GE供应商体系审核实用标准

1、GENERAL BUSINESS总体营运Organization and Management ( 组织与管理)Support Questions:1. Provide updated organization chart for your business!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. Limit

2、ed organization with roles of key players not clearly defined. pany would have difficulty supporting a newprogram 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 busine

3、ss. Roles are clearly defined and key players have ability to leadpany to current objectives. pany has ability to grow, but would have to expand staff and facilities toacmodate.企业组织架构能支持现有业务 X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，但需要扩大人员与设备能力。5. Organization is currently staffed to handle additional b

4、usiness. Roles are clearly defined and top positions are staffedwith leaders capable of successfully growing the pany. pany 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，企业有能力与意愿促进企业开展。ments/Deficiencies:(Suggested Category Weight 4) (Supplier Gr

5、ade)Operational Goals 营运 目标Support Questions:1. What is your pany 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. pare current year objectives to historical performanc的年和以往历史成绩的比拟4. Discuss business reinvestment. Give examples of domestic and interna

6、tional 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 期公司开展策略6. Are there any outstanding legal issues facing your pany that could potentially hamper your ability to supplyproduct 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 pany have a legal and poli

7、cies pliance program?业是否有遵守法律法规的相Is there any outstanding regulatory or safety plaints still pending?!：否有仍未解决的法规或安 全投诉Scoring:1. Key measurements are neither defined nor municated beyond staff level. Individual roles andresponsibilities not defined to include accountability for meeting objectives. G

8、oals are limited toshort term with little long term planning evident.关键的绩效指标未在各层员工中进展定义或传递，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，根本没有长期计划的证据。3. Key measurements are defined and municated to all levels, and there is clear accountability for allkey measurements. Long and short term strategic planning is par

9、t 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。长期与短期 的战略计划是企业整个经营计划的一局部。5. Key measurements are defined in detail and municated and integrated into the work plan of eachemployee. Progress to goals is updated on regular basis to entire business. Strategic long termgrowth is an important p

10、art 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。长期战略开展是企业经营计划的重要局部。ments/Deficiencies:(Suggested Category Weight 5) (Supplier Grade)Industry 行业背景Support Questions:1. Describe your major petencies 描述主要能力2. Are offshore suppliers a factor in current or future sales?后续业务开展方向。3. Where ar

11、e your growth opportunities?哪里有增长机会4. What are your plans to capitalize on these opportunities? 口何禾1J用这些机会5. Market share, average annual growth rates over the past 5 years for your major products?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 bus

12、iness, with little funding for planningfor 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，仅有小局部小资金用作未来业务开展。当 前产品提供的开展潜力有限。2. Business is positioned well relative to others in industry, although they may not be one of the key suppliers wi

13、thinthe 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给商之一。现有产品可以 为企业开展潜力提供机会。5. pany is clearly an industry leader and accounts for an above-average proportion of the total industry output.Product line offerings are innovative a

14、nd 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。ments/Deficiencies:(Suggested Category Weight 5) (Supplier Grade)Program Execution项目执彳情况JSupport 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 t

15、he last major program your pany pleted? How long did it take to plete?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 pany?5. 目前贵公司考虑进展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

16、可利用资源Scoring:1. pany 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 ofsuccessful implementation.企业近期未能引入中/大项目，由于资源限制无法承当项目。PEBU可考虑借一定的资源以确保其成功引入。3. pany has successfully imple

17、mented mid/major programs in recent past. Resources would limitPrograms 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. pany successfu

18、lly implements mid/major programs on a continuing basis. Resources are eitheravailable or could be obtained to assure successful execution of program. GEA involvementwould 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。ments/Deficiencies:(Sugges

19、ted Category Weight 5) (Supplier Grade)Supplier/Customer Interface供给商 /客户情况Support Questions:1. Who are your major customers要客户2. Do your customers measure you? How客户如何评估贵司?3. Who are your major suppliers?主要供给商？4. How do you measure them?如何评审供给商5. Provide examples of current reports and performance

20、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. pany 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. 公司根本限于一次性订单，且与客户和

21、供给商少有接触，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. pany 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 be

22、ing 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/供给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 pany has systems in place to measure customer approvalas well as supplier performance.

23、 pany 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给商表 现。企业已经建立程序主动测量顾客满意度与供给商表现。ments/Deficiencies:(Suggested Category Weight 3) (Supplier Grade)Pricing价格Support Questions:1. What percent of sales are inter

24、national?海夕卜销售的比例?2. What are your plans for expanding into international markets扩大国际市场的计戈 U3. What petition do you see from international markets纵国际市场看，你们有何竞争力4. Are you willing to share your cost structure with your customers?!：否愿意与客户共享本 钱结构Do you have a formalized program for cost reduction and w

25、aste elimination?1否有正式的体 系，对于降低本钱和消浪费Do you pass cost savings to your customers屋否把本钱积累转移给客户Describe deflation/cost savings history over the past few years.过去些年内， 描述本钱节约历史。Scoring:1. pany petes primarily in local/regional markets, or supplies a niche product. Little petition in this market.企业的竞争优势主要在

26、本地市场，或仅限于利基产品。在行业市场中根本没有竞争力。3. pany petes nationally for business, with some international markets served (mostly North American). Has ability to pete 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， 然而目前的根底设施无法支持大的出口业务

27、。5. Customer base is worldwide due to ability to provide pricing petitive with anyone. Pricing has allowed them todevelop a substantial international market base to plement 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。ments/Deficiencies:(Suggested Category Weight 3) (Supplier Grade)QUAL

28、ITY 质量Management Responsibility 管王电职责Support Questions:1. What is the quality policy, how is it municated 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 pers

29、onnel 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 Managerexpect

30、ed to handle and resolve all issues?管理团队处理质量问题时涉与到哪一层？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 businessmeasurements.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 munication and

31、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 municated, 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。ments/Deficiencies:(Suggested

32、 Category Weight5) (Supplier Grade)建议权重：5；供寄高等级： Documentation 文件Support Questions :1. Is the quality manual plete and up to date? Is it accessible to all employees and approved by upper management?质量手册完整与更新吗？是否为全体雇员所理解以与是否已被高层批准？2. Are there detailed quality instructions posted at the work stations

33、 in the appropriate language?是否有详细质量指引用适宜的语言摆放在工位。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

34、does not cover all areas and is not plete.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 plete.有局部文件但不全面。5. All documentation is plete and current, no nonconformity.所有文件完成，有效，并有效执行。ments/Deficiencies:(Suggested Category Weight 4) (Supplier Grade)Quality Planning

35、质量计划Support Questions:1. Are all new contracts reviewed prior to acceptance by appropriate personnel to ensure customer requirements areunderstood?是否所有合同在被承受前都有适宜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

36、给商能力能否满足客户要求？与无能力时的终止？3. Are critical processes identified and quality plans developed to ensure process capability to6 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6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

37、 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给商能力或满足客户要求的质量体系要求。营销人员、工程师、 采购人员与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 re

38、ceive capability assessment.Only one or two customer interfaces were unaware of some specifics of quality planning procedures. The shortings 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，且有进展能力评估。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与

39、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- pliance or customer plaints. 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

40、投诉。关键流程为6西格玛方式。ments/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承受标准，设备，以与文件化要求？2. Is ining material hel

41、d until the required inspections/tests are pleted 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承受和已确认。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展从原料到成品的验证和定义

42、？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 mater

43、ial, but no documented procedure exists. Inspection and test plan exists and a record of results/status acpanies 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

44、product to raw material.Specification and test plan exists (which includes acceptance criteria, equipment, and documentation) and a record of results/status acpanies material throughout the production process.有文件化的程序，并保持，产品可从最终产品追溯到原材料。检验和测试计划包括承 受准如此、设备、检验文件且记录贯穿整个生产过程。ments/Deficiencies:(Suggested

45、 Category Weight 4) (Supplier Grade)Process Control/Statistical Process Control 过程控制 /统计过程控制Support Questions:1. Have procedures been established and maintained for monitoring the variation in processes?有没有确立和维护流程来监视过程偏差。Control Plan:控制计戈 ijWhich departments (finishing, sub-assembly, etc.哪个部门 成品，半成品

46、等CTQ characteristics C T Q 参数Who does monitoring 谁监视？How often the characteristic is monitored (sample size / frequency监视参数的频率 抽样大小/频率Tools required工具要求Type of monitoring (SPC)监视类型S P CIf out of control, what action to take 失控时的行动。Date and latest revision 日期/最新版本3. Are appearance standards in place?

47、有适当的夕卜观标准？4. Have short term and long term capability studies been performed? 没有做长/短期的能 力分析？5. Are special cause variations in processes investigated and corrected殁有在过程中调查和纠正特殊偏差原因？Scoring:1. Little or no evidence of process control.无过程控制或过程控制有限3. Operators understand and work to station instruction

48、s.1作者理解过程控制5. Procedures are documented and maintained such that product can be traced from finished product to raw material.Specification and test plan exists (which includes acceptance criteria, equipment, and documentation), and a record of results/status acpanies material throughout the producti

49、on process.有文件户的程序并保持，ments/Deficiencies:(Suggested Category Weight 5) (Supplier Grade)Metrology 方法Support Questions:1. Is inspection, measurement, and test equipment capable of the required accuracy/precision (1/10 tolerance) andhandled/stored to protect accuracy and fitness for use?检验，测量，和测试仪器的精度是

50、否达标1/10公差，保存是否能保证精度和能够使2. What are the results of the repeatability & reproducibility (R&R) studies( <20%)? When are they performed?重复性和重复能力的试验结果？ R &R<20%,什么时候做？3. Are calibration records plete for observed measuring and test equipmerntMt 和仪器的计 量是否完成？-equipment type & identifi

51、cation-methods of calibration & adjustment-仪器类型&定义-计量和调试方法-location -acceptance criteria- 位置-承受标准-frequency of checks-corrective actions to address non-conformity- 检查频率-不一致的纠正行动4. Have appropriate actions been taken when measuring and test equipment is found to be out of calibration?当发现测量和仪器

52、计量不合格时，有无适当的行动？-Previous test results checked for validity?检查前次测试的结果是否合格？-Upstream material held for retest?- 是否重测朔源的原料？-Customers notified if suspect material has been shipped?是否通知客户已出货的被怀疑原料？Scoring:1. Inspection, measurement, and test equipment is not capable of required accuracy/precision and is

53、 not calibrated regularly. ( R & R not performed or > 30% ).检验、测量、测试设备准确度/准确度不能满足要求，或未定期校准。3. Inspection, measurement, and test equipment is capable of required accuracy/precision, is stored to maintain fitness for use, is calibrated regularly, but no documented procedures or adequate records

54、 are kept. ( R & R < 30% ).监视和测量设备准确度/准确度满足要求，并被适宜存储以维持适宜使用，定期校验，但无文件化的程序和记录5. Inspection, measurement, and test equipment is capable of the required accuracy/precision, is stored to maintain fitness for use, is calibrated per documented schedule and procedures, appropriate actions have been

55、taken when equipment is found to be out of calibration, and repeatability/reproducibility studies have been pleted. ( R & R < 20 % ).监视和测量设备准确度/准确度满足要求，并被适宜存储以维持适宜使用，根据文件化的 计划或程序进展校验，但设备不在校准值 X围内时采取有效的措施且重复性和再现性完 成。ments/Deficiencies:(Suggested Category Weight 4) (Supplier Grade)Corrective Ac

56、tion/Problem Solving 纠正行动/问题角星决Support Questions:1. Is control provided for identification, documentation, evaluation, segregation and disposition of non-conformingproduct?有没有对不一致的产品进展定义，文件化，评审，隔离，报废等处理的控制？2. Are records of non-conformance maintained for customer review?有无记录和维护不一致以供客户检查？3. Does writ

57、ten formal procedure exist for problem solving that defines root cause?有无正式文件定义根本原因并解决问题的流程？4. Do corrective actions have date of permanent fix and owner?纠正行动有无完成日期和责任人？4. Corrective and preventative action is reviewed by senior management for effectiveness高层确认和生效纠正预防措施。Scoring:1. No procedures exis

58、ts for corrective action or control of non conforming material.没有程序支持纠正措施或控制不合格材料。3. Procedures exist, but a few non-conformances were found.程序存在，但存在少量的不符合。5. Total control of non-conforming products. Structured problem-solving is used with containment action, defining root cause, verifying corrective action an