/metrics are well derived from product quality and customer needs (fill rate, service support, and cost competency) most quality objectives and metrics in place and identified. most or all are derived from product quality and customer needs (fill rate, service support, and cost competency) the companys quality objectives/metrics are appropriately identified and well derived from product quality and customer needs (fill rate, service support, and cost competency) fully relevant quality objectives and metrics are best-in-class. an extensive and effective system exists to link current customer needs with continuously improved measurements. quality objectives remarks: put audited evidence and traceable info here 1.2no effective target process in place some targets in place. targets/goals measurement system not fully implemented target system implementation in progress. use of some statistical tools is evident, but not sufficiently visible in the workplace all quality targets and results are tracked, make use of appropriate statistical tools, charts and diagrams and are sufficiently visible in the workplace use and visibility of statistical tools to compare results to targets are best-in-class. innovative techniques enhance the display and effectiveness of target and result information quality performance tracking remarks: put audited evidence and traceable info here 1.3 no evidence of a regularly scheduled management review of performance metric results, effectiveness or suitability management reviews performance metrics on an ad hoc basis. no evidence of a scheduled suitability/effectiveness review management reviews performance metrics on a scheduled basis. from time to time management reviews the effectiveness and suitability of quality metrics management reviews the performance of all quality metrics (results vs. targets.) metric effectiveness and suitability are appropriately reviewed at defined intervals and improved as needed management review of metric effectiveness and suitability is best- in-class. management goes beyond scheduled reviews and proactively improves metric effectiveness based on results and changing conditions management review remarks: put audited evidence and traceable info here 1.4 no evidence of a consistent management reaction when performance or products fall below targets management occasionally reacts to non-performance or product issues, no consistent process evident a documented process is in place to enable management to react to key non-performance and product issues. the process is not always followed management consistently and appropriately reacts to key non- performance and product issues, when targets are not met the process that enables management to consistently and appropriately react to key non- performance and product issues when targets are not met is best-in- class. management proactively seeks new and better metric methods target shortfall reaction remarks: put audited evidence and traceable info here 1.5 no evidence that management reviews or adjusts quality metrics metrics adjusted as needed based on events, or, some metric targets are lowered based on results a documented process is in place to review key supplier performance and product metrics. the process is inconsistently followed management regularly reviews and adjusts quality metrics upward at defined intervals the metrics review and adjustment process is best-in-class. management proactively seeks innovative methods to use metrics to improve overall quality metric review and improvement remarks: put audited evidence and traceable info here section total points reference audit summary for additional scoring statistics to update the table score field, highlight table and press function 9 (f9) 2.0 production planning and material control (ppmc)-生生管管與與資資材材 1 (needs improvement high) 2 (needs improvement medium) 3 (needs improvement low) 4 (meets ms requirements) 5 (exceeds ms requirements) 2.1 no evidence of an effective system to maintain product specifications to support accurate purchasing activities some product specifications are maintained, but there is little evidence that they are used to support purchasing activities key product specifications are maintained and used to support purchasing activities. some flaws in the system exist an effective system is in place to maintain customers product specifications (e.g. bom, ecn) to support accurate purchasing activities a best-in class system to maintain customers product specifications to support accurate purchasing activities is in place that is human error free product specifications remarks: put audited evidence and traceable info here 2.2 no evidence of a system to support on-time material delivery the supplier has begun to establish, but has not yet fully implemented, a system to support 100% on-time material delivery to meet customer production requirements the supplier has established and implemented a system to support 100% on-time material delivery to meet customer production requirements, however, the system is not fully effective the supplier has established and implemented a system to support 100% on-time material delivery to meet customer production requirements the supplier has established and implemented a best-in class system to support 100% on-time material delivery to meet customer production requirements and has added innovations to exceed customer requirements customer production requirements remarks: put audited evidence and traceable info here 2.3 delivery performance may or may not be 100% on-time, but there is no evidence of a corrective/preventive action plan in place to drive performance compliance in the future delivery performance may or may not be 100% on-time, and there is a corrective action system in place to drive continued performance compliance, but no evidence of a preventive action system in place delivery performance may or may not be 100% on-time, and there is a corrective preventive action system in place, but it is not always effective in driving continued performance compliance delivery performance approaches 100% on-time and there is an effective corrective preventive action system in place to drive continued performance compliance delivery performance is 100% on- time, and there is an innovative best-in-class corrective preventive action system in place to drive continued performance compliance on-time performance remarks: put audited evidence and traceable info here 2.4 no evidence of a formal and effective production capacity planning system production capacity planning is ad hoc and not effective in supporting on-time material delivery to meet customer production requirements production capacity planning is systematic and usually effective in supporting on-time material delivery to meet customer production requirements based on their customers build plan the supplier has established and implemented an effective production capacity planning system to support on-time material delivery to meet customer production requirements based on their customers build plan the supplier has established and implemented production capacity planning system that delivers 100% product delivery based on their customers build plan. the suppliers system is best-in-class and is continuously improved production capacity planning remarks: put audited evidence and traceable info here section total points reference audit summary for additional scoring statistics to update the table score field, highlight table and press function 9 (f9) 3.0 npi management - product validation (dfmea, cp, bom, drawing, fai)-mqc 1 (needs improvement high) 2 (needs improvement medium) 3 (needs improvement low) 4 (meets ms requirements) 5 (exceeds ms requirements) 3.1 no evidence of an effective incoming document control system some but not all incoming documents are controlled by the suppliers documentation control system. effective coordination and distribution of documents is not fully implemented all incoming documents are controlled and coordinated by the suppliers documentation control system, but the system is not fully effective the supplier has an effective system in place to coordinate all documents incoming from microsoft, through an internal document control system that ensures proper distribution of new and revised documents (e.g. a documented distribution and roles/responsibilities matrix) the supplier has in place a best-in- class system to coordinate all documents incoming from microsoft, through an innovative internal document control system that ensures automated proper distribution of new and real time revised documents incoming document control remarks: 1.5 no evidence that management reviews or adjusts quality metrics metrics adjusted as needed based on events, or, some metric targets are lowered based on results a documented process is in place to review key supplier performance and product metrics. the process is inconsistently followed management regularly reviews and adjusts quality metrics upward at defined intervals the metrics review and adjustment process is best-in-class. management proactively seeks innovative methods to use metrics to improve overall quality put audited evidence and traceable info here 3.2 no evidence of a sub-tier supplier document control system some but not all sub-tier supplier documents are controlled by the suppliers documentation control system. effective coordination and distribution of documents are not fully implemented new and revised sub-tier supplier documents are controlled and coordinated by the suppliers documentation control system, but the system is not fully effective new and revised documents are properly distributed to and controlled for all sub-tier suppliers the supplier has an innovative and best-in-class system to ensure proper distribution and control of new and revised documents to sub- tier suppliers. the system is continuously improved based on customer and sub-tier feedback sub-tier document control remarks: put audited evidence and traceable info here 3.3 no evidence of a photo audit process in place a photo audit process is conducted to detect and correct configuration problems and to contain issues on some new products prior to production (per ms ho1293 requirements). problems recur a photo audit process is conducted to detect and correct configuration problems and to contain issues on all new products prior to production (per ms ho1293 requirements). root causes of problems are analyzed and action is taken to prevent recurrence, but problems occasionally recur a photo audit process is conducted to detect and correct configuration problems and to contain issues on new products prior to production (per ms ho1293 requirements). root causes of problems are analyzed and effective action is taken to prevent recurrence the supplier has a best-in-class proceeds photo audit process to detect and correct configuration problems and to contain issues on new products prior to production (per ms ho1293 requirements). problems and issues do not recur. photo audit process (tier 1 suppliers only) remarks: put audited evidence and traceable info here section total points reference audit summary for additional scoring statistics to update the table score field, highlight table and press function 9 (f9) 4.0 engineering/process change management (ecn/pcn)-生生技技課課 1 (needs improvement high) 2 (needs improvement medium) 3 (needs improvement low) 4 (meets ms requirements) 5 (exceeds ms requirements) 4.1 no evidence of any engineering change request (ecr) process or system in place a process to obtain microsoft approval for changes to parts drawings, assembly drawings and boms exists, but an engineering change request (ecr) system is not fully implemented or effective a documented engineering change request (ecr) system is in place to obtain microsoft approval for changes to parts drawings, assembly drawings and boms, but the system is not fully and consistently executed. an effective engineering change request (ecr) system is in place to obtain microsoft approval for changes to parts drawings, assembly drawings and boms. the system is consistently executed per specified requirements. the supplier has an innovative, best-in-class engineering change request (ecr) system in place to obtain microsoft approval for changes to parts drawings, assembly drawings and boms. the process is proactively and continuously improved ecr system remarks: put audited evidence and traceable info here 4.2 no evidence of ecn and pcn processes or systems in place to ensure accurate and timely implementation of product, configuration and process changes ecn and pcn processes are being developed, but are not fully implemented or effective to ensure accurate and timely implementation of product, configuration and process changes an ecn and pcn system is in place, but it is not yet fully effective to ensure accurate and timely implementation of product, configuration and process changes an effective ecn and pcn system is in place to ensure accurate and timely implementation of product, configuration and process changes the supplier has an innovative, best-in-class ecn and pcn system in place to ensure accurate and timely implementation of product, configuration and process changes. the process is proactively and continuously improved ecn and pcn systems remarks: put audited evidence and traceable info here 4.3 no evidence that the supplier manages a closed loop sub-tier ecn process to ensure accurate and timely material configuration change prior to material delivery sub-tier change management processes are being developed, but are not fully implemented, close- looped, or effective to ensure accurate and timely material configuration changes sub-tier change management processes are implemented but not close-looped or effective for each ecn to ensure accurate and timely material configuration changes the supplier properly manages a closed loop sub-tier ecn process to ensure accurate and timely material configuration change prior to material delivery the supplier properly manages a proactive best-in-class, closed loop sub-tier ecn process to ensure accurate and timely material configuration change prior to material delivery sub-tier change control remarks: put audited evidence and traceable info here 3.1 no evidence of an effective incoming document control system some but not all incoming documents are controlled by the suppliers documentation control system. effective coordination and distribution of documents is not fully implemented all incoming documents are controlled and coordinated by the suppliers documentation control system, but the system is not fully effective the supplier has an effective system in place to coordinate all documents incoming from microsoft, through an internal document control system that ensures proper distribution of new and revised documents (e.g. a documented distribution and roles/responsibilities matrix) the supplier has in place a best-in- class system to coordinate all documents incoming from microsoft, through an innovative internal document control system that ensures automated proper distribution of new and real time revised documents 4.4 no evidence of an effective process to document and maintain full of ec (pc) information and traceability ec (pc) information processes are being developed, but are not fully implemented or effective to ensure traceability ec (pc) information processes are implemented but not yet fully effective to ensure traceability ec (pc) information is properly documented and maintained to ensure traceability the suppliers best-in-class process is used to document and maintain full ec (pc) information and to ensure traceability. an advanced system is in place to retrieve and report all tracking information ec (pc) traceability remarks: put audited evidence and traceable info here 4.5 no evidence that supplier has a clear definition of the ecn/pcn authorization and approval process a clear definition of the ecn/pcn authorization and approval process is being developed, but it is not yet implemented a clear definition of the ecn/pcn authorization and approval process exists. the process is not always followed a clear definition of the ecn/pcn authorization and approval process exists. the process is always followed the supplier has a best-in-class definition of the ecn/pcn authorization and approval process. the process is always followed, and is proactively improved based on feedback ecn approval remarks: put audited evidence and traceable info here 4.6 no evidence of a process to report ec status to microsoft or to highlight risks that might impact product shipment ec status is reported to microsoft on an irregular basis and may or may not highlight risks that might impact product shipment ec status is reported to microsoft on a scheduled basis, but does not always highlight risks that might impact product shipment ec status is reported to microsoft on a scheduled basis and highlights risks that might impact product shipment the supplier has a best-in-class system to report ec status to microsoft on a scheduled basis and an innovative method to alert microsoft well in advance to risks that might impact product shipment ec and risk reporting remarks: put audited evidence and traceable info here section total points reference audit summary for additional scoring statistics to update the table score field, highlight tab