质量方针和目标的制定和实施工具-QOS 4DOC.doc

质量方针和目标的制定和实施工具QOSStep 1: Steering committee and Sub-teams formation 组建筹划委员会和各级功能小组Step 2: Steering committee and Sub-teams orientation 决定筹划委员会和各级小组的方向Step 3: Customer expectations 顾客期望Gather customer expectations 顾客期望的收集Prioritize customer expectations 顾客期望的排序Group customer expectations 顾客期望的分组Proceed further for Expectations identified for Improvement and Monitoring 将识别的顾客期望进一步处理以用于改进和监视Step 4: Identify Strategic Imperatives 确定战略使命Step 5:Identiify Control factors (Process Quantifiers) 识别控制因子（过程量测指标）Identify Key processes/factors for every Improvement Expectation 为每一改进期望识别关键过程/因子Identify Process quantifiers for control factors 为控制因子确定过程量测指标Identify the Goals for Process quantifiers 为过程量测指标制定目标Step 6: Data Management 数据管理Identify the linkages between Result and Process quantifiers 识别结果和过程量测指标间的关联Step 7: Action Plan Formation 形成行动计划Champion and his team identifies the actions for making improvements 责任人和他的组员制订改进行动Identify the resources required for implementation 识别活动所需的资源Step 8: Roll out 实施Conduct Review meetings every month for the quantifiers 每个月举行量测指标评审会议福特公司特殊要求I. Planning for Manufacturing Process Capability（生产过程能力的策划）I.1. Quality procedures/QS-9000/QOS（质量程序/QS-9000/QOS） I.2. FMEAs/Control Plans*（FMEAs/控制计划*）I.3. Employee Readiness/Training Review（员工准备/培训评审）I.4. PPAP Review and Run-at-Rate Review（PPAP 审核与节拍生产审核）I.5. Manage the Change（变更管理）II. Demonstration of Manufacturing Process Capability（制造过程能力验证）II.1. Sub-supplier Quality Management *（分承包方的质量管理）II.2. Control of Incoming Quality （进货质量的控制）II.3. Control Plans / Operator Instructions*（控制计划/ 作业指导书）II.4. Process Variability Monitoring*（过程变差监控）II.5. Gage Calibration and Use*（量具校准和使用）II.6. Part Identification/Nonconforming Parts/Packaging/Shipping（零件标识/不合格零件/包装/装运）II.7. Testing/Engineering Specifications（测试/工程规范）II.8. Preventive Maintenance (PM) / Housekeeping*（预防性维护(PM) / 整理）II.9. Manufacturing Flow / Lean Manufacturing Metrics*（制造流程/ 精益生产衡量准则）II.10. Problem Solving/Corrective Actions（解决问题/纠正措施）I. Planning for Manufacturing Process Capability (* denotes focus area)I. 生产过程能力的策划(* 代表重点区域)I. Planning for Manufacturing Process Capability (*denotes focus area)I. 生产过程能力的规划(* 代表重点区)II. I.1. Quality procedures/QS-9000/QOS I.1. 质量程序/QS-9000/QOS I.1. Quality procedures/QS-9000/QOS I.1. 质量过程/QS-9000/QOSI.1.1. Suppliers quality system is third-party certified to the QS-9000 or TS 16949 requirements.I.1.1. 供应商的质量体系被第三方认证为符合QS-9000或TS 16949的要求。 Supplier iso third party certified to QS 9000 or TS 16949.Include the name of the registrar organization and the date of certification and/or re-certification. Iso certification current?o 供应商通过了由第三方执行的QS 9000或TS 16949的认证。包括认证组织的名称和认证及再认证的日期。o 证书是否为现行版本？I.1.2. Suppliers quality system contains processes for all areas of the site assessment.The quality system is updated as needed to drive continual improvements.Suppliers Senior Management Team, including representatives from Manufacturing, Quality, Engineering, and Human Resources perform these reviews.I.1.2. 供应商的质量体系包括现场评估所有方面的过程。质量体 系需不断更新升级。供应商的高级管理层，包括制造，质量，工程，和人力资源的代表需对各方面进行评估。o Supplier reviews, on an annual basis, the internal audit procedures and audits results/reports to ensure that all quality policies, procedures, and work instructions are complete & accurate.Action plans are in place for continuous improvements.o 每年一次供应商审核，要有内部审核程序和审核结果/报告以确保所有的质量方针，程序，和作业指导书完整、精确。要有实现持续进步的行动计划。 Thereo are records of revisions (change control) to procedures, guidelines and work instructions that demonstrate that suppliers quality system is being continuously improved.o 具有有关过程，指导方针和作业指导书修改的记录（变更管理）以证明供应商的质量体系被持续改进。o Suppliers continuous improvement projects utilize quality tools, including what impact these quality tools have on internal and external metrics.o 供应商持续改进项目使用了质量工具，包括这些质量工具对于内部和外部衡量准则的影响。 Supplier can demonstrate that ano effective daily management review process is in place with cross-functional representation reviewing and reacting to daily production metrics.The review process includes meeting minutes and/or an action log.o 供应商能够表明运用了有效的日常管理评审过程，多方论证代表审核日常生产的指标并反应。审核过程包括会议记录和/或行动记录。 Supplier cano identify what quality tools are being used and that trends are being tracked.o 供应商能够识别使用的质量工具并追踪趋势。 I.1.3. Nonconformances identified in prior third-party audits are not repeated.I.1.3. 先前第三方审核中发现的问题不再重复。o Supplier has records of 3 previous audits, including a list of all non-conformities and non-compliances. For all non-conformances, actiono plans are in place.What extraordinary efforts are in place to resolve recurring issues? Supplier links issues and corrective actions to customero satisfactiono 供应商拥有三次先前审核的纪录，包括所有不符合项和未执行的项目清单。o 对所有的不符合项，必须有相应的行动计划。对重复出现问题，做 出了哪些特别的努力？o 供应商将问题和解决计划与满足顾客要求联系起来I.1.4. Supplier holds monthly QOS performance review meetings; suppliers Management Team, including representatives from Manufacturing, Quality, Engineering, and Human Resources, should perform these reviews.供应商进行月度QOS绩效评审会议；供应商的管理团队，包括制造，质量，工程，和人力资源应该实施这些评审 Supplier haso evidence of the monthly QOS meetings, including what metrics are being tracked and managed. o 供应商拥有月度QOS会议的证明，包括所追踪和管理的衡量准则。 Supplier has a strategyo implementation process with defined roles and responsibilities, and on-going actions with timing. o 供应商用有一套战略实施过程，具有明确的岗位和责任，以及 所需活动和时间。o Cross-functional teams have been formed and working meetings are being conducted.o 建立了跨功能的工作组并举行了工作会议。 There is evidence of cross-functionalo team meeting minutes, metrics, and action items for monthly QOS meetings and daily production meetings with senior plant management.o 拥有跨功能工作会议纪录，衡量准则，月度QOS会议行动计划和日常工厂高级管理人员生产会议的具体证明。 Supplier is trackingo trends to drive continuous improvement.o 供应商追踪质量趋势以推动持续改进。o Corporate strategy and objectives are linked to assure continuous improvement of metrics.o 公司的战略和目标相一致以确保衡量准则的持续进步。 I.1.5. QOS reviews include a review of all Ford SIM metrics, key process metrics, and customer satisfaction metrics.I.1.5. QOS审核包括福特所有SIM衡量准则，关键过程衡量准则，和顾客满意度衡量准则的审核 Supplier iso tracking all Ford SIM metrics. Suppliers internal metrics include scrap,o downtime, rework, and premium freight, etc. Supplier tracks warranty ando has an evaluation process to determine what drives improvement in warranty costs and customer satisfaction. o 供应商追踪所有的福特SIM衡量准则。o 供应商内部衡量准则包括废料，停工期，返工，和超额运费等的衡量准则等。o 供应商追踪质保并拥有评估过程以判断哪些是可以促进质量成本和顾客满意度的因素。I.1.6. Plant-identified key QOS in-process metrics include, at a minimum:I.1.6. 工厂具备的关键QOS衡量准则至少包括：- Ppk/Cpk tracking mechanism.- Ppk/Cpk 追踪机制。 Supplier has a methodo of analyzing and managing statistically generated data (SPC charts) on the manufacturing process(es) that produce Ford part(s).o 供应商拥有统计方法，对数据（SPC表格）的方法中生成的福特零件的生产过程进行分析和管理。 Cpk data is used to driveo process enhancements that have an impact on product characteristics (i.e., moving upstream to m