摩托罗拉供应商评估表-motorola-self-ass.doc

此文档收集于网络，如有侵权，请联系网站删除天马行空官方博客：/tmxk_docin ；QQ:1318241189；QQ群：175569632Supplier Self Assessment Guidelines1.0The supplier shall identify a single point of contact to serve as the overall champion responsible for compiling information from each individual section of the capability mapping.2.0The supplier shall identify section champions for each section who will be responsible for ensuring all questions are answered thoroughly and accurately.3.0Each question of the capability mapping must be reviewed and scored prior to returning to Motorola. Strengths/Opportunities/Notes section to be fully utilized to support the score and to provide future action plans3.1Any question, the supplier scores as a “4” should be assumed to be a “best practice” or “best-in-class”.3.2All questions scored as a “4” require following from the supplier3.2.1An explanation that describes the suppliers compliance with the “4” score3.2.2Evidence in the form of documentation, records, charts, etc. are required to support a score of “4” and must be shown prior to the assessment team leaving the supplier facility.4.0The overall supplier champion will collect and review the self-assessment information from each of the suppliers section champions.5.0The overall supplier champion will serve as Motorolas single point of contact for further discussion on any issues raised with the self-assessment response.6.0 The overall supplier champion will be responsible for ensuring that the self-assessment is completed in the time allotted by Motorola. 7.0 A soft copy of the Capability Mapping form is available that can be opened in Microsoft Word. Check boxes can be checked automatically by double clicking. Supporting statements can be typed directly into the text boxes. The completed form must be emailed back to the Motorola team leader in the same format as sent. 此文档仅供学习与交流Supplier Name:Date:1.0Quality System1.1Quality Management0No reviews with management occur2Irregular reviews of quality metrics including field returns with management occur with some coverage of cycle time and on time deliveries4Regular reviews of quality metrics including field returns with management occur with coverage of metrics and actions plans for improvement of cycle time, on time delivery, and internal assessments.Strengths/ Opportunities/ Notes:1.2ISO9001 or ISO9002 or QS90000Has no plans, no accreditation1Working towards approval2Evaluation date confirmed and registrar identified3Approved or meets the requirements of ISO9001/ISO9002/QS9000 and has been accredited for less than 3 years, last external audit available with corrective actions4Approved or meets the requirements of ISO9001/ISO9002/QS9000 and has been accredited for 3 or more years, last external audit available with corrective actions Strengths/ Opportunities/ Notes:1.3Internal Auditing of Quality Procedure System0No internal auditing exists1Auditing occurs, but there is no formal procedure2A formal procedure exists and is deployed3A formal procedure exists, audits are routinely scheduled and deployed, corrective actions taken and results evident4A formal procedure exists, audits are routinely scheduled and deployed, corrective actions taken and results are achieved and reviewed with senior managementStrengths/ Opportunities/ Notes:1.4Management Responsibilities0No documentation exists for Responsibility / Authority1There is an organizational chart outlining Responsibilities, communicated to all employees2There is an organizational chart outlining Responsibilities included in the company quality manual3The responsibilities and authority of all department / functions clearly defined (especially quality function)4The responsibilities and authority of all department / functions clearly defined and mapped (i.e. a Responsibilities, Authority, and Informed Matrix; RAI)Strengths/ Opportunities/ Notes:1.5Quality System Software Tools0No quality system software in use2Quality system software which records defect traceability and trends, is in use for some areas & data is available for review within 24 hours4Quality system software which contains defect traceability and trends, is in use for all areas & is available on-line real-timeStrengths/ Opportunities/ Notes:1.6Product and Production document control0No evidence of document control2Formal, controlled, documentation exists, non-conformances were observed4Formal, controlled documentation exists, NO non-conformances were observedStrengths/ Opportunities/ Notes:1.7 Customer Field Return Rate0Does not measure2Measures return rate and has established improvement goals4Measures return rate, has established improvement goals, and improvement plans with demonstrated resultsStrengths/ Opportunities/ Notes:1.8Failure Analysis Capability (Root Cause Material Analysis)0None2Contracted out4In-house facility or has the knowledge and skills to interpret any subcontracted FAStrengths/ Opportunities/ Notes:1.9Benchmarking Improvement Results0Does not have evidence of benchmarking2Proactively participates in benchmarking industry best practices4Proactively participates in benchmarking industry best practices and has records on file by production area/technology of industry best practicesStrengths/ Opportunities/ Notes:2.0Business Systems2.1Business Disaster Recovery Plan0No plan exists2A plan has been fully developed and there are plans to implement4A plan has been fully addressed and is prepared for a catastrophe in all factories where customers products/data are made/stored which includes offsite software back up storageStrengths/ Opportunities/ Notes:2.2Capacity Planning0No planning process exists2Infrequent use of Capacity Planning process to forecast capital expenditures, few records exist4Capacity Planning process occurs regularly to forecast capital expenditures, records on fileStrengths/ Opportunities/ Notes:2.3Environmental Control Program0No program exists2A limited environmental program exists and is documented and at a minimum there is evidence that the supplier is compliant to local and federal regulations4ISO 14001 certified, a documented comprehensive business strategy exists which drives the organization to adhere to all local and federal standards, with evidence that environmental impact audits are conducted and acted upon (examples include Lead Free, Halogen free, recycling, waste elimination, showing plans and time scales)Strengths/ Opportunities/ Notes:2.4Internal Information Technology Systems Support0No full time staff dedicated to systems2Information Systems support is outsourced4Full time dedicated IT staff which supports all internal business, quality, and production control systemsStrengths/ Opportunities/ Notes:2.5Motorola Schedule Sharing 0No use of Schedule Sharing2Downloads weekly are used for production scheduling, if a new supplier, able and willing to receive internet based scheduling information. 4Downloads weekly are used for production scheduling and part commitments are returned to customerStrengths/ Opportunities/ Notes:2.6Percent of Suppliers Assessed Facility Revenue is from Motorola 0Greater than 40%2Between 20% and 40%4Less than 20%Strengths/ Opportunities/ Notes:2.7Housekeeping and Safety0No active housekeeping and safety programs exist2Active housekeeping and safety programs exist including audits, schedules, documentation, and reporting to goal4Aggressive housekeeping and safety goals and metrics are in place and are reviewed regularly with senior management and improvement plans are documentedStrengths/ Opportunities/ Notes:2.8Return Material Authorization Numbers (RMA) Cycle Time0RMA or equivalent numbers are assigned greater than 24 hours after request from customer2RMA or equivalent numbers are assigned in less than 24 hours after request from customer4RMA or equivalent numbers are assigned upon demandStrengths/ Opportunities/ Notes:2.9Dedicated Global Motorola Account Manager0None, no plans: fragmented to local sales office2Motorola Account manager with direct sales responsibility4Dedicated Global Motorola Account ManagerStrengths/ Opportunities/ Notes:3.0Design Technology3.1Early Supplier Involvement Process0ESI records are not evident2Implementation of an ESI process is defined, limited experience, some records exist 4Normal business practice, a process is defined and the supplier has records demonstrating regular, successful application of ESI, customer cost savings is trackedStrengths/ Opportunities/ Notes:3.2Electronic Data Transfer and Design Software System (Computer Aided Design - CAD)0No electronic data transfer possible2Electronic data transfer and design software is adequate (may have to convert files)4Electronic data transfer and design software is compatible or exceeds Customer requirements, utilizing the latest improvements in design modeling technologyStrengths/ Opportunities/ Notes:3.3Calibration of Design Lab Test Equipment to Applicable Standards0Equipment is not in calibration2A calibration procedure with schedule, inventory, and recall systems exists, no deficiencies found4Calibration intervals are determined through analysis and all calibration occurs in a temperature and humidity controlled environmentStrengths/ Opportunities/ Notes:3.4Prototype Fabrication Capability0All prototype requirements are outsourced2Capable of some prototyping in house4Capable of prototype design and fabrication in-houseStrengths/ Opportunities/ Notes:3.5Design Evaluation Tools0No tool use evident2Design process utilizes basic design and evaluation tools (for example Accelerated Life Testing, Failure Mode Effects Analysis, thermal shock, mechanical shock, vibration, corrosive atmospheres)4Design process utilizes advanced tools for product reliability & design robustness (for example, Highly Accelerated Life Testing, Highly Accelerated Stress Screening, Advanced Finite Element Analysis)Strengths/ Opportunities/ Notes:3.6In-house Tooling Capability0All tooling requirements are outsourced2Capable of tooling repair and maintenance in-house4Capable of tooling design, fabrication, repair, and maintenance in-houseStrengths/ Opportunities/ Notes:3.7Product Qualification/Certification Process0Has no procedure and/or process2Has a documented process with procedures, some records exist4Has a documented process with procedures, records exist for all new productsStrengths/ Opportunities/ Notes:3.8 New Product Introduction (NPI) - Internal Design Reviews and Project Management0Supplier has no NPI process 2A Project Manager leads all new product development design reviews at project initiation and at each prototype stage, tracks schedule, development cost and delivery 4Project Manager regularly reports project status to customers and senior management Strengths/ Opportunities/ Notes:3.9New Product Introduction (NPI) - Development Engineering to Manufacturing Hand Over Process0Supplier has no documented process2Documented internal design reviews occur with required participation of Engineering, Manufacturing and Quality Assurance4Clearly defined responsibilities exist in project documentation for process characterization, work instruction development, cycle time/capacity planning, Advanced Quality Planning, and a Quality Control Plan, Manufacturing and Quality Assurance are required signatures in order for project to go into production Strengths/ Opportunities/ Notes:3.10Product Reliability Improvement Program0No program(s) in place2Some reliability testing occurs4Has documented programs being conducted which are used to predict product improvement/reliability, records existStrengths/ Opportunities/ Notes:3.11Design Process Avoids Hazardous and Environmentally Sensitive Materials0No consideration2Full consideration for disposal and traceability of hazardous materials4No hazardous materials used in design processStrengths/ Opportunities/ Notes:4.0Production Technology4.1Equipment Condition0Equipment adds to cost, cycle time, or limits production flexibility2Equipment in good working condition, some equipment is latest technology for the commodity4All equipment is state of the art for the commodityStrengths/ Opportunities/ Notes:4.2Capable Equipment for Production0Equipment is not capable of producing product to the technology needed2Most equipment is capable of producing product to the technology needed4All equipment is capable of producing product to the technology needed and is best-in-classStrengths/ Opportunities/ Notes:4.3Software Control (Computer Aided Manufacturing/Computer Integrated Manufacturing)0Not evident2Production machinery is computer controlled4Production machinery is networked to production MRP system and reports production quantities and defects on lineStrengths/ Opportunities/ Notes:4.4Defect Identification and Handling0Parts are inspected by the on-line operator, or by a dedicated inspector, defects separated from good material by hand2Some parts are inspected for critical parameters by the production machinery and can be automatically rejected and separated from good material4All parts are inspected by the production machinery for critical parameters and can be automatically rejected and separated from good materialStrengths/ Opportunities/ Notes:4.5Emerging Production Technologies Roadmap0Not involved in emerging technologies2Acting upon a roadmap to incorporate new production technology, including timelines and funding4Acting upon a roadmap, which is aligned with Customers future needsStrengths/ Opportunities/ Notes:5.0Process Management5.1Work Instructions0No work instructions exist, or work instructions are inadequate or do not match customer specifications2Work stations/work cells are defined, illustrated work instructions exist but are not thoroughly documented4All processes have defined work stations/work cells; illustrated work instructions exist, are followed, and match the latest issue of the customers specificationStrengths/ Opportunities/ Notes:5.2Process Set-Up Checklists0No process checklists in use2Process checklists implemented on most processes (50%)4Process checklists implemented on all processes and are documented with current proceduresStrengths/ Opportunities/ Notes:5.3Statistical Process Controls Implemented0No SPC in use2Some SPC in place4SPC in place for critical processes and adjustments to the process are made based on the SPC dataStrengths/ Opportunities/ Notes:5.4Measurement System Analysis (Gauge Repeatability & Reproducibility Studies - G R & R)0No Measurement System Analysis completed2Some Measurement System Analysis for critical processes have taken place (G R & R above 30%, action plans exist for improvement)4All Measurement Systems for critical processes are below 10% G R & R Strengths/ Opportunities/ Notes:5.5Process Characterization & Advanced Quality Planning (AQP)0No processes have been characterized / assessed2Many processes have been characterized / assessed (50%), (for those processes with Cpks1.5 for all critical processes), with evidence of an AQP checklist containing:- Timing Plans, Process Flow Maps, Process Failure Mode and Effects Analysis (P-FMEA), Measurement Systems Analysis (MSA) such as Gauge Repeatability and Reproducibility studies, Quality Control Plans, Capability Studies, ongoing Statistical Process Control (SPC)Strengths/ Opportunities/ Notes:- The Number of Processes =- The Number of Processes characterized=- The Number of Processes with Cpk 1 .5=- The Number under Variation Control =5.6Production Related Preventive Maintenance Actions0PM procedures do not exist2PM procedures and schedules exist, records are available4Evidence of proof, mean time to assist, is used to determine the correct PM intervals, no non-conformances foundStrengths/ Opportunities/ Notes:5.7Product/Process Change Control (Due to Engineering/Process Change)0Change product/process not controlled2Change product/process controls exist for all manufacturing areas, are followed, records exist, and customers are informed of change4Proactively informs customer prior for change and seeks confirmation and written approval before change is madeStrengths/ Opportunities/ Notes:5.8Calibration of Factory Test Equipment to Applicable Standards0Equipment is not in calibration2A calibration procedure with schedule, inventory, and recall systems exists, no deficiencies found4Calibration intervals are determined through analysis; and where required by manufacturer, all calibration occurs in a temp