GE_供应商体系审核标准.doc

Document No. 4.6.2.1. 0.0Rev. 14 119/1514/01 GENERAL BUSINESS（总体营运）Organization and Management (组织与管理)Support Questions:1. Provide updated organization chart for your business 提供贵司的最新组织流程图2. Identify key staff members and responsibilities 确定关键成员和职责3. Outline responsibilities of key staff relative to operation objectives 概括关键成员的职责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.有限的组织架构，关键人员未能清晰定义。企业在关键员工、场地、设备资金方面将不能充分支持一个新项目的启动。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. 企业组织架构能支持现有业务范围，角色清晰定义，关键人员有能力引领企业现有经营目标，企业有扩展空间，但需要扩充人员及设备能力。 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. 组织现有员工架构能满足业务增长，角色清晰定义且企业高层有能力成功引领企业成长，企业有能力及意愿促进企业发展。Comments/Deficiencies:_(Suggested Category Weight _4_) (Supplier Grade _)Operational Goals （营运目标）Support Questions:1. What is your company mission? Key measurements? 贵司的使命？关键措施？2. What are your current year business objectives? 今年的业务目标？3. Compare current year objectives to historical performance. 今年和以往历史成绩的比较4. Discuss business reinvestment. Give examples of domestic and international reinvestment.讨论商务再投资。举例国内和国外的投资5. Discuss your long-term business strategy. 长期公司发展策略6. Are there any outstanding legal issues facing your company that could potentially hamper your ability to supply product under quoted circumstances?是否有突出的政策针对贵司，从而能潜在妨碍贵司提供产品的能力Does your company have a legal and policies compliance program? 企业是否有遵守法律法规的相关程序？Is there any outstanding regulatory or safety complaints still pending? 是否有仍未解决的法规或安全投诉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.关键的绩效指标未在各层员工中进行定义或传递，个人角色和责任未能在目标责任状中清楚定义。目标仅限于短期目标，基本没有长期计划的证据。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.关键绩效指标在各层员工中定义且传递，所以绩效指标有清晰的责任定义。长期及短期的战略计划是企业整个经营计划的一部分。5. Key measurements are defined in detail and communicated and integrated into the work plan of each employee. Progress to goals is updated on regular basis to entire business. Strategic long term growth is an important part of business plan. 关键绩效指标被详细定义和传递，并整合到每位员工的工作计划中。定期更新整体业务的进展。长期战略发展是企业经营计划的重要部分。Comments/Deficiencies:_(Suggested Category Weight _5_) (Supplier Grade _)Industry （行业背景）Support Questions:1. Describe your major competencies. 描述主要能力2. Are offshore suppliers a factor in current or future sales? 后续业务发展方向。3. Where are your growth opportunities? 哪里有增长机会4. What are your plans to capitalize on these opportunities? 如何利用这些机会5. Market share, average annual growth rates over the past 5 years for your major products?市场分额，过去5年来主要产品的平均年增长率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.业务定义为保持整体市场小份额或利基业务，仅有小部分小资金用作未来业务发展。当前产品提供的发展潜力有限。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.企业定位与行业其他企业良好的关联，虽然不是行业中关键供应商之一。现有产品可以为企业发展潜力提供机会。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.企业为行业领军企业，在行业所占市场份额高于行业平均水平。现有产品的创新性和多样性能保持其行业领军地位。Comments/Deficiencies:_(Suggested Category Weight _5_) (Supplier Grade _)Program Execution （项目执行情况）Support Questions:1. What programs are currently underway in your facility? 在贵司目前执行了哪些项目2. What was the last major program your company completed? How long did it take to complete?3. 最近完成的主要项目？花费多长时间来完成4. Are there any other major programs currently under consideration by your company?5. 目前贵公司考虑进行哪些其他的重要项目？4. Outline program management personnel and resources available for program implementation. 概要项目管理人员和执行体系的可利用资源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.企业近期未能引入中/大项目，由于资源限制无法承担项目。PEBU可考虑借一定的资源以确保其成功引入。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.企业近期有成功引入中/大项目，公司资源仅限于引入小型或中型项目，在业务成功授予之前PEBU希望其提供一个详细的项目计划其中需包含纠正措施。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.企业持续引入中/大型项目。资源可用且可成功保证项目执行。PEBU的资源参与将仅限于项目的管理层面。Comments/Deficiencies:_(Suggested Category Weight _5_) (Supplier Grade _)Supplier/Customer Interface （供应商/客户情况）Support Questions:1. Who are your major customers? 主要客户2. Do your customers measure you? How? 客户如何评估贵司？3. Who are your major suppliers? 主要供应商？4. How do you measure them? 如何评审供应商5. Provide examples of current reports and performance measures (e.g., on-time shipments, availability by product). 就目前的报告和执行方式提供一些事例Scoring:1. Company works primarily through blanket orders and has minimal contact with customers and supplier base. Quality, delivery and/or other issues are generally reactively handled on case by case basis.公司基本限于一次性订单，且与客户和供应商少有接触，质量、运输和其他事宜的处理均为单个订单测被动处理，不够系统化。3. Company employs a representative who, as the primary customer contact personally handles most quality, delivery or customer 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.企业有专人代理代理主要客户，负责处理主要客户的质量、运输和顾客投诉。如有需要，此代表可支配其资源计划。顾客/供应商关系管理在企业中被重要定义，且以一种专业友好的方式处理。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.顾客满意度是企业的关键运营目标之一，企业有可用的系统测量顾客批准和供应商表现。企业已经建立程序主动测量顾客满意度及供应商表现。Comments/Deficiencies:_ (Suggested Category Weight _3_) (Supplier Grade _)Pricing（价格）Support Questions:1. What percent of sales are international? 海外销售的比例？2. What are your plans for expanding into international markets?扩充国际市场的计划3. What competition do you see from international markets?从国际市场看，你们有何竞争力4. Are you willing to share your cost structure with your customers?是否愿意与客户共享成本结构Do you have a formalized program for cost reduction and waste elimination? 是否有正式的体系，对于降低成本和消浪费Do you pass cost savings to your customers? 是否把成本积累转移给客户Describe deflation/cost savings history over the past few years.在过去一些年内，描述成本节约历史。Scoring:1. Company competes primarily in local/regional markets, or supplies a niche product. Little competition in this market.企业的竞争优势主要在本地市场，或仅限于利基产品。在行业市场中基本没有竞争力。3. Company competes nationally for business, with some international markets served (mostly North American). Has ability to compete internationally, however, current infrastructure could not support a large export business.企业主要竞争优势在国内市场，在国外市场中有一定的市场份额。由国际市场竞争力，然而目前的基础设施无法支持大的出口业务。5. Customer base is worldwide due to ability to provide pricing competitive with anyone. Pricing has allowed them to develop a substantial international market base to complement domestic sales.客户群遍布全球基于其价格优势。价格优势使其可以开发大量的国际市场以补充其国内市场。Comments/Deficiencies:_(Suggested Category Weight _3_) (Supplier Grade _)QUALITY质量 Management Responsibility 管理职责Support Questions: 1. What is the quality policy, how is it communicated to ALL employees?公司的质量政策是什么？如何告知全体雇员？2. Do the shop floor operators have the freedom to stop production if a quality issue is suspected?怀疑质量事件发生时， 工场操作者们有无自由停止生产？3. Are all senior management personnel measured on the quality of the product?是否用产品质量评估所有高级管理人员4. Are the goals appropriate for the business? Are they tough enough? Is there evidence of a vision?目标是否与业务相符。 是否太严？有何证据。5. What level of involvement does the management team have in dealing with quality issues? Is the Quality Manager expected to handle and resolve all issues?管理团队处理质量问题时涉及到哪一层？ 质量经理是否被认为是要处理各解决所有问题。Scoring:1. Quality organization exists, but there is no evidence of authority, vision, or strong tie to total business measurements. 有质量组织架构，但没有证据证明企业有授权、可见的或连贯的可度量的经营目标3. Appropriate quality goals in place, but communication and tracking of the goals is not thorough.适用的质量目标可获得，但质量目标的传递、跟踪不彻底。5. There is clear evidence that well defined, effective goals are in place and communicated, and that the progress stoward those goals is understood by all levels of employees. 又清晰的定义有效的质量目标，并有效传递，且目标别各层员工很好的理解。Comments/Deficiencies:_(Suggested Category Weight _5_) (Supplier Grade _)（建议权重：）；（供应商等级：_）Documentation文件Support Questions:1. Is the quality manual complete and up to date? Is it accessible to all employees and approved by upper management?质量手册完整及更新吗？是否为全体雇员所理解以及是否已被高层批准？2. Are there detailed quality instructions posted at the work stations in the appropriate language?是否有详细质量指引用合适的语言摆放在工位。3. What is the process for change control?更改控制的过程是怎样的？How are shop floor drawings controlled and updated? Is there a master listing?工场图纸的控制和更新？有没有主要清单。Are specifications and control plans documented?参数和控制计划有没有文件化。Scoring:1. Documentation exists, but does not cover all areas and is not complete.有文件，但文件未能覆盖所有过程，且不完整。 3. Documentation exists for some, but not all areas, or is not complete.有部分文件但不全面。5. All documentation is complete and current, no nonconformity.所有文件完成，有效，并有效执行。Comments/Deficiencies:_(Suggested Category Weight _4_) (Supplier Grade _)Quality Planning质量计划Support Questions:1. Are all new contracts reviewed prior to acceptance by appropriate personnel to ensure customer requirements are understood? 是否所有合同在被接受前都有合适的人员评审过并确定已明白客户的要求？2. Do the reviews address supplier capability to meet customer requirements and resolution of non-capabilities?评审有没有含关于供应商能力能否满足客户要求？及无能力时的终止？3. Are critical processes identified and quality plans developed to ensure process capability to 6 Sigma requirements?有没有制定关键的过程定义和质量计划来保证过程能力满足西格码要求？Scoring:1. No procedure exists which apply to the quality system requirements or ability of supplier to meet customer needs. Many important personnel in sales, engineering, purchasing or other customer interfaces are unaware of or excluded from quality planning activities.没有程序文件适用于供应商能力或满足客户要求的质量体系要求。营销人员、工程师、采购人员及其他客户层面的员工没有意识或参与到质量计划活动中。3. Evidence exists that almost all customer requirements are defined, documented and receive capability assessment. Only one or two customer interfaces were unaware of some specifics of quality planning procedures. The shortcomings are not substantial in terms of capability assessment and have been corrected promptly. 有证据证明所有客户的要求都被清楚定义，文件化，且有进行能力评估。仅有一两个客户层面的员工未能意识到质量计划程序等某些特性，能力评估方面的缺陷及时纠正。5. All customer requirements are addressed with sound capability assessment. Corrective actions consistently investigate and improve contract review effectiveness to address non-compliance or customer complaints. Critical processes are 6 Sigma capable.所有顾客要求通过有效的能力评估得到解决，纠正措施有效执行和提高合同的有效审查，处理顾客不符合和顾客投诉。关键流程为6西格玛方式。Comments/Deficiencies:_(Suggested Category Weight _5_) (Supplier Grade _)Traceability/Inspection and Test追踪检验和测试Support Questions:1. Does the inspection and test plan include acceptance criteria, equipment, and documentation requirements?检验和测试计划有无包含接受标准，设备，以及文件化要求？2. Is incoming material held until the required inspections/tests are completed or necessary inspection/test reports are received and verified?是否拒收物料直至物料通过了要求的检验和测试或必要的文件已经被接受和已确认。3. Is material inspected and identified from raw material to finished product as required by the inspection and test plan?有没有按检验和测试计划对物料进行从原料到成品的验证和定义？4. Are traceability records kept from finished product to raw material? 有没有从成品到原料的追踪记录？Scoring:1. Traceability exists only within production process, but not to raw material. No inspection and test plan exists. 可追溯性仅在产品过程中存在，在原材料中未能存在，无检验或测试计划。3. Traceability exists from finished product to raw material, but no documented procedure exists. Inspection and test plan exists and a record of results/status accompanies material throughout the production process. 从原材料到最终产品均存在可追溯性，但没有文件化的程序，有检验和测试计划，且从原材料到最终产品均由检验记录。5. Procedures are documented and maintained such that product can be traced from finished product to raw material. Specification and test plan exis