GE供应商体系审核标准

1、GENERAL BUSINESS总体营运Organization and Managemen畿织与管理）Support Questions:1. Provide updated organization chart for your business 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 objectivesff 关键成员的职责Scoring:1. Limited org

2、anization 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 能充分支持一个新工程的启动。3. Organization appropriate for scope of current business. Ro

3、les 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，但需要扩大人员及设备能力。5. Organization is currently staffed to handle additional business.

4、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，企业有能力及意愿促进企业开展。ments/Deficiencies:(Suggested Category Weight 4) (Supplier Grade)Opera

5、tional Goals营运目标Support Questions:1. What is your pany mission? Key measurement司的使命？ 关键措施？2. What are your current year business objectives? 年的业务目标?3. pare current year objectives to historical performance年和以往历史成绩的比拟4. Discuss business reinvestment. Give examples of domestic and international reinve

6、stment.论商务再投资。举例国和国外的投资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，从而能潜在阻碍贵司提供产品的能力Does your pany have a legal and policies pliance pro

7、gram? 是否有遵守法律法规的相关程Is there any outstanding regulatory or safety plaints still pending否有仍未解决的法规或平安 投诉Scoring:1. Key measurements are neither defined nor municated beyond staff level. Individual roles and responsibilities not defined to include accountability for meeting objectives. Goals are limited

8、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，根本没有长期方案的证据。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 part of total busine

9、ss 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。长期及短期的战略方案是企业整个经营方案的一局部。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 ten growth is an important part of business pla

10、n.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方案中。定期更新整体业务的进展。长期战略开展是企业经营方案的重要局部。ments/Deficiencies:(Suggested Category Weight 5) (Supplier Grade)Industry行业背景Support Questions:.5.Describe your major petencie锚述主要能力Are offshore suppliers a factor in current or future sales篡业务开展方向。Where are your growth opportunit

11、ies例B 里有增长时机What are your plans to capitalize on these opportunities轲禾1J用这些时机Market share, average annual growth rates over the past 5 years for your major products?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 pl

12、anningfor 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 withinthe industry. Product line offe

13、rings 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时机。5. pany 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 ma

14、rket 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工程执行情况Support Questions:1. What programs are currently underway in your facility?贵司目前执行了 哪些工程2. What was the last major program your pany pleted

15、? How long did it take to plete?3. 最近完成的主要工程？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工程？4. Outline program management personnel and resources available for program implementation.概要工程管理人员和执行体系的可利用资源Scoring:1. pany has not implement

16、ed 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/大工程，由于资源限制无法承当工程。PEBU可考虑借一定的资源以确保其成功引入。3. pany has successfully implemented mid/major programs in recent p

17、ast. 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/大工程，公司资源仅限于引入小型或中型工程，在业务成功授予之前PEBU希望其提供一个详细的工程方案其中需包含纠正措施。5. pany successfully implements mid/major programs on

18、 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/大型工程。资源可用且可成功保证工程执行。PEBU的资源参与将仅限于工程的管理层面。ments/Deficiencies:(Suggested Category Weight 5) (Supplier Gra

19、de)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?户如何评估贵司？3. Who are your major suppliers?要供给商?4. How do you measure them依口何评审供给商5. Provide examples of current reports and performance measures (e.g., on-time shipments,

20、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

21、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 a needed basis.Customer/supplier relationships are recognized as being important and are handled in a pr

22、ofessional 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方案。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. pany has established programs that pr

23、oactively 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及供给商表现。ments/Deficiencies:(Suggested Category Weight 3) (Supplier Grade)Pricing价格Support Questions:1. What percent of sales are international?外销售的比例?2. What are your plans

24、for expanding into international markets?国际市场的方案3. What petition do you see from international markets?!际市场看，你彳门有何竞争力4. Are you willing to share your cost structure with your customer!否愿意与客户共享本钱构造Do you have a formalized program for cost reduction and waste elimination:若有正式的体系，对于降低本钱和消浪费过去一些年，描述本钱节约

25、历Do you pass cost savings to your customers?否把本钱积累转移给客户Describe deflation/cost savings history over the past few yeScoring: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

26、 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。5. Customer base is worldwide due to ability to provide

27、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市 场。ments/Deficiencies:(Suggested Category Weight 3) (Supplier Grade)QUALITY 质量Management Responsibility理职责Support Questions:1. What

28、 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?疑心质量事件发生时，工场操作者们有无自由停顿生产？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

29、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 Managerexpected 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

30、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 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

31、彻底。5. There is clear evidence that well defined, effective goals are in place and municated, and that tl 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 Category Weight 5) (Supplier Grade)建议权重：5；供给商等级： Documentatio

32、n 文件Support Questions1. 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适宜的语言摆放在工位。3. What is th

33、e 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?参数和控制方案有没有文件化。Scoring:1. Documentation exists, but 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。

34、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 质量方案Support Questions:1. Are all new contracts reviewed prior t

35、o acceptance by appropriate personnel to ensure custome 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给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 q

36、uality 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方案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 important personnel in sales, engineering, purchasing or other

37、 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、 采购人员及其他客户层面的员工没有意识或参与到质量方案活动中。3. Evidence exists that almost all customer requirements are defined, documented and receive capability assessment.Only one or two customer interfaces

38、 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方案程序等某些特性，能力评估方面的缺陷及时纠正。5. All customer requirements are addressed with sound capab

39、ility assessment. Corrective action 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投诉。关键流程为6西格玛方式。ments/Deficiencies:(Suggested Category Weight 5)

40、(Supplier Grade)Traceability/Inspection and Test®踪/检验和测试Support Questions:1. Does the inspection and test plan include acceptance criteria, equipment, and documentation requirements?检验和测试方案有无包含承受标准，设备，以及文件化要求？2. Is ining material held until the required inspections/tests are pleted or necessary

41、 inspection/test reports arereceived 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方案对物料进展从原料到成品的验证和定义？4. Are traceability records kept from finished product to raw

42、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，无检验或测试方案。3. Traceability exists from finished product to raw material, but no documented procedure exists. Inspection and test pl

43、an 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，有检验和测试方案，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 exists (whi

44、ch 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。检验和测试方案包括承 受准那么、设备、检验文件且记录贯穿整个生产过程。ments/Deficiencies:(Suggested Category Weight 4) (Supplier Grade)Process Control/Statistical

45、 Process ContrOlt 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控制方案Which departments (finishing, sub-assembly, e哪沪部门 成品，半成品等CTQ characteristics C T Q 参数Who does monitoring 谁监视？How often the cha

46、racteristic is monitored (sample size / frequency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有适当的夕卜观标准?4. Have short term and long term capability studies been perf

47、ormed? 有做长/短期的能力分析?5. Are special cause variations in processes investigated and corrected?在过程中 调查和 纠正特殊偏差原因？Scoring:1. Little or no evidence of process contro比过程控制或过程控制有限3. Operators understand and work to station instruction 作者理解过程控制 5. Procedures are documented and maintained such that product ca

48、n 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 production process.有文件户的程序并保持，ments/Deficiencies:(Suggested Category Weight 5) (Sup

49、plier 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否达标1/10公差，保存是否能保证精度和能够使 用。2. What are the results of the repeatability &

50、; 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 equipmSnii? 口仪器的计量 是否完成？-equipment type & identification -methods of calibration & adjustment-仪器类型&定义-计量和调试方法-locat

51、ion-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？-U

52、pstream 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疑心原料？Scoring:1. Inspection, measurement, and test equipment is not capable of required accuracy/precision an is not calibrated regularly. ( R & R not performed or > 30% ).检验、测量、测试设备

53、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 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

54、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 taken when equipment is found to be out of calibration, and repeatability/rep

55、roducibility 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 方案或程序进展校验，但设备不在校准值围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 Action/Problem Solving 纠正行动/问题解决Support Questions:1. Is control provided for identi

56、fication, documentation, evaluation, segregation and disposition of non-conformingproduct帝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 written formal procedure exist for problem solving that defines root cause?有无正式文件定义根本原因

57、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 exists 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 and system change to prevent recurrence.全面控制不符合产品，构造化的问题解决方法预防措施、定义根本原