某著名企业供应商管理手册

1、SUPPLIER QUALITY IMPROVEMENT PROCESSPOTENTIAL SUPPLIER ASSESSMENTDEFINITION:An on-site evaluation of a suppliers ability to meet minimum systems requirements.PURPOSE:A one day assessment to verify whether a potential new supplier has the capability to meet the minimum requirements necessary to do bu

2、siness with General Motors.SCOPE:Prior to recommending a supplier for new business, a Potential Supplier Assessment (PSA) is required when the supplier is not registered to QS-9000 and either of the following situations exist:1. The potential suppliers manufacturing location is NOT a current supplie

3、r to General Motors.2. The technology/commodity is new to the suppliers manufacturing location.Additionally, a PSA may be conducted at the discretion of the procuring division in situations deemed high risk.PROCESS: Use Potential Supplier Assessment (PSA) documents, based on QS-9000. Must be complet

4、ed prior to sourcing decision.SUPPLIER QUALITY IMPROVEMENT PROCESSSOURCING DECISIONDEFINITION:Sourcing Committee approval of recommended source.PURPOSE:Identify the competitive source in Quality, Service, and Price for supply of product.SCOPE:Global supplier base.PROCESS:(Supplier Development/Qualit

5、y):Review RecommendationEvaluate sourcing candidateApprove/deny recommendationApprove corrective action plans, if requiredSign sourcing documentsSUPPLIER QUALITY IMPROVEMENT PROCESSADVANCED PRODUCT QUALITY PLANNING & CONTROL PLANDEFINITION:A formal structured method of defining and establishing the

6、steps necessary to assure that a product satisfies the customer.PURPOSE:This process requires a supplier to develop and implement a product quality plan that :Directs resources that satisfies the customerPromotes early identification of required changes Assures all required steps are completed on ti

7、me Facilitates communicationProvides a quality product on time at a competitive costSCOPE:All suppliers to GM are required to implement an Advanced Product Quality Planning process on all new parts.PROCESS:The process begins with the voice of the customer and then proceeds through the following plan

8、ning phases:Plan and Define programProduct Design and DevelopmentProcess Design and DevelopmentProduct and Process Validation Feedback, Assessment and Corrective ActionSUPPLIER QUALITY IMPROVEMENT PROCESSPRE-PRODUCTION MEETINGDEFINITION:Communication with supplier to establish part qualification and

9、 other customer requirements.PURPOSE:To assure that proper communication of all requirements occurs between the supplier and the sourcing responsible division.SCOPE:This process is recommended for all parts or material requiring PPAP. (It is a subset of Advanced Product Quality Planning.)PROCESS:Pro

10、active communication between suppliers and appropriate divisional personnel often taking place in Product Development Team meetings to review and agree upon requirements within: Quality Capability TimingSUPPLIER QUALITY IMPROVEMENT PROCESSPRE-PROTOTYPE & PROTOTYPE SAMPLE APPROVAL (GP-11)DEFINITION:C

11、ommon procedure specifying requirements for Pre-prototype and Prototype parts.PURPOSE:Provides uniform minimum requirements for pre-prototype and prototype material and documentation. Assists in identifying and correcting part problems to minimize the impact of part variation upon design evaluation,

12、 manufacturing and assembly. Accelerates the Part Qualification Process.SCOPE:Applies to all suppliers providing new pre-prototype and prototype material.PROCESS:Pre-prototype and prototype inspection parts list is developed by the customer.Supplier is notified of pre-prototype and prototype part re

13、quirements.Suppliers comply with requirements outlined in GP-11.Suppliers submit pre-prototype and prototype parts, with level of documentation requested by the customer.Supplier notified of disposition of material submitted for pre-prototype and prototype:- Approved for pre-prototype or prototype-

14、Usable for pre-prototype or prototype- Rejected for pre-prototype or prototypeNote: GP-11 (GM-1820) last revision date is 4-97.SUPPLIER QUALITY IMPROVEMENT PROCESSPRODUCTION PART APPROVAL (PPAP)DEFINITION:A common industry procedure for production part approval.PURPOSE:To verify that a suppliers pro

15、duction process has the potential to produce product that meets customer requirements.SCOPE:Production part approval is always required upon the release of a new part, when a currently approved part is modified by an engineering change, or when the process or supplier that produces the part is chang

16、ed.PROCESS:Supplier fulfills requirements as identified in the Production Part Approval Process (PPAP).Note: PPAP last revision date is 7/95.SUPPLIER QUALITY IMPROVEMENT PROCESSRUN RATE (GP-9)DEFINITION:Physical verification that the production process is capable of producing quality products at quo

17、ted production rates.PURPOSE:To reduce risk of failure during start up and acceleration by performing a production Run Rate beforehand.SCOPE:All new part numbers require a Run Rate, unless exempted by the Supplier Quality and Purchasing Directors of the procuring divisionPROCESS: Conduct risk assess

18、ment. Determine type of Run Rate required:Supplier monitored Customer monitored Notify supplier to schedule the Run Rate. Complete Run Rate. Follow up and make required improvements.Note: GP-9 (GM -1960) last revision date is 2/95.SUPPLIER QUALITY IMPROVEMENT PROCESSEARLY PRODUCTION CONTAINMENT(GP-1

19、2)DEFINITION:A significant enhancement to the suppliers PPAP control plan. The GP-12 Early Production Containment plan is synonymous with the Pre-Launch Control Plan referred to in the Advanced Product Quality Planning and Control Plan Reference Manual.PURPOSE:To support suppliers efforts to verify

20、control of its processes, so that any quality issues are quickly identified and corrected at the suppliers location and not at the customers location.SCOPE:This procedure applies to all parts that require the Production Part Approval Process (PPAP). The Pre-Launch Control Plan is a requirement for P

21、PAP Approval. It applies to all pilot requirements, plus a quantity of parts specified by the procuring division. This procedure is applicable throughout the year, and not just at start-up.PROCESS:Supplier develops GP-12 Pre-launch control plan as a part of advanced quality planning. The GP-12 Contr

22、ol Plan is a requirement for PPAP. Plan is kept in place until exit criteria is met.Note: GP-12 (GM-1920) last revision date is 2/95.SUPPLIER QUALITY IMPROVEMENT PROCESSCONTINUOUS IMPROVEMENT (GP-8)DEFINITION:GP-8 defines the suppliers responsibility to have an on-going process for continuous improv

23、ement.PURPOSE:GP-8 outlines the Customer expectations for the suppliers continuous improvement efforts after a part has satisfactorily completed the Production Part Approval Process (PPAP) and Early Production Containment (GP-12).SCOPE:This process applies to all suppliers of production parts and ma

24、terials, and is required even when the customer has not requested data to be provided.PROCESS:All suppliers are to measure their quality performance and work for continuous improvement on all parts. The goal of the continuous improvement process is to reduce variation in the manufacturing process an

25、d to improve the quality of the parts produced. Suppliers are to concentrate their efforts on the reduction of process variation by listening to the voice of the customer and the voice of the process.Note: GP-8 (GM-1747) last revision date is 10/93.SUPPLIER QUALITY IMPROVEMENT PROCESSPERFORMANCE MON

26、ITORINGDEFINITION:A process to measure supplier performance, provide communication and drive focused improvement.PURPOSE:To provide performance feedback to drive quality improvement on top performance problems.SCOPE:Applies to all suppliers.PROCESS:Monitor ongoing supplier quality performance using

27、data prioritized as follows:1. Major DisruptionsThe worst situation the supplier can cause.-Spills-Downtime incidents-Stockouts2. Quantity of PR/RsThis is a list of the problem incidents.3. PPMThis is a trend measure.The data will be used to provide feedback to suppliers and divisional personnel to:

28、 Identify top problems with each supplier. Drive continuous improvement by focusing corrective action plans on top quality problems. Improve communications of goals, expectations and performance. Serve as input for sourcing decisions and Supplier of The Year selection.SUPPLIER QUALITY IMPROVEMENT PR

29、OCESSSupplier Quality Measurements Procedure (GP-5)DEFINITION:Communication process to drive resolution of identified supplier problems.PURPOSE:To communicate, document, track and solve identified supplier quality problems.SCOPE:Intended use is for all suppliers supplying parts, materials and assemb

30、lies to customer plants to be on-line to receive electronic communications.PROCESS: Receiving plants identify problems with material and document the situation using the PR/R System. The problems are categorized into MAJOR DISRUPTIONS (Spill, Downtime or Stockouts) or “Normal” problem. The suppliers

31、 must remedy the situation with Containment (24 hours) as well as permanent corrective actions (15 days). As situations require, GM people will impose consequences (Cost Recoveries, Controlled Shipping, etc.). Parts Per Million information is based on actual discrepant that enter the production proc

32、ess.Note: GP-5 (GM-1746) last revision date is 11/97.SUPPLIER QUALITY IMPROVEMENT PROCESSCONTROLLED SHIPPINGDEFINITION:Level 1: A containment process to supplement Quality Measures processes (GP-5) if the problem is not contained.Level 2: A containment process under customer control.PURPOSE:To preve

33、nt non-conforming parts from reaching the customer and implement permanent corrective action in a timely manner.SCOPE:This process applies to suppliers with high PPM, unresolved PR/Rs, or warranty problems that have not been controlled through the PR/R process.PROCESS:Level 1: Customer initiated wit

34、h the supplier. The supplier contains the problem at the supplier location.Level 2: The containment process is under customer control. Containment conducted at the supplier, customer or third party location, at suppliers expense.SUPPLIER QUALITY IMPROVEMENT PROCESSQUALITY WORKSHOPSDEFINITION:A works

35、hop conducted at the supplier location to resolve specific quality issues.PURPOSE:To solve problems quickly, achieve immediate product quality improvements, and initiate a system for control and continuous improvement.SCOPE:May be conducted at any point in the Supplier Quality Improvement Process. Q

36、uality workshops are recommended when a product has high PPM, repeat PR/Rs, is in controlled shipping or when it is indicated during a discovery visit or risk assessment.PROCESS:A structured problem solving approach focusing on implementation during the workshop and action items for continuous improvements.Document current state, brainstorm improvements, evaluate, test and verify, and document improvements.SUPPLIER QUALITY IMPROVEMENT PROCESSSUPPLIER QUALITY IMPROVEMENT MEETINGDEFINITION:A meeting with the supplier and Worldwide Purchasing Mana