摩托罗拉今年对供应商的评估标准CTE-Quality-Assessment.doc

天马行空官方博客：/tmxk_docin ；QQ:1318241189MOTOROLAPCS CTE SUPPLIER QUALITY ASSESSMENTMOTOROLA PCSCTE SUPPLIER QUALITY ASSESSMENT A requirement for Supplied Material Quality is a comprehensive supplier quality audit. The CTE SUPPLIER QUALITY ASSESSMENT represents one of the many ways that Motorola can assess its Suppliers.The purpose of this Process is not to replace other more comprehensive audits such as an ISO 9000 / QS-9000. It is intended to provide a specific fundamental review of Motorola PCS Supplier capabilities. The results of the audit will provide consistent supplier information to PCS Sourcing, Quality and Engineering functions.PCS CTE SUPPLIER QUALITY ASSESSMENTAll questions will be audited, even though some questions may appear to apply to a different facility. For example, CTE may be reviewing a site that is manufacturing only, so questions like “the use of design tools” may not directly apply. It is the responsibility of the supplier to collect the data from the appropriate site to be able to show how their company uses these tools and how these tools effect their operations._Supplier NameAudit No. Date_DivisionSupplier Personnel Contacted_PlantName Title_AddressName Title_City, State, ZipName Title_PhoneName TitleSupplier acknowledgment signature_PCS CTE SUPPLIER QUALITY ASSESSMENTNUMERICAL RATINGRatingSCORE 1This element is not included in the suppliers Quality Process.SCORE 2This element is included in the suppliers Quality Process butboth planning and execution require substantial improvement.SCORE 3This element is included in the suppliers Quality Process andplanning is adequate. However, execution requires improvement.This element is included in the suppliers Quality Process andis generally well-executed. However, the level of planning is inadequate and this element requires additional development.SCORE 4This element is included in the suppliers Quality Process.Planning and execution are adequate for PCS requirements.This element is included in the suppliers Quality Process. Planning and execution are extremely thorough and surpassPCS requirements.SCORE 5This element is included in the suppliers Quality Process.The supplier has innovated in this area and currentlyrecommendations cannot be made to improve this partof the suppliers Quality Process.PCS CTE SUPPLIER QUALITY ASSESSMENTDATE:SUPPLIER NAME: EVALUATOR:SSSSSCCCCCOOOOORRRRREEEEE12345 1. Quality Function & Responsibilities2. Internal Audits 3. Training (Problem Solving/ Statistical)4. New Product Introduction5. Capability/Qualification of New Products6. Computer Simulation & Design Tools7. Corrective and Preventative Action8. Supplier Certification Program9. Product & Process Review10. Incoming Inspection 11. Out of Control Actions12. Final Inspection 13, Work Instructions 14. Process Characterizations & Quality Checks15. Statistical Methods / Data on Box X Dimensions16. Control & Disposition of Non-conforming Material17. Process Change Notification18. Quality Data & Communication19. Use of Field Data20. Benchmarking21. Problem Solving Techniques22. Calibration & Preventive Maintenance System23. Receipt, Handling, Storage & Packaging24. R & R Studies25. Housekeeping TOTAL POINTS = SCORE = (TOTAL POINTS) / 125 =1 Is there a Quality function or well defined organization which provides customer advocate guidance to the total organization, and is this position fully supported by management? Is the organizations quality documented system properly maintained and implemented?Considerations:a. The organizations management with executive responsibility has appointed a management member from his/her organization with responsibility for implementation and maintenance of the quality system. Quality Management reports at the appropriate level within the organization to assure an effective quality system. The Quality System implementation and management includes all areas of ISO 9001:1994.b. The Quality function performs final product acceptance audits and tracks internal defects as well as field hardware, software and service defects.c. The organization has a documented new product release procedure with an escalation process and appropriate signature authority to stop the release if the product/service is not deemed ready for release.d. A clear method exists for customers to communicate quickly with this group about quality issues. Example: 800 Hotline or other procedures.e. Senior managers of the organization are advocates of quality improvement, e.g. Six Sigma process, Total Customer Satisfaction, 10X Cycle Time Reduction, and 5 Nines initiative as appropriate, and are supportive of the Quality function in its role to resolve internal defects and customer issues. The management supports the culture that quality is each individuals overriding responsibility.Performance Level for Element 1SCORE 1:Supplier has not achieved ISO9000 certification. SCORE 2:The supplier has obtained ISO9000 certification within the last year. Continuous improvement activities have not been initiated. SCORE 3:Supplier has had ISO9000 certification for over one year. Supplier is implementing some continuous improvement activities. Final product audits are performed but actions are not always prompt. SCORE 4:The role of the Quality function is clearly defined and well supported. Results of final product audits by the Quality function are reported frequently and acted upon promptly. Procedures exist which provide for an escalation process to delay a product not deemed ready for release. Quality function clearly serves in the customer advocacy role. Management is personally involved in the customer satisfaction process.SCORE 5:The role of the Quality function is well recognized and supported by all levels of management. The Quality function takes a leadership role in promoting the Six Sigma process, total customer satisfaction, and cycle time improvement.The organization works directly with customers not only in resolving issues, but also in understanding customers businesses/needs well enough to anticipate their requirements. Senior Management of the organization champions the entire organization in quality improvements on behalf of the organizations customers2 Does an internal assessment program exist as part of the quality system review process and doesManagement regularly report on the results?Considerations:a. The organization can show evidence that a documented internal assessment program exists for the quality system. Schedules are established for assessment of all areas of the quality systems.b. The assessment frequency is sufficient to enable management to know that a business unit is in control.c. Assessors are independent and have received sufficient training.d. Assessment procedures are reviewed on a periodic basis to ensure they are effective.e. Records and schedule pertaining to the internal assessment program are quality records and should be collected , retained and dispositioned per quality record procedures. Performance Level for Element 2SCORE 1: No evidence of an internal assessment program exists. SCORE 2: A few areas of the business are being assessed and an informal internal assessment procedure exists. Some corrective action is taking place based on the results of the assessments. Management is becoming aware of the need for an internal assessment program. SCORE 3: Management has established a document procedure for conducting internal assessments in some major areas of the business. Corrective actions based on the results of the assessment of the assessments are being instituted. Management is reviewing the results of the internal assessments and is assigning resources for corrective action. Close rates of corrective action items and on-time percentages to schedule or similar metrics are being tracked and show improvement. Assessors are being trained and the assessments are being scheduled from master schedule. SCORE 4: Some of Management is becoming proactive in providing resources to expand the internal assessment process to most key areas. Assessment results and root-cause analysis are part of a closed- loop corrective action process. Metrics utilized to track the internal assessment program are showing positive measurable results. Records and schedules pertaining to the internal assessment program are quality records and should be collected, retained and dispositioned per quality record procedures. SCORE 5: The internal assessment program is deployed in all major areas of the business and has become a routine part of the business unit review process. There is evidence that substantially all corrective actions are closed. Resources require per assessment are being reduced as a result of effective proactive self-assessments. The metrics tracked are showing positive sustained results. 3Is managements support of ongoing training (including problem solving, statistical technique, and quality training) sufficient and is it documented by an organizational training plan? Are employees adequately trained in statistical analysis, prevention, and problem solving methods in relation to the needs of the organization?Considerations:a. The organization has documented training plans for all employees, including management, new hire sand internally transferred personnel.b. Training plans are written around business/quality objectives, they are reviewed regularly and updated as required.c. Training plans are reviewed to ensure that employees are trained in mapping and other tools necessary for process improvement.d. Training effectiveness is measured by management.e. There is a specified, documented, and ongoing training program that includes a variety of tools and techniques, such as check lists, histograms, Pareto diagrams, cause and effect diagrams, scatter diagrams and control charts (SPC), stratified sampling, design of experiments (DOE), advanced problem solving techniques, team oriented problem solving, Taguchi methods/robust design concepts, design for manufacturability, process mapping, identification of critical characteristics, operational definitions, identification of responses/measurements/metrics, critical thinking skills, and 8D.Performance Level for Element 3SCORE 1: No training plan exists. There is no management support for developing one. SCORE 2: Some training is performed as time and budget allows. There is no documented training plan. Some managers recognize the need for business/quality training. A formal training system exists within the organization. Training tends to be limited primarily to manufacturing related skills. Training for new hires and transfers exist in some areas of the business. There is general awareness of the need for quality and process improvement training by management.SCORE 3: Most major areas of the organization have a sound training program in statistical analysis and problem solving techniques. Annual training plans for the whole organization are required by management. Most employees receive some job related and process improvement training. Training plans generally tie to business and quality objectives. The training plan is fully documented and includes all new hires, transfers and managers.SCORE 4: There is a well designed quality training roadmap/program with strong ties to the organizations business plan. A training program with a full curriculum and complete training records is implemented across all areas of the organization. All employees have received comprehensive training that recognizes individual needs and development. Training plans and progress are reviewed regularly by all levels of management. Measures have been established to evaluate training effectiveness in support of strategic plans. All appropriate employees have received process improvement training.SCORE 5: Training at all levels is driven by strategic objectives and individual development needs and is aligned with customer satisfaction requirements and expectations. Training effectiveness measures clearly demonstrate a positive impact of training in accomplishing business and customer satisfaction results.4 Do new product/process/technology/service development policies and procedures exist and do they result in clearly defined project plans with appropriate metrics and approvals?Considerations:a. Policies and procedures exist which define minimum requirements appropriate resources and expectations for the development, introduction and manufacturing of new products, new/changed significant processes, technologies and services. These policies and procedures also define responsibility for implementation.b. Qualified personnel who are adequately resourced are assigned to each project.c. Existing policies and procedures assure that new products, technologies and services meet established performance goals, including cycle time goals and measurements, prior to introduction.d. Policies and procedures require appropriate management visibility and approvals prior to committing new products, new/changed significant processes, technologies and services to production.e.The organization complies with all provisions of their new product, new/changed significant processes, technology and service policies and procedures.Performance Level for Element 4SCORE 1: No policies or procedures exist for new product, process, technology or service development. SCORE 2: A few informal procedures exist but documentation is incomplete and compliance is inconsistent. Some areas of the business are beginning to recognize the need for a more disciplined approach. Some policies and procedures exist and are being followed by some major areas of the business, however, some of these policies lack the requirements for appropriate measurables. Management visibility and approval is inconsistent. There are a few examples of well planned and successful new product, process, technology or service development projects with defined responsibility for implementation with qualified personnel.SCORE 3:Sound policies and procedures have been defined and documented by key parts of the organization. These existing policies require clear and complete project plans to be documented with appropriate measurables and responsibility for implementation defined. The policies and procedures require that qualified personnel that are adequately resourced be assigned to the projects. Management approvals are a requirement of the policies in place. Most major areas of the business comply with existing policies and procedures.SCORE 4: Well designed policies and procedures exist for all appropriate areas of the business. These documents require that complete project plans and milestones be documented for all new product, process, technology and service development projects. They also require the development of Failure Mode Effects Analyses (FMEAs) for all new products, new/changed significant processes, as well as clearly defined minimum performance expectations. Appropriate management approvals are built into the process. There is evidence that all new products, process, technology and service projects are compliant to the organizations documented policies and procedure. Management is supportive and proactive in assuring full compliance to the documented requirements.SCORE 5: Policies and procedures are very well defined and documented and they incorporate specific requirements of customers. Compliance to these procedures has been well integrated into the design and development community culture. The success rate and customer satisfaction level of new products, processes, technologies and services clearly provides the organization a competitive edge. Management is convinced that a consistent disciplined approach to the development and introduction process is key to reduced overall cycle time and success rate of new product, significant process, and service development.5 Is the capability of each operation, which controls critical-to-function characteristics for new products, fully qualified?Considerations:a. Cps and Cpks, or error rates of critical pro