GE对供应商资格调查问卷.doc

Rev. 1 8/14/01Business Survey GENERAL BUSINESSOrganization and ManagementSupport Questions:1. Provide updated organization chart for your business including global organizations. Identify who would be designated to GEA account. Will they be fully dedicated or part-time? What is the tenure of the Engineering organization? Who is the ultimate owner of a project with GEA?2. Identify key staff members and responsibilities.3. Outline responsibilities of key staff relative to operation objectives.4. Does supplier have a centralized purchasing organization? No_ Yes_ Explain:_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.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.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.Comments/Deficiencies:_(Category Weight _4_) (Category Score_) = Total Score _Operational GoalsSupport Questions:1 What is your company mission? Rank in priority order your companys key measurements (sales, availability, etc.,2. What are your current year business objectives?3. Compare current year objectives to historical performance.4. Discuss business reinvestment. Give examples of domestic and international reinvestment.5. Discuss your long term business strategy.6. Are there any outstanding legal issues facing your company that could potentially hamper your ability to supply product under quoted circumstances?7. What countries outside the U.S. do you currently conduct business in?8. Does your company have a legal and policies compliance program?9. Do you use or have you ever used child, forced or prison labor in the manufacture of any products?10. Are there any outstanding regulatory or safety complaints still pending?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.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.5. Key measurements are defined in detail and communicated and integrated into work plan of each employee. Progress to goals are updated on regular basis to entire business. Strategic long term growth is an important part of business plan.Comments/Deficiencies:_(Category Weight _5_) (Category Score_) = Total Score _IndustrySupport Questions:1. Describe your major competencies.2. What type of global competition do you have? Who are they?3. Who are major customers and what % of suppliers business do they represent?4. Who are major countries/markets of distribution and what % of business does each represent?5. What are the brand names, market share, and average annual growth rate over the past five years for major products sold in the United States?6. What is the market share for suppliers major channels of distribution?7. What is suppliers major new product and growth initiatives? (Line extensions, new lines/features/technologies)8. What are your plans to capitalize on these growth opportunities?9. What % of your sales is OEM/private label?10. Name OEM customers and length of time served. - Do you dedicate resources to serve these customers?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.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.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.Comments/Deficiencies:_(Category Weight _5_) (Category Score_) = Total Score _Program ExecutionSupport Questions:1. What major programs are currently underway in your facility?2. What was the last major program your company completed? How long from start to finish?3. What is your history for on-time, on-budget programs?4. Are there any other major programs currently under consideration by your company?5. Outline program management personnel and resources available for program implementation.1. Does supplier utilize a New Product Introduction (N.P.I.) process with scheduled technical and product reviews?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.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.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. GEAs resource involvement would be limited primarily to program management interface.Comments/Deficiencies:_(Category Weight _5_) (Category Score_) = Total Score _Customer InterfaceSupport Questions:1. Who are your major customers? Break down sales % by customer.2. How do you service your key customer accounts?3. Do you measure each customer on a separate profit and loss (P&L) statement?4. Do your customers measure you? How?5. How do you measure yourself?6. Give examples of current reports and company performance.7. Do you track the following data internally? a. On-time ships b. Availability by product c. After-market parts availability d. SCR trackingScoring:1. Company works primarily through blanket orders and has minimal contact with customer and supplier base. Quality, delivery and/or other issues are generally reactively handled on case by case basis.3. Company employs a representative who, as the primary customer contact. Personally handles most quality, delivery or customers 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.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.Comments/Deficiencies:_(Category Weight _3_) (Category Score_) = Total Score _Pricing - Also see Productivity in Technology sectionSupport Questions: 1. Are you willing to share your cost structure with your customers?2. What types of productivity or cost savings programs do you engage in?3. Do you pass on cost savings to your customers?4. Describe the size, organizational structure, and role of your purchasing department. 5. What are your primary goals and objectives of your purchasing department and how is it measured? 6. What are the qualifications of the personnel in the purchasing department?7. Describe your deflation/cost savings history during the past few years.8. Supply pricing history on several core models.Scoring:1. The current structure and strategy of the company does not support being a low cost producer.3. Company goals include productivity and cost saving initiatives, but efforts are not fully maximized.5. The company aggressively pursues productivity and costs saving initiatives internally and with their supply base by providing the structure and training to accomplish.Comments/Deficiencies:_(Category Weight _4_) (Category Score_) = Total Score _QUALITYManagement & GoalsSupport Questions:1. What are the Corporate Quality Objectives? How are they communicated to all employees?2. How is Quality Department organized? (See organization chart from General Business Survey) Is Quality department organization well defined/functionally sound? Are there good lines of responsibility among all functions? Who has key contributor expertise and experience?3. What are Quality Goals for the business? Are they documented?Are they challenging? 4. What is Service Call Rate (SCR) goal for products?5. What is the SCR for products shipped to the United States?6. What is the SCR of products shipped within the country where products are manufactured?7. How is SCR determined/calculated?8. Is there a long term strategy to achieve SCR goals?9. Has a 6 sigma philosophy been incorporated into new designs and used for problem solving and to identify opportunities?10. Is there a 6 Sigma movement in the business?11. What level of involvement does the management team have in dealing with quality issues?12. Are quality costs tracked?Scoring:1. Quality organization in place, but there is no evidence of authority, vision, or a strong relationship to business measurements3. Appropriate quality goals in place but the organization is largely inexperienced or not fully staffed. Management is committed but resources are not available for needed upgrades. 5. Well defined goals and measurements in place; field data and quality costs are understood, acted on, and measuredComments/Deficiencies:_(Category Weight _5_ ) ( Category Score _) = Total Score _ Planning & DocumentationSupport Questions:1. Is there a comprehensive Quality Manual? Is latest revision up-to-date?2. Is it accessible to all employees, and approved by upper management?3. Are there detailed quality instructions posted at the work stations in the appropriate language?4. Is this facility ISO Approved? 9001? 9002? 9003? 14000?5. Is this facility approved by another GE business?6. Who reviews contracts prior to acceptance to ensure customer requirements are understood? Evaluate ability of personnel to interpret and communicate in English? Evaluate ability of personnel to communicate to GEA?Cross functionally? Does sales organization interface with Design Engineering?Manufacturing?Quality?7. Are quality plans developed for each product? Who has responsibility?8. Are critical specifications and characteristics identified and control plans developed?9. Are critical processes identified and quality plans developed to 6 sigma process capability?Scoring:1. Quality manual exists but is not complete or primarily covers policies not procedures that can be executed. Minimal quality planning evident.3. Quality manual is well documented but there is little evidence of quality planning in the system and process controls are not covered adequately. 5. Manual is well documented and followed. Quality system includes quality planning, process control, auditing, and reliability testing. Comments/Deficiencies:_(Category Weight _5_) (Category Score _) = Total Score _Change Control/ProceduresSupport Questions:1. What is product specification change procedure? Who is responsible?Is it documented? 2. What is process for change control in factory?3. Who physically changes documents or computer files? Is there a master file?4. How are manufacturing drawings and specifications controlled to the latest revision?5. Who insures drawings and specifications from their suppliers are to the latest revision?6. If Engineering and Sales organizations are located in another city/country, how are changes controlled?Scoring:1. There is no formal change control procedure and factory processes do not sufficiently document3. Change procedures for internal changes and drawings only. Suppliers not controlled.5. Well defined process for handling drawing, process, and material changesComments/Deficiencies:_(Category Weight _5_) (Category Score _) = Total Score _ Process Control & Statistical Process ControlSupport Questions:1. List Major in-process inspections/tests Do process control plans include acceptance criteria?CharacteristicInstrument/Gage (Refer to appropriate Product specific survey)_2. Are process instructions and equipment calibration procedures posted at appropriate locations?3. What is the procedure to adjust process equipment between model changes?4. What is the procedure to adjust test/measurement equipment between model changes?5. Are control plans developed and maintained to monitor process outputs? Sub-assemblies? Finishes? Major fabrication? Primary assembly and test?6. Do the control plans include: Critical-to-quality characteristics? Who is responsible for monitoring? Frequency? What type of measurements? Type gages used? Data recorded? Statistical Process Control (SPC) techniques?6. Have short and long term capability studies been performed?7. Are assignable cause variations investigated and corrected? Who has responsibility?8. Are appearance standards in place? Is lighting adequate for inspection?9. Are station aids used at CTQ and complex operations?Scoring:1. Ineffective process control system with no understanding or use of SPC.3. Adequate process control techniques in place. Operators understand and work to station instructions.5. Extensive evidence of effective use of statistical control of critical processes. SPC charts being utilized.Comments/Deficiencies:_(Category Weight _5_) (Category Score _) = Total Score _MetrologySupport Questions:1. Is there a documented gage calibration program?2. Is inspection, measurement, and test equipment capable of the required accuracy/precision? Measure at increments 1/10 of tolerance minimum? Are gages stored and handled to protect accuracy and fitness for use?3. Are gage R&R (repeatability and reproducibility