奔驰潜在供应商评价指引93完美版

1、潜在供应商评估指南 评估范围A -Management管理B - Technology and Development 技术与开发C -Quality质量D -Production生产E - Engineering (Product and Process) 工程(产品和过程)F - Logistics / Supply 物流与供应G - Sub-supplier Management 分供商管理H - Cost Management成本管理Scoring Guide打分指南Team evaluation must be recorded into Excel file. Input comm

2、ents on COMMENTS page. 团队评价必须用 Excel 文件记录，在注释页上输入注释。Points Color Definition Effect on DC processes在DC流程颜色表示的定义：an applied practice.0 red Supplier demonstrates neither a documented process/procedure nor 0分 红色 供应商示范既无文件化流程 /程序，又无应用的实例Process will certainly cause product failure and/or unsatisfactory c

3、ommunication with the customer 过程肯定会发生产品缺陷和招致顾客抱怨。1 red Documented process/procedure exists but is incomplete or not fully implemented. 1分 红色 有文件化流程 /程序，但不完善或没有完全的贯彻。Process will probably cause product failure and/or unsatisfactory communication with the customer 过程大概会发生产品缺陷和招致顾客抱怨。2 green Process/p

4、rocedure is completely documented and acceptably implemented.2分 绿色 流程 /程序是完整的并备有证明文件，贯彻情况可以接受。Process will probably not cause any product failure and/or unsatisfactory communication with the customer 过程大概不会发生产品缺陷和招致顾客抱怨。3 green A completely documented process/procedure is fully implemented and meets

5、 minimum requirements. 3分 绿色 具有完整的备有证明文件流程 /程序，并得到完全地贯彻。According to the evaluation team' s expertise the process will not cause any product failure and/or unsatisfactory communication with the customer 依照评估团队专家的意见，过程不会发生产品缺陷和顾客抱怨。N/A green N/A 项 绿色The evaluation team agrees that this question s

6、hould not be scored. Enter NA into the Score box and explain reasons on COMMENTS page.评估团队同意不记分的这些问题，记分箱内输进NA，并在注释页解释原因。Question is not applicable for this particular commodity/process 对于特殊的商品 /过程，问题不适用。Note The team must reach a consensus on each question score. 注意：每一项问题的打分，团队必须达成一致意见。A -Management

7、/ 管理Comments: 注解：The Management (e. g. Board of Management, Plant Management.Section Management)develops thequality policy for the company, defines it and commits all areas and levels to it. This allows specific quality goals and also a quality system (Q system) to be agreed upon. Quality must be re

8、garded as an overall man ageme nt task. The man ageme nt must concern itself with the follow ing subjects:提交并详细说明所有范围、级别的公司经营(例如：管理部门、工厂管理、项目管理)发展的质量方针。允许 已经同意的特殊目标和质量体系。质量必须当作一项全面的经营任务。经营必须涉及它自身具有的如下题目： Busi ness Pla n* 商业计划 Comparis on of in ternal & exter nal performa nee data国内外性能资料对照 Bus in

9、 ess results商业成果 Employee satisfact ion员工满意 Customer satisfact ion客户满意“ Managemenf' describes the organizational entity in the company that is responsible for profitand loss.管理层描述在公司内负责利润和消耗的组织实体。Remark: * = Busin ess pla n means: local pla nt performa nee targets注，商业计划意味着：当地的工厂执行目标Checklist Ove

10、rview:评审清单总览1 Have goals been defined and are they consistently being followed?是否制定目标，并且始终遵循？1a Does the supplier have process to update their bus in ess Plan?供应商是否有更新商业计划的流程？1b Are objectives developed from the bus in ess pla n?所有目标是否都源于商业计划？2 Is there a process for man ageme nt review?是否有管理评审流程？2a

11、 Are objectives defi ned and con trolled on all levels?是否界定和控制所有等级的目标？2b Does the supplier perform regularly scheduled quality audits intern ally?供应商是否实施定期的内部质量评审？2c Do preve ntive and reactive measures derive from this evaluati on?是否有针对评审(结果)的纠正和预防措施？3 Is there a process for evaluati ng the capabil

12、ity of the established resources (employees, equipme nt, methods, material)?是否有流程来评估已经建立的资源能力(如人员、设备、方法和材料)？3a Does the organization identify and allocate appropriate resources for increase of customer satisfaction? 为提高顾客满意度，组织是否识别和分配适当的资源？4 Is there a process for the management of employee satisfac

13、tion with suitable methods? 是否有合适的方法来管理员工满意度的流程？4a Does the supplier have a process for quality awareness?供应商是否有关于 （提高 ）质量意识的流程？4b Does the supplier promote any motivational activity （e.g. small group activity） to assure and improve the quality?供应商是否推行员工激励活动（例：小组活动）以保证和改善质量？5 Does a training program

14、 exist which supports achieving the scope of business and fulfillment of customer requirements?是否有支持完成商业经营范围和履行顾客需求的培训计划？5a Does the supplier have documented training and development programs for its personnel? 供应商是否有针对员工的书面化的培训和开发计划？5b Individual Training: does the training program fit to the job s

15、pecifications? 个人培训，培训计划是否合适于岗位说明？5c What kinds of information do the employees get about customer requirements and about achievement of objectives?在顾客需求和目标绩效方面，员工得到了哪些信息？A1Have goals been defined and are they consistently being followed? 是否制定目标，并且始终遵循？Comments: 注解：“ Goals ”are specifications for pr

16、oducts, processes, operations and services defined for all levels. These objectives are derived from customer requirements, the competitive situation, the legal environment and internal requirements as well as adherence to the zero defect strategy目标是 .对于产品、过程、操作和所有级别服务界定的规范。这些目标源于顾客的要求、竞争的位置、法定的环 境、

17、国内需求以及坚持零缺陷战略。Examples:ppm-data,ppm 数据non conformance data,不合格品数据quality costs,质量成本A1aDoes the supplier have a process to update their bus in ess pla n?供应商是否有更新商业计划的流程？Comme nts: 注解：orA “ bus in ess pla n " is a docume nt with compa ny -specific, strategic projects and goals to be fulfilled ach

18、ieved in a defined period.商业计划是一种文件，含有公司特定在某一时期要实现或达到的战略性计划和目标。A “ bus in ess pla n” is a cdettodocume nt商业计划是一个受控文件。Examples:例如：written operating system process,书面的运行系统流程 procedure or practice程序或惯例A1bAre objectives developed from the bus in ess pla n?所有目标是否都源于商业计划？Comme nts: 注解：Objectives should be

19、 fixed in a way to achieve fulfillme nt of Busin ess pla n.确定目标以完成商业计划Examples:例如：a) Corporate-wide objectives公司范围的目标 Improvi ng market share改进市场份额 Con ti nu ous quality improveme nt质量持续改进b) Product-related objectives同产品有关的目标 Scrap-failure rates废品/故障率 delivery quality (ppm)交付质量(ppm) Process capabili

20、ty improvement (Cpk, Ppk)改进过程能力(Cpk, Ppk)Reliability improveme nt改进可靠性 Environmen tai tolera nee.环境的忍受力e) Customer-related objectives与顾客有关的目标 Shorte ning of order process ing time (inq uiries, orders) (differe nee in days)缩短定单处理时间(询价、定购)(以天区分) Improveme nt of customer satisfaet ion (reductio n of th

21、e nu mber of customer eomplai nts eha nge %)改进顾客满意度(减少顾客抱怨的数量变化率%) Reduct ion in the react ion time in the eve nt of eomplai nts (differe nee in days)在抱怨事件方面减少反应时间(以天区分) Improvi ng delivery reliability (on-time performa nee).改善交付可靠性(准时履行)d) Gen eral objectives总体目标 Cost redueti on减少成本Adva need qualit

22、y pla nning先期质量策划 In ereas ing employee satisfaet ion不断增加的员工满意度 Mon itori ng the effective ness of corrective aeti ons监测纠正措施的效果 Quality system upgrade from ISO 9001 to ISO/TS 16949质量体系从ISO 9001 升级到ISO/TS 16949 Further developme nt towards TQM, EQA etc.更进一步地向TQM, EQA等发展e) Product ion related与生产有关的 pp

23、m_data,PPM noncon forma nee data,不合格品数据quality costs,质量成本*abse nteeism.缺勤率A2Is there a process for man ageme nt review?是否有管理评审流程？Comme nts: 注解：Compa ny man ageme nt must periodically (at least once each year) en sure that the established quality system (with all eleme nts) is effective and meets the

24、n eeds of the orga ni zati on. The aim of this assessme nt is tocon ti nu ously optimize and adapt to cha nged con diti ons (market, tech no logy etc.).公司管理层必须定期的进行管理评审(每年至少一次)，确保已制定的质量体系(所有元素)是有效的，并满 足组织要求。预定的目标要不断优化以适应市场、技术条件的变化。A2aAre objectives defi ned and con trolled on all levels?是否界定和控制所有等级的

25、目标？Comme nts: 注解：Objectives must be developed and followed up on all levels from top management to the shop floor.目标必须从最高管理层到车间现场各个级别上展开，并且得到遵循。Examples:举例：Goals/objectives :目标/目的a) Corporate-wide objectives公司总体目标 Improvi ng market share改善市场份额 Con ti nu ous quality improveme nt质量持续改进b) Product-relat

26、ed objectives与产品相关的目标 Scrap-failure rates废品/故障率 Supplier delivery quality (ppm)供应商交货质量ppm Process capability improveme nt (Cpk, Ppk)过程能力改进 (Cpk, Ppk) Reliability improveme nt改进可靠性 Environmen tai tolera nee.环境忍受力e) Customer-related objectives与顾客相关的目标 Shorte ning of order process ing time (inq uiries,

27、 orders) (differe nee in days or hours)缩短订单处理时间(询价、定购)(以天或小时区分) Improveme nt of customer satisfaet ion (reductio n of the nu mber of customer eomplai nts eha nge %)改善顾客满意度(减少顾客抱怨数量的变化率%) Reduct ion in the react ion time in the eve nt of eomplai nts (differe nee in days or hours)减少顾客抱怨事件的反应时间(以天或小时区分

28、)。 Improvi ng delivery reliability (on-time performa nee).改进交付可靠性(准时履行)d) Gen eral objectives总体目标 Cost redueti on降低成本Adva need quality pla nning先期质量策划 In ereas ing employee satisfaet ion增进员工满意度 Mon itori ng the effective ness of corrective aeti ons监测纠正措施的有效性 Quality system upgrade from ISO 9001 to I

29、SO/TS 16949质量体系从ISO 9001升级到ISO/TS 16949 Further developme nt towards TQM, EQA, MBA etc.进一步朝TQM, EQA, MBA 等发展Man ageme nt review:管理评审：The review can be done by gathering and evaluating the following information通过收集和评估下列的信息来完成评审 Quality status report质量状态报告Regularly scheduled quality meet ings定期的质量会议Qu

30、ality in dices with respect to objectives与目标相关的质量指标 Internal quality audit reports with derived measures来源于测量的内部质量审核报告 Status of the con ti nu ous improveme nt process持续改进过程的状况 Results of product and process an alysis with corrective actions产品或过程采用分析和纠正措施的成效 Reports on customer satisfacti on顾客满意度的报告

31、A2bDoes the supplier performs regularly scheduled quality audits intern供供应商是否实施定期的内部质量审核？Comme nts:注解： Does the man ageme nt provide appropriate resources for internal audits （system, process, and product）?管理层是否为内部审核（体系、过程、产品）提供了适当的资源？ How are results of internal audits in cluded into the man ageme

32、nt review?内审的结果如何被纳入管理评审Examples:例如： Supplier audits,供应商审核 internal audits （system, layered process, product）内审（体系、分层的过程、产品）A2cDo preve ntive and reactive measures derive from this evaluatio n?是否有针对评审（结果）的预防和纠正措施？Comme nts:注解：The resp on sibility and authority for orga ni zati on of corrective acti

33、ons must be defi ned.必须确定纠正措施组织的职责和职权 Resp on sibilities must be defi ned for the coord in ati on, report ing and mon itori ng of corrective actions.对于协调、报告和纠正措施的监控必须要确定职责 Mon itori ng covers both the carry ing out of remedial measures and the in spect ion of their effect iven ess.监测包括补救措施的输出和成效的检验E

34、xamples:例如： root cause analysis and identification根本原因分析和证明 Determ in ati on of measures and resp on sibilities确定措施和责任人 informing the affected and resp on sible departme nts提供情报的、受到影响的和有责任的部门 Determ in ati on of mon itori ng mecha ni sms.确定监测机制A3Is there a processfor evaluatingthe capabilityof the e

35、stablishecresources (employees, equipme nt, methods, material)?是否有流程来评估已经建立的(如人员、设备、方法和材料)资源能力Comme nts:注解： so that n ecessary processes work effectively. The man ageme nt has the task of providi ngthe finan cial andstaff resources for fulfilli ng the requireme nts.管理层有责任提供履行该流程中所需的资金和人力资源，以便于必要的流程能

36、够有效地进行。Examples:例如： Qualified staff with task-related capabilities for management, process-orientation,implementation andin spect ion activities (in cludi ng project man ageme nt)具备管理、过程开发、执行和检查(包括项目的管理)相关工作能力的资深员工。tech ni cal equipme nt for product developme nt and manufacture作为产品开发和制造的技术装备 Compute

37、r support, e.g. for data an alysis, graphic displays, process con trol, statistics, quality pla ns作为数据分析、绘图显示、过程控制、统计、质量策划的计算机支持A3aDoes the orga ni zati on ide ntifies and allocatesappropriateresourcesfor in creaseof customer satisfacti on?为了提高顾客满意度，组织是否确定和分配了适当的资源？Comme nts:注解： Is there a process o

38、r procedure for ide ntificati on and allocati on of resources?是否有确定和分配资源的一个流程或程序？ Does the supplier have adequate buildi ngs, facilities and equipme nt for produci ng parts that would satisfythe quality requireme nts of the car manu facturer(s)?对于是否能生产出满足车辆制造商质量要求的零件，取决于该供应商是否具备充足的厂房，设备和装备？Are the d

39、edicated resources qualified for their tasks?投入的资源是否能够完成任务？Examples:例如： How and whe n are resources pla nn ed?什么时间，如何计划资源？ How are the pla ns released?如何发放计划？ How do you make sure that the established resources fulfill the customer requireme nts?如何确保已制定的资源能够满足客户的要求？<Pla ned Equipme nts , machi ne

40、s, tools, huma ns, methods, material, supplied parts,suppliers.计划好的设备，机器，工具，人员，方法，材料，供应零件和供应商 Qualified staff with task-related capabilities for management,process-orientation,implementationandin spect ion activities (in cludi ng project man ageme nt)具备管理、过程开发、执行和检查(包括项目的管理)相关工作能力的资深员工。tech ni cal e

41、quipme nt for product developme nt and manufacture作为产品开发和制造的技术装备 Computer support, e.g. for data an alysis, graphic displays, process con trol, statistics, quality pla ns.作为数据分析、绘图显示、过程控制、统计、质量策划的计算机支持A4Is there a processfor the managemenof employeesatisfactiorwith suitable methods?是否有管理员工满意度的流程及合适的

42、方法？Comme nts: 注解：Is employee satisfacti on a man ageme nt prin ciple? Is employee satisfact ion maintain ed?员工的满意度是否作为一项管理原则？是否保持员工满意？Examples:举例：Work ing con diti ons, work locati on, environment, equipme nt工作条件，工作场所，环境及设备 Health and safety measures健康和安全保障措施 Com mun icatio n on an in dividual and c

43、ompa ny wide level员工个人和公司范围各级别进行j沟通 Employee performa nee evaluati on, agreed goals, career pla nning员工的业绩评估，共同目标，职业计划In volveme nt in quality matters参与质量活动System for recog nizing and rewardi ng performa nee认可和奖励成绩的体系 Job security工作安全Further in dicators can be:可更进一步指示：Abse nteeism缺勤率 Pers onnel tur

44、nover人员流动«Use of compa ny facilities公司设施的使用A4aDoes the supplier have a process to improve quality aware ness?供应商是否有关于（提高）质量意识的流程？Comme nts: 注解：*A writte n procedure defi ning the quality aware ness.明确质量意识的书面程序 Do measures for improveme nt of quality aware ness and morale exist?是否有提高质量意识和士气的措施？W

45、hich measurables in dicate employee satisfact ion?那种测试能够说明员工的满意度？Examples:例如：* Improveme nt suggesti ons改进建议 Quality circles质量循环Zero defect programs零缺陷计划* Poster campaigns, competitions活动海报，竞赛Tra ining, in formati on meet ings培训，信息会议Awards 奖励Workshops.车间A4bDoesthe supplier promote any motivatio nala

46、ctivity (e.g. small group activity) to assurea nd improve the quality?供应商是否推行员工激励活动(例：小组活动)以保证和改善产品质量？Comme nts: 注解：The quality and performanee capabilities of a company are not only dependent on the technical andorga ni zati onal capabilities and the bus in ess resources, but far more so on the qua

47、lificati on and motivati on of employees to perform well.一个公司的质量和业绩的能力不但要依靠技术，组织能力和商业资源，还需要依靠大量有资格、有抱负的员工来完成任务。Examples:举例： Docume nted team activities,文件化的团队活动 Meet ing minu tes,会议记录 Impleme ntati on Pla ns,执行计划 Quality Circles质量循环A5Does a training program exist which supports achiev ing the scope

48、of bus in ess a fulfillme nt of customer requireme nts?是否有支持完成商业经营范围和履行顾客需求的培训计划？Comme nts: 注解：“ Trai ning program ” means the determ in atio n of the en tire training n eeds and appropriate actions in all areas of the compa ny.“培训计划”是指在公司所有范围内确定完整地的培训需求和安排适当的培训活动A5aDoes the supplier have docume nte

49、d training and developme nt programs for its pers onn el?供应商是否有针对员工的书面的培训和开发计划？Comme nts: 注解：All employees at all levels who carry out work, which affects quality, must be included. Requirement profilesmust be defi ned on a fun cti on-related basis.各个级别的全体员工，凡是有可能影响到质量的，都必须包含在需要培训的名单之内。必须要在与实际职能相关的基

50、础之上，制定该需求大纲。The training and further training activities must be summarized on an in dividual basis.必须在个人的基础上对培训和进一步的培训进行概括和总结。The summary should clearly show implementedand still-open training measures, and the level ofachieveme nt must be in dicated.总结应该明确展示已完成和仍未完成的培训数量，必须说明达到的水平。The training pro

51、gram en compasses all internal and exter nal training activities and its effective ness shouldbe exam ined periodically.这些培训项目涵盖了内部、外部所有的培训活动，并且需要定期检查培训的实效Examples:举例： Grades, certificates or con firmati on of participati on may be used as means of dem on strat ing participati on可采用评级，证书或参与者确认等作为论证方

52、法。*Tra ining procedure, Training pla ns培训程序，培训计划*Tra ining schedules for new hires新雇员的培训进度表*Tra ining schedule for cha nge of processes and tech no logy过程和技术变更的培训进度表Trai ning metrics, trai ning records培训奖励、培训纪录A5bIn dividual Trai ning: does the trai ning program fit to the job specificat个人培训； 培训计 划是

53、否合适于岗位说明？Comme nts: 注解： How are trai nings pla nn ed?培训是如何策划的？ Do executive management and top management take part in the training program?行政管理层和最高管理层参加培训吗？ On which basis do you detect needs for training and qualification measures?以什么为基础探测培训和资格测量的需求？ How do you determ ine n eeds for qualificati on

54、 and trai ning?怎样确定资格和培训方面的需求？Examples:举例： materials in spector certificate材料检查员证书welder certificate 焊接证书* certificate for non -destructive materials testing (X-ray testing)非破坏性原材料试验证书(X-光测试)A5cWhat kind of information do the employeesget about customer requirementsand about achieveme nt of objectiv

55、es?在顾客需求和目标绩效方面员工得到了哪些信息？Comme nts:注解：The employees have to know which customer they are working for, and any specific customer requirements, as well as which objectives they have to follow?在员工除应该理解的那些目标之外，还应该知道，他们正在为那些客户加工产品，以及客户的特殊需求等细节。Remark: At the shop floor it must be in cluded in work in str

56、uct ion and or con trol pla n.注：在车间现场，这些内容必须要包括在工作指导书和/或控制计划中。Examples:例如：The curre nt status of achieveme nt may be show n, for example, by quality in dices.例如用质量指标展示目前达到的状态。* Prese ntati on of quality related costs展示与质量有关的成本* Prese ntati on of rework (am oun t/costs)展示返工品(数量/成本)* Prese ntatio n of audit results展示审核结果* Comparis on of developme nt objectives and developme nt status发展目标与发展状况对照* Prese ntati on of customer satisfact ion展示顾客满意度B - Tech no logy and Developme ntComme nts:注解：The tech no logy and d