通用QIPNSA、QSB、PCPA-V-2.0

PresentationoftheQIPV2.0QIPV2.0介绍ManufacturingPerformanceAssessment生产绩效评估,May2013,2,1,INTRODUCTION介绍,Contents,3,EVALUATIONWORKSHEET&SCORINGMATRIX评价工作表&打分矩阵,4,EVALUATIONPROCESS评价过程,2,REQUIREMENTSOVERVIEW要求预览,5,EXAMPLESOFSCORING打分实例,3,1,INTRODUCTION介绍,AssessmenttoolsPresentSituation评估工具现状,4,EnterprisePerformance,Checklist&Processaudit,OneSingleCommonReferential一个唯一的审核标准,5,MainSpecifications主要说明(1/2)Thekeyprinciples关键原则,Onesingleassessmentreferential3differentstools一个审核标准-3个不同的工具,92Requirements,76/92Requirements,59/92Requirements,50/92Requirements,6,MainSpecifications主要说明(2/2)Commoncharacteristics共同的特性,Versatiletoolswhichcanbeusedoneverymanufacturingsite&everyprocess万能工具，可以用在所有的生产现场&生产过程Evaluationcoverstheentiremanufacturingscope(quality/logistics/Industrialefficiency)审核覆盖了整个生产领域（质量/物流/工业化效率）,Efficiency效率,Quality质量,Logistics物流,WhatisthedifferencebetweenISO/TSandQIPV2.0?ISO/TSisthehighlevelreviewperformedbyanindependent3rdparty.QIPV2.0isamuchcloserlookperformedbytheCustomer.GM&PSAcheckontheshopfloorhowsystemsarebeingusedwhereasISO/TSchecksthatthereareQualitySystemsinplace.ISO/TS和QIPV2.0的区别是什么？ISO/TS是由独立的第三方做的高水平的审核QIPV2.0是客户做的更加细致的审核GM&PSA在车间水平检查体系是如何运行的而ISO/TS则是检查现场是否有质量体系,Part&Process零件&过程,Project项目,ManufacturingSystem生产体系,ThenewtooltoreplacetheQIPV1.0Assessment代替QIPV1.0的新工具CertificationassociatedwithanimpactonSupplierScoring(BIDLIST)有相关的认证并影响供应商得分（BIDLIST）Scope:Acompletesupplierplant范围：一个完整的供应商工厂Purpose目的:Evaluatetheoverallrobustnessofprocessesonsite:ManufacturingSystemrequirementsarefullymetandworkeffectively审核工厂的过程总体可靠性：生产体系要求全部满足并且有效运行Drivethecontinousimprovement(identificationofweakpoints&axesofimprovement)促进持续改善（识别薄弱环节&改善重心）OperationalRequirements操作要求Maximumdurationoftheevaluationonsite:2days审核最长不超过：2天Self-assessmentcanbedonebysupplierhimself供应商做自评Updatedcontinouslytointegratetheimpactoftheeventsintherelationship持续更新，考虑突发的问题,7,76/92Requirements,76/76,NbofRequirements要求数目,0/7,0/9,8,59/92Requirements,ThenewtooltoreplacetheDiagnosticaudit代替诊断审核的新工具Scope:Acompletesupplierplant范围：一个完整的供应商工厂Purpose目的:Evaluatethemanufacturingmaturityofanewsupplier:Basicsareinplace审核新供应商的生产成熟度：质量基础达到Atthebeginningofaproject,evaluatetheeffectivenessofoperationallaunchorganizationonsuppliersite项目开始阶段，在供应商现场评估其生产投放体系的有效性OperationalRequirements操作要求Maximumdurationoftheevaluationonsite:1,52days审核时间：1.5-2天Self-assessmentbysupplierbeforeevaluation:Optional审核之前由供应商做自评：可选,48/76,NbofRequirements,7/7,4/9,Project项目,9,49/92Requirements,Scope:Acompleteprocessinasupplierplant范围：供应商工厂的完整过程Purpose目的:Attheendofaproject,Confirmthequalificationstatusoftheprocess:Parts&Processcontrolsareinplacetoensurefinalproductquality项目结束阶段，确认过程的合格状态：有零件&产品控制，确保成品质量Duringmassproductionphaseaftermajorissues,Diagnostictooltoidentifyweakpoints在现生产发生重大问题后，作为诊断工具识别薄弱环节OperationalRequirements操作要求Maximumdurationoftheevaluationonsite:1days现场审核最长不超过：1天Self-assessmentbysupplierbeforeevaluation:Optional审核之前供应商要自评：可选,41/76,NbofRequirements,0/7,9/9,10,OneSingleassessmentreferential唯一一个审核标准,Samequestionnaire(samerequirements)usedforallthe3typesofaudit3种审核使用同样的问卷表（同样的要求）Continousassessmentofsuppliersmanufacturingsystemviaaudits通过审核对供应商的生产体系作持续评估AlltheauditresultsaffecttoBidlistperformance(supplierplantscoring)所有的审核结果影响Bislist的表现（供应商工厂得分）,ManufacturingSystem生产体系,Project项目,Part&Process产品&过程,41,9,48,7,76,Bidlist(supplierplantscoring)Bidlist(供应商工厂得分),4,11,BIDLISTVision(SupplierPlantScoring)Bidlist愿景（供应商工厂得分）Detailsofimpacts(implementedin2014)详细影响（2014年实施）,Pointsdeduction扣分,0pts,Certified(QSB+PassGreen:Score85%)WaiverandNotApplicable认证（QSB+通过-绿：得分85%）弃权或不适用,-10pts,NotCertified(notevaluatedorQSB+failedRed:Score红：得分85%withnoredkeyelement最终结果85%，没有红色关键要素Note:Self-assessmentcanberefusedifthescoringisnotrobust(importantgapbetweencustomerevaluation&supplierself-ass.)注意：如果得分不可靠，自评结果会被回绝（供应商自评&客户评审之间差距很大）,19,Training培训Intent目的UnderstandAuditRequirements&expectations理解QSB+的要求，期望Review&implementexamplestosuppliersystem检查，并对供应商体系建立标杆Process过程Supplierself-trainingbasedonQIPV2.0materialpackage供应商根据QIPV2.0文件包做自培训Serviceprovidertraining(approved3rdparty)Availablein2014第三方服务机构进行培训（认证的第三方服务机构）-2014年实施CompleteActionPlan完整的行动计划Intent目的CoverGapbetweensuppliercurrentsystem&QIPV2.0requirements.覆盖供应商当前体系和QIPV2.0要求之间的差距Baseforclosefollowupofimplementation跟踪实施情况PreparesupplierforCertificationaudit使供应商做好认证审核的准备Process过程Maximumleadtimeforfullimplementationis6months完整的实施时间最多6个月Induedatesitneedstobeconsideredthatsystemhastooperate,notonlyimplemented在期限内，要考虑到，体系不只是建立了还要正常运行Hint注意事项Verifyactionplanafterreceiving(actionsdefinition,duedatesarerealistic)收到行动计划后进行检查（行动定义，期限合理可行）Organizeregularcallsforcheckingcompletionofactionplanandguidesuppliertorightdirection经常电话沟通了解行动计划的完成情况并给供应商正确的指导,QSB+StructuralauditTheMainStepsQSB+体系审核主要步骤Training&Actionplan培训&行动计划,20,QSB+StructuralauditTheMainStepsQSB+体系审核主要步骤CertificationAudit认证审核,Intent目的On-sitecustomerassessmenttoverifythatalltheRequirementsaremet客户现场评估，检查是否所有要求都满足ResultinCertifiedstatusfornext3years有效期3年的认证状态Process过程Itcanbedoneonlybycustomerauditor(noexceptionevenforstrategicsuppliers)只能是由客户审核员做（即使是战略供应商也不例外）Maximum1.5-2daysassessment时间最长1.5-2天ResultisreportedoutintheAuditSheet在QSB+审核表中记录结果,21,QSB+StructuralauditTheMainStepsQSB+体系审核主要步骤SupplierAnnualUpdate供应商年度更新,Intent目的ToensurethatQIPv2.0systemworksafteraudit确保审核之后，QIPv2.0体系正常运行ToensureawarenessofQIPv2.0requirementincaseofnewstaff确保新员工了解QSB+的要求Process过程Supplierneedtosendself-assessmentwithassociatedactionplan供应商要发送自评结果，附带行动计划Every12monthsafterinitialcertification,初次认证后每12个月60daysafteranykeymanagementchange(Plantmanager,QualityManagerorOperationManager)orrepeatQualityissue.任何重大管理层变更（工厂经理，质量经理或者生产经理）或出现重复的质量问题后60天内Ifself-assessmentismissedtosubmit,certificationcanberevoked如果未能提交自评结果，认证可能会被吊销IfPCPAmeanwhileperformed,notnecessarilyneedtosubmitself-assessment如果期间做了PCPA，自评提交不是必须的。,22,QSB+StructuralauditTheMainStepsQSB+体系审核主要步骤RevokeCertification认证吊销,Intent目的TocompleteallcertificationprocesstoensurethatQIPV2.0systemisoperatingandworkeffectivelyagain完成整个认证过程，保证QIPV2.0体系有效运行Process过程Incaseofmajorissue,repetitivefailedPCPAordegradationofsupplierperformance,SDsiteinitiaterevokeprocesswithagreementofmanagement如发生重大问题，如PCPA反复不通过或者供应商绩效恶化，在征得管理层同意后，SQD启动认证吊销过程Accordingtovision,auditresultwillhaveon-linelinkwithBidlist我们的愿景是，审核结果同Bidlist联系起来。,23,3,EVALUATIONWORKSHEET&SCORINGMATRIX评价工作表&打分矩阵,Instructions说明DescriptionofusageofQIPquestionnaire.QIP调查表介绍QSB+processQSB+过程SpecialinstructionforQSB+evaluation.QSB+的特殊说明Glossary术语表Completelistofabbreviationsusedinauditlist.审核清单中的缩写清单Header表头Inputofbasicinformationandselectionofauditscope.基本信息的输入和审核类型的选择Summary总结Resultofaudit/selfassessmentcalculatedautomatically.审核/自评结果的自动计算Audit审核Commonquestionnairelist.通用问卷表Actionplan行动计划Supplieractionplantoclosegapsidentifiedduringselfassessmentoraudit.供应商为关闭审核或自评中发现的问题而制定的行动计划Changerequest更改申请Proposalforchanges/suggestionstobeconsideredfornextreview更改/建议反馈单,24,QIPV2.0ProductionSiteAssessment生产现场评估QIPEvaluationWorksheets审核工作表,25,QIPV2.0ProductionSiteAssessment生产现场评估Anexampleofrequirement要求的实例,GeneralDefinitionSummaryoftheintentofrequirement要求的概述,DetaileddeploymentofRequirementinbulletpointsSupplierhastooperateasystemtomeetlistedexpectations分条详细说明“要求”。供应商必须运行某个体系来达到列出的标准,AuditorhintsandtechniqueshowandwhatneedtobecheckedbesidesCriteriaofRequirement审核员注意事项和技巧-除“要求标准”之外还需要审核什么和怎样审核,TwotypesofCriteriaoftheRequirementareidentified:要求中包含2种标准basiccriteriaareidentifiedwithBoldtype,coverbasickeyrequirements(musthave)基础标准为粗体字，涵盖了关键要求additionalcriteriaareidentifiedwithunboldtype,coveradditionalrequirements(recommendedbestpractice).附加要求为非粗体字，涵盖了附加要求（推荐的最佳实践）Furthermoreitisusedforcollectingevidencesandsettingupscoring另外，还用作收集证据和设置打分,Axiom#1:Standardizeallyouractivities&Strictlyapplyyourstandards标准化所有的活动&严格按标准实施Axiom#2:Measureyourrealeffectivenesstoachievecustomerexpectations&improveit测量真实的有效性，满足客户期望&进行改善,26,QIPV2.0ProductionSiteAssessment生产现场评估TheScoringPrinciples打分原则,QIPV2.0ProductionSiteAssessment生产现场评估ScoringDefinition打分定义,27,Toevaluatestandardizationandimplementationofrequirement评价要求的实施和标准化情况,Toevaluaterealeffectivenesstoachievecustomerexpectationandcontinousimprovement评价满足客户期望和持续改善的有效性,28,KeyElement#1,KeyElement#2,Implementationscoringofeachindividualrequirement每项要求的实施得分,Effectivenessscoringattheendofeachkeyelement每个关键要素最后的有效性得分,QIPV2.0ProductionSiteAssessment生产现场评估ScoringStructure&application打分结构&实施,IMPLEMENTATIONSCORiNG实施得分ForEachRequirement对于每项要求,29,EachRequirementisscoredfrom0to4accordingtothefollowingscoringmatrix:根据以下原则，每项要求得分0-4分不等,AuditFailed审核不通过,Issystemworkingwellwhen?下列情况下，体系运行正常吗？FastResponsefullyimplemented,butthereareseverallonglastingcustomercomplaints,全面实施快速反映，但是存在一些长期的客户抱怨Non-conformingmaterialsarecontrolled,butoperatingwithhighscrapratewithoutanyimprovementactivities,不合格材料受控，但是实际操作中报废率较高且没有改进行动LPAisperformedinalllevelaccordingtoschedule,concernsdocumentedandactiondefined,buttherearelotsofrepetitivefindingonLPA所有层次人员按计划实施LPA,问题记录，制定了行动计划,但是在LPA中发现很多的反复问题Systemisinplace,butnotworkingeffectively!体系建立了，但是运行效率低,30,EFFECTIVENESSSCORING有效性得分Introduction介绍,eFFEctIvENESSSCORING有效性得分foracompletesection对于一个完整的阶段,31,31,theKeynotions主要概念Thecustomer(internalorexternal)客户（内外部）Themeasurementofsatisfaction满意度测量Metricssharedwithcustomer(target&management）同客户分享指标（目标&管理）Effectivenessisevaluatedthroughaspecificrequirementattheendofeachsection通过每段结尾的特殊要求来评估有效性Alistofrelevantmetricsrelatedtotheevaluatedprocess一系列审核过程的相关的指标,Effectivenessscoring,Exampleofrequirement要求案例,32,SCORING打分Thresholdsforresultcalculation结果计算门槛,Red/Yellow/Greenvisualizationapplied红/黄/绿状态可视化Thresholdsaredefinedon2levels门槛定义在2个水平OneachRequirement:scoreOverallresultgoesRed每个要求：得分总体结果为红OneachKeyElement:scoreOverallresultgoesRed每个关键要素：得分总体结果为红Conditionstobecertified认证条件NoReditem(KeyElementorRequirement)没有红色项（关键要素或要求）Overallresult85%总体结果85%,33,SCORING得分EquivalenciesQIPV2.0QIPV1.0QIPV1.0QIPV2.0对等,QIPV2.0RequirementsQIPV1.0RequirementsQIPV2.0要求QIPV1.0要求QIPV1.0RequirementsQIPV2.0RequirementsQIPV1.0要求QIPV2.0要求OldScoringNewScoring旧打分新打分,34,4,REQUIREMENTSOVERVIEW要求预览,35,QIPV2.0ProductionSiteAssessmentQIPV2.0生产现场评估15KeyElements15个关键要素,Detection&Trackingoftheinternal/externalmajorissues内外部问题识别&跟踪Dailyproductionmeeting每日生产会议FastresponseBoard快速反应展板Problemsolvingstandardizemethodology问题解决标准化方法Usedforalltypeofconcerns适用于所有类型的问题6steps:define,contain,rootcauseid,correction,validation,institutionalization6步：定义，遏制，识别根本原因，纠正，验证，制度化Systemtomanagelessonslearned经验反馈管理体系Organization组织Procedure/forms程序/表格,36,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细要求#1:FastResponse(FR)快速反应,Traceability追溯性Compliancetospecificcustomerrequirements符合客户的特殊要求Equipments&Organizationassociated相关设备&组织FIFOManagementFIFO管理Identificationmodeofthenon-conformingorsuspectmaterial识别不符合模式或可疑材料Alertissue报警问题Upstream:TierN向上追溯：N级供应商Downstream:Customer向下追溯：客户Containmentprocess遏制过程Reworkprocess返修过程Managementofthedeviations(customer“derogations”)偏差管理（客户“质损”）,37,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#2:ControlofNon-conformingProduct(CNC)不合格品控制,FinalChecking终检Organization组织Standards标准Alarmsystem报警系统Thresholdsdefinition确定门槛Escalationprocess升级过程Errorproofingsystems防错系统ManagementoftheEPSEPS管理Managementofthemalfunctionning/failures生产异常/缺陷管理,38,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#3:VerificationStation&ErrorProofVerification(VS)检查工位&防错检查,Workplaceorganization工作场所组织StandardizeLayout标准化的布局5Smanagement5S管理Ergonomics&Painfulnessconcerns人机工程&劳累度问题Rulesrelatedtoergonomics人机工程相关的规则Assessmentoftheworkstation工位的评估Operatorinvolvement操作人员参与Workinginstructions(productionprocessoperations&logistics)作业指导书（生产过程操作&物流）Standards标准Proceduretovalidatestartofproduction认可生产启动的程序Visual&appearanceitems(boundarysamples)看得见的&表面问题（极限样件）Procedure程序Managementoftheboundarysamples极限样件管理ControldevicesCalibration&Capability检具标定&能力Managementofthedevices(identification)设备管理（标识）Capability&Calibration能力&标定,39,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#4:StandardizedWork(SW)标准化作业,Trainingorganization培训组织Needsidentification/Organization需要鉴定/组织Infrastructures&skillsfortrainingactivity培训活动所需的技能&基础设施Trainingmaterial培训材料SafetyPolicy安全制度Safetyhandbook安全手册Trainingonsafety安全培训EmployeesQualification/FlexibilityChart员工资质/柔性图Qualificationprocess/followupqualificationstatus资质鉴定过程/跟踪资质状态Calibrationprocessforthequalitycontrolactivity质量控制活动的标定过程Trainingrefreshment新人培训MotivationofStaff调动员工积极性Processofmotivation积极性激发过程Individualinterviews个人谈话,40,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#5:Training(TR)培训,Genericlayeredprocessaudit通用的分层审核Procedureandworkingstandards程序和操作标准Auditorstraining审核员培训LPAonoperationalactivities(undermanufacturingdep.responsability)生产活动LPA(生产部门责任)Masterplanning总计划Completecoveragewithrelevantfrequency完全覆盖，频次合理Involvementofthedifferentlevelofmanagement各管理层参与LPAresultsfollow-upLPA结果跟踪Deviationsrecord偏差记录Actionplansassociated相关的行动计划Countermeasuressheet措施表Continuousimprovement持续改善,41,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#6:LayeredProcessAudit(LPA)分层审核,PFMEAmanagementPFMEA管理Periodicalreviews定期检查Cross-functionalapproach跨职能方法Managementofthehighestriskitems最高风险问题管理Identification&analysis识别&分析Actionplansfollow-up跟踪行动计划ReversePFMEA逆向PFMEARealandeffectiverisksverificationattheworkstation对工位的风险进行真实有效的检查Findingstakenintoaccounttoimproveprocess发现问题，改善过程GeneralRisksmanagementtoguaranteemanufacturingactivity风险管理，保证生产活动Naturalrisks(floods,fire,)自然风险（洪水，火灾）“Supplychain”risks(lossofenergy,lossofsupply)“供应链风险”（能源不足，供应不足）,42,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#7:RiskReduction(RR)风险消除,Maintopic:cleanlinessoftheprocess主要是：过程的清洁Riskanalysisonthecompleteshopfloor整个车间的风险分析Compliancetocustomerspecificationswhenneeded需要时，顺从客户的要求Managementofthesensibleareas(cleanrooms,paintshop,)敏感区域管理（清洁室，油漆车间）Managementoftheforeignmaterialinparts零件中的异物管理Managementofthedirtsinpartsorpaint零件或油漆中的污垢管理,43,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#8:ContaminationControl(CC)污染控制,ManagementoftheTierNsuppliersN级供应商管理Procedurestoevaluate&selectsupplier供应商评价&选择程序CascadingofthecustomerrequirementstotheTierN传递客户要求到N级供应商CSEtranferCSE传递Traceabilityrequirements追溯性要求Productchangemanagement产品变更管理Escalationprocess升级程序Managementofthesingleissues单一问题管理Auditpolicy审核政策Targetdefinitionandperformancereview目标定义和效果检查BidlistandbusinessholdBidlist和业务中止Incominginspectionprocess来料检查过程ComponentsControlplan零部件控制计划Samplingrules抽样规则Records记录,44,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#9:SupplyChainManagement(SCM)供应链管理,Alltypeofchanges(planned&unexpected)所有类型的变更（计划的&计划外的）Procedureformonitoringproduct/processchanges产品/过程变更监控计划Projectmanagement项目管理Communicationwiththecustomer客户沟通Managementofthedeliverables(documents)交付物管理（文献。）Riskanalysisbeforeanychange变更之前做风险分析ProductionTrialRun(PTR)process生产试运行过程Bankingprocess存储过程Planning计划Stockbuild-up建立仓储Managementofthelongtermstorage长期仓储的管理Alternativeprocesses/Bypassprocesses备用过程Identifiedalternativeprocesses识别的备用过程Authorizingprocess认可过程Specificcountermeasures特殊的对策,45,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#10:ManagingChanges(MC)管理变更,Maintenanceorganization&strategy维护组织&策略Perimetercovered覆盖相关领域Availableressources&facilities资源&设施可用Communicationwithmanufacturingdep.同生产部门交流TPMstrategy&implementation/StandardizationPolicyTPM策略&实施/标准化制度Maintenanceactivities(planning&tracking)维护活动（计划&跟踪）Preventivemaintenancemasterplanning/Correctivemaintenanceactivities预防性维护总计划/纠正性维护活动Workingstandards&technicaldocumentation工作标准&技术文件Maintenancerecords(equipmentsdiary)维护记录（设备日志）L1MaintenancemanagementL1维护管理DefinitionofL1maintenanceoperationsL1维护操作定义Planning&follow-up计划&跟踪Sparepartsmanagement备件管理Criticalspareparts关键备件Stockmanagement&storageconditions仓储管理&仓储条件Managementofthecustomerspecifictools客户特殊工具管理Toolsidentification工具标识Diarysheetandoperationrecords日志和操作记录Storage&handlingconditions仓储&操作条件,46,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#11:Maintenance(MAI)维护,Manufacturingscheduling生产计划BusinessPlanning(=fixthecapacity)商业计划（=确定产能）Masterproductionschedule(MPS=managetheressources)生产总计划（MPS=管理资源）Dailymanufacturingprogram每日生产计划Constraintsmanagement(Bottlenecks)限制条件管理（瓶颈）Identificationupdatedinrealtime实时更新瓶颈识别情况Equipmentlevelofloadpermanentlyfollowed遵守设备的负荷ProductPackaging产品包装Storageareas&handlingconditions仓储区域&操作条件Supplyofworkstations工位供应情况Supplyorganization供应组织ImprovementProcess改善过程,47,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#12:Manufacturing&MaterialFlowManagement(MMFM)生产&材料流管理,Supplyprocess供应过程Masterscheduleofdeliveries交付总计划LogisticprotocolwithTIERN同N级供应商的物流协议ServicerateoftheTIERNSupplierN级供应商的服务率/交付率Securizationofthesupplies供货零件安全Identificationoftheriskysupplies识别风险的供货零件Securingplans安全计划SafetyStocksmanagement仓储安全管理Shippingprocess运输过程Shippingplanning运输计划Preparationprocess准备过程BogustruckBogus卡车EDI&logisticElectronicProtocolEDI&物流电子协议,48,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#13:ExternalLogistic(ELG)外部物流,Usedonlyfornewsupplierorforanewproject仅适用于新供应商或新项目IndustrialStrategy&Vision(=5yrs)工业化战略&愿景（5年）Siteorganization&humanressourcesmanagement现场组织&人力管理SiteInvolvmentduringproject项目开发时现场情况考虑是否充足Qualityorganization质量组织Jobdesciptions工作描述Newequipmentsvalidationprocess新设备认可过程Qualificationprocess鉴定过程Projectmilestones项目节点Deliverablesmanagement交付物管理Sparepartsproduction备件生产Specificprocess特殊过程“Endoflife”management“寿命终结”管理PRstorage备件仓储Packagingdesign包装设计,49,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细信息#14:Strategy/ProjectManagement(SPM)=NSA战略/计划管理,Managementofthedocuments文件管理IdentificationoftheKPC(CSE)KPC识别ProcessflowdiagramandlinkwithPFMEA过程流图表及其与PFMEA的关系Processcontrolplan过程控制计划SPCandrecordsmanagementSPC和记录管理Productaudits产品审核CustomercontractualSafetyStocks(Optionalrequirement)客户合同内安全库存（可选要求）,50,QIPV2.0ProductionSiteAssessment生产现场评估DetailedContent详细内容#15:Part&ProcessControl(PPC)=NSA&PCPA零件&过程控制,51,5,EXAMPLESOFSCORING打分实例,Implementation1/2LPA1实施1/2LPA1,ExampleOfScoring打分实例,52,0-NoLPAProcedure/Nochecksheetdefined.没有定义LPA程序/检查表1-Genericchecksheetdefinedbutnotcoveringitemsrelatedtosafety,manufacturingorqua