摩托罗拉公司供应商质量体系评审标准
摩托罗拉供应商评估表

Supplier Self Assessment GuidelinesThe supplier shall identify a single point of contact to serve as the overall champion responsible for compiling information from each individual section of the capability mapping.The supplier shall identify section champions for each section who will be responsible for ensuring all questions are answered thoroughly and accurately.Each question of the capability mapping must be reviewed and scored prior to returning to Motorola. Strengths/Opportunities/Notes section to be fully utilized to support the score and to provide future action plansAny question, the supplier scores as a “4” should be assumedto be a “best practice” or “best-in-class”.All questions scored as a “4” require following from thesupplierAn explanation that describes the supplier’s compliance withthe “4” scoreEvidence in the form of documentation, records, charts,etc. are required to support a score of “4” and mustbe shown prior to the assessment team leaving the supplierfacility.The overall supplier champion will collect and review the self-assessment information from each of the supplier’s section champions.The overall supplier champion will serve as Motorola’s single point of contact for further discussion on any issues raised with the self-assessment response.6.0The overall supplier champion will be responsible for ensuring that theself-assessment is completed in the time allotted by Motorola.7.0 A soft copy of the Capability Mapping form is available that can be openedin Microsoft Word. Check boxes can be checked automatically by double clicking. Supporting statements can be typed directly into the text boxes. The completed form must be emailed back to the Motorola team leader in the same format as sent.Quality SystemQuality Management0 No reviews with management occur2 Irregular reviews of quality metrics including field returns with management occur with some coverage of cycle time and on time deliveries 4 Regular reviews of quality metrics including field returns with management occurwith coverage of metrics and actions plans for improvement of cycle time, on timedelivery, and internal assessments.ISO9001 or ISO9002 or QS90000 Has no plans, no accreditation1 Working towards approval2 Evaluation date confirmed and registrar identified3 Approved or meets the requirements of ISO9001/ISO9002/QS9000 and has beenaccredited for less than 3 years, last external audit available with correctiveactions4 Approved or meets the requirements of ISO9001/ISO9002/QS9000 and has beenaccredited for 3 or more years, last external audit available with correctiveactionsInternal Auditing of Quality Procedure System0 No internal auditing exists1 Auditing occurs, but there is no formal procedure2 A formal procedure exists and is deployed3 A formal procedure exists, audits are routinely scheduled and deployed,corrective actions taken and results evident4 A formal procedure exists, audits are routinely scheduled and deployed,corrective actions taken and results are achieved and reviewed with seniormanagementManagement Responsibilities0 No documentation exists for Responsibility / Authority1 There is an organizational chart outlining Responsibilities, communicated to allemployees2 There is an organizational chart outlining Responsibilities included in thecompany quality manual3 The responsibilities and authority of all department / functions clearly defined(especially quality function)4 The responsibilities and authority of all department / functions clearly definedand mapped . a Responsibilities, Authority, and Informed Matrix; RAI)Quality System Software Tools0 No quality system software in use2 Quality system software which records defect traceability and trends, is in usefor some areas & data is available for review within 24 hours4 Quality system software which contains defect traceability and trends, is in usefor all areas & is available on-line real-timeProduct and Production document control0 No evidence of document control2 Formal, controlled, documentation exists, non-conformances were observed4 Formal, controlled documentation exists, NO non-conformances were observed1.7Customer Field Return Rate0 Does not measure2 Measures return rate and has established improvement goals4 Measures return rate, has established improvement goals, and improvement planswith demonstrated resultsFailure Analysis Capability (Root Cause Material Analysis)0 None2 Contracted out4 In-house facility or has the knowledge and skills to interpret any subcontractedFABenchmarking Improvement Results0 Does not have evidence of benchmarking2 Proactively participates in benchmarking industry best practices4 Proactively participates in benchmarking industry best practices and has recordson file by production area/technology of industry best practicesBusiness SystemsBusiness Disaster Recovery Plan0 No plan exists2 A plan has been fully developed and there are plans to implement4 A plan has been fully addressed and is prepared for a catastrophe in all factorieswhere customer's products/data are made/stored which includes offsite software back up storageCapacity Planning0 No planning process exists2 Infrequent use of Capacity Planning process to forecast capital expenditures,few records exist4 Capacity Planning process occurs regularly to forecast capital expenditures,records on fileEnvironmental Control Program0 No program exists2 A limited environmental program exists and is documented and at a minimum thereis evidence that the supplier is compliant to local and federal regulations4 ISO 14001 certified, a documented comprehensive business strategy exists whichdrives the organization to adhere to all local and federal standards, with evidence that environmental impact audits are conducted and acted upon (examples include Lead Free, Halogen free, recycling, waste elimination, showing plans and time scales)Internal Information Technology Systems Support0 No full time staff dedicated to systems2 Information Systems support is outsourced4 Full time dedicated IT staff which supports all internal business, quality, andproduction control systemsMotorola Schedule Sharing0 No use of Schedule Sharing2 Downloads weekly are used for production scheduling, if a new supplier, able andwilling to receive internet based scheduling information.4 Downloads weekly are used for production scheduling and part commitments arereturned to customerPercent of Supplier's Assessed Facility Revenue is from Motorola0 Greater than 40%2 Between 20% and 40%4 Less than 20%Housekeeping and Safety0 No active housekeeping and safety programs exist2 Active housekeeping and safety programs exist including audits, schedules,documentation, and reporting to goal4 Aggressive housekeeping and safety goals and metrics are in place and are reviewedregularly with senior management and improvement plans are documentedReturn Material Authorization Numbers (RMA) Cycle Time0 RMA or equivalent numbers are assigned greater than 24 hours after request fromcustomer2 RMA or equivalent numbers are assigned in less than 24 hours after request fromcustomer4 RMA or equivalent numbers are assigned upon demandDedicated Global Motorola Account Manager0 None, no plans: fragmented to local sales office2 Motorola Account manager with direct sales responsibility4 Dedicated Global Motorola Account ManagerDesign TechnologyEarly Supplier Involvement Process0 ESI records are not evident2 Implementation of an ESI process is defined, limited experience, some recordsexist4 Normal business practice, a process is defined and the supplier has recordsdemonstrating regular, successful application of ESI, customer cost savings is trackedElectronic Data Transfer and Design Software System (Computer Aided Design - CAD)0 No electronic data transfer possible2 Electronic data transfer and design software is adequate (may have to convertfiles)4 Electronic data transfer and design software is compatible or exceeds Customerrequirements, utilizing the latest improvements in design modeling technologyCalibration of Design Lab Test Equipment to Applicable Standards0 Equipment is not in calibration2 A calibration procedure with schedule, inventory, and recall systems exists, nodeficiencies found4 Calibration intervals are determined through analysis and all calibration occursin a temperature and humidity controlled environmentPrototype Fabrication Capability0 All prototype requirements are outsourced2 Capable of some prototyping in house4 Capable of prototype design and fabrication in-houseDesign Evaluation Tools0 No tool use evident2 Design process utilizes basic design and evaluation tools (for exampleAccelerated Life Testing, Failure Mode Effects Analysis, thermal shock,mechanical shock, vibration, corrosive atmospheres)4 Design process utilizes advanced tools for product reliability & designrobustness (for example, Highly Accelerated Life Testing, Highly AcceleratedStress Screening, Advanced Finite Element Analysis)In-house Tooling Capability0 All tooling requirements are outsourced2 Capable of tooling repair and maintenance in-house4 Capable of tooling design, fabrication, repair, and maintenance in-houseProduct Qualification/Certification Process0 Has no procedure and/or process2 Has a documented process with procedures, some records exist4 Has a documented process with procedures, records exist for all new products3.8New Product Introduction (NPI) - Internal Design Reviews and Project Management0 Supplier has no NPI process2 A Project Manager leads all new product development design reviews at projectinitiation and at each prototype stage, tracks schedule, development cost anddelivery4 Project Manager regularly reports project status to customers and seniormanagementNew Product Introduction (NPI) - Development Engineering to Manufacturing Hand Over Process0 Supplier has no documented process2 Documented internal design reviews occur with required participation ofEngineering, Manufacturing and Quality Assurance4 Clearly defined responsibilities exist in project documentation for processcharacterization, work instruction development, cycle time/capacity planning, Advanced Quality Planning, and a Quality Control Plan, Manufacturing and Quality Assurance are required signatures in order for project to go into productionProduct Reliability Improvement Program0 No program(s) in place2 Some reliability testing occurs4 Has documented programs being conducted which are used to predict productimprovement/reliability, records existDesign Process Avoids Hazardous and Environmentally Sensitive Materials0 No consideration2 Full consideration for disposal and traceability of hazardous materials4 No hazardous materials used in design processProduction TechnologyEquipment Condition0 Equipment adds to cost, cycle time, or limits production flexibility2 Equipment in good working condition, some equipment is latest technology for thecommodity4 All equipment is state of the art for the commodityCapable Equipment for Production0 Equipment is not capable of producing product to the technology needed2 Most equipment is capable of producing product to the technology needed4 All equipment is capable of producing product to the technology needed and isbest-in-classSoftware Control (Computer Aided Manufacturing/Computer Integrated Manufacturing)0 Not evident2 Production machinery is computer controlled4 Production machinery is networked to production MRP system and reports productionquantities and defects on lineDefect Identification and Handling0 Parts are inspected by the on-line operator, or by a dedicated inspector, defectsseparated from good material by hand2 Some parts are inspected for critical parameters by the production machinery andcan be automatically rejected and separated from good material4 All parts are inspected by the production machinery for critical parameters andcan be automatically rejected and separated from good materialEmerging Production Technologies Roadmap0 Not involved in emerging technologies2 Acting upon a roadmap to incorporate new production technology, includingtimelines and funding4 Acting upon a roadmap, which is aligned with Customers future needsProcess ManagementWork Instructions0 No work instructions exist, or work instructions are inadequate or do not matchcustomer specifications2 Work stations/work cells are defined, illustrated work instructions exist butare not thoroughly documented4 All processes have defined work stations/work cells; illustrated workinstructions exist, are followed, and match the latest issue of the customer'sspecificationProcess Set-Up Checklists0 No process checklists in use2 Process checklists implemented on most processes (>50%)4 Process checklists implemented on all processes and are documented with currentproceduresStatistical Process Controls Implemented0 No SPC in use2 Some SPC in place4 SPC in place for critical processes and adjustments to the process are made basedon the SPC dataMeasurement System Analysis (Gauge Repeatability & Reproducibility Studies - G R & R)0 No Measurement System Analysis completed2 Some Measurement System Analysis for critical processes have taken place (G R& R above 30%, action plans exist for improvement)4 All Measurement Systems for critical processes are below 10% G R & RProcess Characterization & Advanced Quality Planning (AQP)0 No processes have been characterized / assessed2 Many processes have been characterized / assessed (50%), (for those processeswith Cpk's< there should be evidence and plans to address process optimization along the lines of AQP)4 All processes have been characterized / assessed (Cpk's> for all criticalprocesses), with evidence of an AQP checklist containing:- Timing Plans, Process Flow Maps, Process Failure Mode and Effects Analysis (P-FMEA), Measurement Systems Analysis (MSA) such as Gauge Repeatability and Reproducibility studies, Quality Control Plans, Capability Studies, ongoing Statistical Process Control (SPC)Production Related Preventive Maintenance Actions0 PM procedures do not exist2 PM procedures and schedules exist, records are available4 Evidence of proof, mean time to assist, is used to determine the correct PMintervals, no non-conformances foundProduct/Process Change Control (Due to Engineering/Process Change)0 Change product/process not controlled2 Change product/process controls exist for all manufacturing areas, are followed,records exist, and customer's are informed of change4 Proactively informs customer prior for change and seeks confirmation and writtenapproval before change is madeCalibration of Factory Test Equipment to Applicable Standards0 Equipment is not in calibration2 A calibration procedure with schedule, inventory, and recall systems exists, nodeficiencies found4 Calibration intervals are determined through analysis; and where required bymanufacturer, all calibration occurs in a temperature and humidity controlled environmentDefect Tracking/Reporting0 No defect tracking in place2 Defect data tracked for many processes and is compiled but not acted upon4 Defect tracking is in place at all test/inspection gates, data is compiled andprioritized (Pareto), corrective actions are reported at least quarterly with senior management and customers, improvements can be observedNon-conforming Material (NCM) Handling Control0 No procedure or no control exists2 A procedure exists to control and segregate non-conforming material, somenon-conformances observed4 A procedure exists to control and segregate non-conforming material, NOnon-conformances observedCycle Time Reduction Program0 No program documented2 A documented plan exists for the business, which focuses on cycle time reduction 4 A documented plan exists which drives the entire operation to a 10X-5 year (37%reduction per year) cycle time improvement goal and records exist which show progress to the goalManufacturing Process Avoids Hazardous and Environmentally Sensitive Materials0 No consideration2 Materials are monitored with metrics to goals4 No usage of hazardous and environmentally sensitive materials or ISO 14000certifiedTraining and Human ResourcesEmployee Training0 Evidence of internal training does not exist2 Evidence of internal training exists, and a training plan and matrix are in place,some non-conformances found4 Records of all training, internal and external, are available including topicson problem solving, quality techniques, and customer satisfaction programs; no deficiencies foundCross Training/Job Rotation0 No evidence of cross training or job rotation2 Has a few key factory operations identified and cross training in place4 Has cross training in place for key factory operations and promotes jobrotationManufacturing Operations Training0 No substantial records found2 Qualified vocational programs in place . specific skill training)4 An organized, progressive career plan exists and encourages multiple vocationskill sets for employeesEmployee Awareness of Company Goals and Objectives0 No employee awareness of quality system and responsibilities2 Adequate system to communicate yield and quality data to employees4 Employees are fully aware of company’s goals, key drivers, and forward pl ansto address customer satisfactionSocially, Ethically Responsible Employer0 No documented code of conduct2 Documented code of conduct with evidence4 Documented code of conduct with evidence and active corporate citizenship programMaterials ManagementSupplier's Supply Base Control0 No controls in place1 A revision controlled preferred supplier list exists2 On site external supplier audits occur and a revision controlled preferredsupplier exists3 Quality reviews occur, on-site supplier audits occur and a revision controlledpreferred supplier list exists4 Quality reviews occur, on-site supplier audits are conducted, a revisioncontrolled preferred supplier list exists, and the supplier has a documented process and proactively pursues external supplier certifications for some major commoditiesEDI/Internet Capability for Supplier’s Material Requirements0 None2 Demonstrates some EDI to Supplier’s Supply Base, . batched transactions4 There is a seamless transition of material from the Supply Base without manualentry of data or other interventionConsignment Inventory Program (Hubbing)0 No use of Consignment Inventory2 Hub used for a few customers4 Hub used for all customersMaterial Handling Control0 No handling control in place2 A procedure is in place, which is not fully implemented . FIFO but inadequatestorage)4 A procedure is in place with full inventory control . storage, ESD, storageconditions, handling, shelf life, etc.)7.5Material Planning System0 No system or is manually done2 Fully integrated material planning, inventory, tracking, and shipment system arein place . MRP)4 Fully integrated system - "order to cash" - in place . SAP and MRP II)Work in Process Inventory Management0 No shop floor control system exists2 Partially automated or manual shop floor control system exists with specialattention to inventory reductions systems and on-time customer deliveries4 Continuous process flow exists utilizing automated and on-line tracking ofcustomer orders which aides in reduction of overall manufacturing cycle time andimmediate defect prevention and on-time customer deliveriesSupplier Inventory Turns0 Does not track2 Tracked, but no corrective action taken4 Tracked with goals and evidence of improvement plansOn-Time Customer Delivery0 Does not track2 Tracked, but no corrective action taken4 Tracked with goals and evidence of improvement plansPurchased Material Qualification & Certification0 No documented process in place2 A documented procedure has been implemented and some evidence of purchasedmaterial qualification exists4 A documented procedure has been implemented and pervasive supplier qualificationand certification records exist to demonstrate on-going managementInternal, Proactive Cost Reduction Programs0 No programs exist to pursue cost reduction opportunities2 Supplier has documented a few cost reduction opportunities based on proactive,internal research4 Supplier proactively pursues cost reduction opportunities in the areas of design,materials, labor, process and overhead and has more than a year of cost data to supportOpen Book Accounting0 Does not participate2 Proactively shares material, labor and test costs4 Proactively shares material, labor, test and manufacturing costsMaterial Control Traceability0 None2 Uses date/barcode serialization or batch controls4 Has positive identification, verification, and documentation of all materialused in the products producedQuick Turn Delivery0 Supplier does not participate2 Some quick turn capability exists4 Quick turn capability exists in a dedicated facility with dedicated resources .equipment, funding, people, etc.)Bar Code Labeling0 Does not bar code2 Many shipments are bar coded4 All shipments are bar coded per Customer specifications。
供应商质量管理体系评估标准

供应商质量管理体系评估标准供应商质量管理体系评估标准一、引言本文档旨在制定供应商质量管理体系评估标准,以确保供应商的质量体系达到一定的标准,致力于提供高质量的产品和服务。
二、评估准则1.供应商管理体系1.1 供应商的组织结构及管理责任是否合理明确;1.2 供应商的质量管理体系是否完善,包括质量目标、流程与程序等;1.3 供应商的质量文件是否齐全并与实际操作相符;1.4 供应商对员工的质量培训是否有效进行;1.5 供应商是否采用适当的质量管理工具与方法。
2.产品质量控制2.1 供应商对原材料、零部件及成品的质量控制是否符合要求;2.2 供应商的质量检验方法和技术是否准确可靠;2.3 供应商是否建立了合适的非符合品管理体系,并采取了相应的纠正措施;2.4 供应商对产品质量问题的处理是否及时有效。
3.交货准时性与售后服务3.1 供应商是否能够按时交货,且交货准确无误;3.2 供应商是否提供及时、有效的售后服务,包括产品使用指导、维修与换货等。
4.成本管理与合作能力4.1 供应商是否有成本控制的体系与方法,并能够提供合理的价格;4.2 供应商是否愿意与客户合作,解决问题,并持续改进。
三、评估流程1.评估范围明确,确定评估的供应商和产品范围;2.评估依据,根据本文档制定的评估准则进行评估;3.评估方法,通过现场考察、质量数据分析、访谈等方式进行评估;4.评估结果,根据评估结果进行供应商分类和优化策略的制定。
四、附件1.供应商质量管理体系评估表2.评估记录表3.其他附加文件五、法律名词及注释1.法律名词:指涉及法律的专业名词或术语;2.注释:对法律名词进行简明扼要的解释和说明。
供应商质量管理评审标准

供应商质量管理体系评审标准
一、管理职责(11分)第1页共12页
供应商质量管理体系评审标准
第2页共12页
供应商质量管理体系评审标准
二、文件管理(2分)
三、10分)第3页共12页
供应商质量管理体系评审标准
四、设计质量管理
(20412
供应商质量管理体系评审标准
512
供应商质量管理体系评审标准
五、采购质量管理(9分)第6页共12页
供应商质量管理体系评审标准六、制造质量管理
812
供应商质量管理体系评审标准七、计量管理(4分)第9页共12页
八、质量检验和试验
供应商质量管理体系评审标准九、纠正、预防控制
供应商质量管理体系评审标准十、为顾客服务
1100,,;
2、有★标记的为否决项,有一项否决项不合格视为不达标;
3、根据供应商的实际情况,如证实某项条款不适用对该企业时,不作考核,该项计满分;
4、对于不符合项的书面改善行动,供应商应列出具体改善措施和完成时间,并在要求时间之内答复.。
供应商质量评分细则

供应商质量评分细则1.产品或服务质量(权重:30%)-产品或服务的合格率(权重:60%):根据所采购商品或服务的合格率,评估供应商提供的产品或服务是否符合标准要求。
-产品或服务的缺陷率(权重:40%):评估供应商提供的产品或服务是否存在缺陷情况,并根据缺陷率进行打分。
2.供应商交货准时率(权重:20%)-交货准时率(权重:80%):评估供应商的交货准时率,即供应商按照协议或合同规定的时间进行交货的比例。
-交货延迟次数(权重:20%):对供应商交货延迟的次数进行统计,根据次数进行打分。
3.供应商的售后服务(权重:15%)-售后服务质量(权重:60%):评估供应商提供的售后服务质量,包括售后响应速度、解决问题的能力等。
-售后服务满意度(权重:40%):根据采购方对供应商售后服务满意度进行评估,并进行打分。
4.供应商的信誉度(权重:15%)-信誉度评价(权重:70%):评估供应商在行业内的信誉度,包括供应商的企业规模、市场占有率等方面的综合评估。
-信誉度改进(权重:30%):评估供应商在过去一段时间内的信誉度改进情况,包括供应商是否积极参与行业活动、是否与客户合作进行改进等。
5.供应商的价格竞争力(权重:20%)-价格水平(权重:70%):评估供应商提供的商品或服务的价格水平,并与市场平均价格进行对比。
-价格稳定性(权重:30%):评估供应商在一段时间内价格的稳定性,包括是否频繁调整价格等方面的综合评估。
以上是一个供应商质量评分细则的例子,可以根据实际需要进行调整和补充。
在制定供应商质量评分细则时,可以根据不同的行业和企业的需求,对各项指标的权重进行调整,以保证评分结果更加准确和合理。
同时,评分细则应与供应商合作协议或合同进行关联,以便在供应商选择和后续合作中进行综合考虑。
摩托罗拉 质量标准

摩托罗拉质量标准
摩托罗拉作为一家享有盛誉的国际知名通讯设备制造商,其产品质量一直备受
关注和赞誉。
在摩托罗拉公司的质量管理体系中,质量标准是至关重要的一环。
摩托罗拉公司始终坚持以用户需求为导向,不断提升产品质量,为用户提供更加可靠、稳定的产品和服务。
首先,摩托罗拉公司严格执行ISO9001质量管理体系标准,确保产品的设计、
生产、销售等各个环节都符合国际标准要求。
公司严格遵循质量管理手册和程序文件,确保产品质量符合客户需求和适用法律法规的要求。
其次,摩托罗拉公司在产品设计阶段就注重质量标准的把控,通过严格的设计
验证和验证测试,确保产品的性能、可靠性和稳定性符合标准要求。
在生产过程中,公司严格执行质量控制流程,采用先进的生产设备和技术,保证产品的质量稳定性和一致性。
此外,摩托罗拉公司还注重供应商管理,建立了严格的供应商评估和审核体系,确保供应商的产品和服务符合公司的质量标准要求。
公司与供应商建立长期稳定的合作关系,共同提升产品质量和服务水平。
在产品交付和售后服务方面,摩托罗拉公司也坚持高标准要求,确保产品的交
付和安装符合标准要求,并提供及时、高效的售后服务,为用户解决各种问题,保障产品的正常使用。
总之,摩托罗拉公司始终将质量放在首位,通过严格的质量标准和管理体系,
确保产品的质量稳定性和可靠性。
公司不断优化和改进质量管理体系,致力于为用户提供更加优质的产品和服务。
在未来,摩托罗拉公司将继续秉承“质量第一,用户至上”的理念,不断提升产品质量,满足用户的不断需求。
供应商质量能力评估标准

供应商质量能力评估标准一、引言供应商质量能力评估是为了确保供应商能够满足我们公司的质量要求,并提供稳定可靠的产品和服务。
本文将详细介绍供应商质量能力评估标准的内容和要求。
二、评估标准1. 供应商资质评估1.1 供应商注册信息:包括公司名称、注册地址、法定代表人等信息。
1.2 供应商经营资质:包括营业执照、生产许可证、质量管理体系认证等。
1.3 供应商信誉评估:包括近期有无质量问题、有无违约行为等。
2. 质量管理体系评估2.1 供应商质量管理体系:包括质量手册、程序文件、工作指导书等。
2.2 质量控制流程评估:包括原材料采购、生产过程控制、成品检验等。
2.3 不良品处理能力评估:包括不良品的处理流程、责任追溯等。
3. 产品质量评估3.1 产品设计能力评估:包括产品设计团队的资质、设计流程、技术能力等。
3.2 产品生产能力评估:包括生产设备、生产工艺、产能等。
3.3 产品质量控制评估:包括检验设备、检验方法、质量记录等。
4. 供应商绩效评估4.1 供货准时率评估:包括供应商按时交付货物的能力。
4.2 供货稳定性评估:包括供应商供货的稳定性和可靠性。
4.3 售后服务评估:包括供应商的售后服务能力和响应速度。
5. 风险评估5.1 供应商地理位置评估:包括供应商所在地的地理环境、交通便利性等。
5.2 供应商经济稳定性评估:包括供应商的财务状况、资金流动性等。
5.3 供应商产能扩展能力评估:包括供应商的产能规划、设备投资等。
三、评估方法1. 文件审核:对供应商提交的相关文件进行审核,评估其资质和质量管理体系。
2. 现场考察:对供应商的生产设施、生产过程进行实地考察,评估其生产能力和质量控制流程。
3. 样品检验:对供应商提供的样品进行检验,评估其产品质量。
4. 绩效评估:根据供应商的供货记录和售后服务情况,评估其供货能力和售后服务水平。
5. 风险评估:通过对供应商地理位置、经济稳定性和产能扩展能力的评估,确定其风险等级。
供应商等级评定评分标准

供应商等级评定评分标准
供应商等级评定评分标准
一、目的:
为了提高产品质量,稳定供应商团队,建立
长期互惠供求关系,特制定本法。
二、范围:
本办法适用于向公司供应原辅材料、零部件
及提供配套服务的厂商
三、评定内容:
1、交期
2、品质
3、协调
四、评分权重/定义:
1.交期准时率(40分):=月准时的次数/总交货的次数*100%
交货准时配合良好40分,每延期一天扣3分,当月延期交货累计超过5分以上,单月评定等级不能评为C级以上
2.品质批次合格率(30分):=月合格良批次数/当月进货总批次数*100%
批次合格率为100%,每下降2%扣1分,扣完为止;每特采一批次扣2分.
3.协调度,主要考核供应商的工作配合能力. 重工、批退配合度不好、处理不彻底每次扣2分同一不良现象改善不及时或效果不佳每次扣2分
文件未按指定时间回复每次扣2分,回复不具体,不确定每次扣1分.
五、等级划分:
A级93-100分请保持
B级80-92分正常抽样、需要努力
C级70-79分加严抽样、需要改善
D级70分以下,列入考察,有关损失将扣
款;连续三个月被评为D级,取消供应商资
格.
注:评分B级以下的供应商,须对不良项目回复改善对策。
客户指定的供应商,如不符合要求,将向客户提出取消供应商的资格;每月评定和等级将于供应商品质会议公布及分发给各供应商.。
摩托罗拉质量管理

1% 3% 5% 9% 14%
68%
由于买方人员亡故 由于营业地点变更 由于顾及其他朋友关系 由于竞争者争取客户 由于客户对服务不满意
由于一线服务人员态度冷漠
OH - 0 - 34
V.2.0.
由于顾客不满意,公司会如此迅速地 失去市场占有率
SOE204
OH - 0 - 35
V.2.0.
由于顾客不满意,公司会如此迅速地
SOE204
OH - 0 - 24
V.2.0.
全面质量管理的系统思考
SOE204
质量
交货期
成本
产品 + 服务
TCS、6、运转周期管理、QSR、基准评价
TOTAL QUALITY MANAGEMENT 以顾客为中心、全员参与、持续改进、服务全社会
OH - 0 - 25
V.2.0.
TQM比TQC的进步
单元一 瞬间感受 单元二 顾客完全满意
SOE204
OH - 0 - 27
V.2.0.
第二部分课程目标
在课程结束后,你能够做到: 体会瞬间感受的新观念 明确为什么要确定顾客及其要求 说明顾客完全满意的含义及其对企业的重要性
SOE204
OH - 0 - 28
V.2.0.
单元一 瞬间感受
SOE204
OH - 0 - 29
SOE204
OH - 0 - 32
V.2.0.
SOE204
瞬间感受与一线服务
真正了解顾客、直接面对顾客的一线员工 应被授权决定应采取的服务行动,同时担 负起更多的责任。因为在决定公司命运的 无数次形成瞬间感受的关键时刻,一线服 务是关键的环节。
OH - 0 - 33
V.2.0.
供应商质量管理体系评估标准

供应商质量管理体系评估标准本文档涉及附件:无。
本文所涉及的法律名词及注释:⒈供应商质量管理体系评估标准:指针对供应商的质量管理体系进行评估的标准和要求。
⒉供应商:指向公司提供产品或服务的外部实体,包括原材料供应商、零部件供应商等。
⒊质量管理体系:指组织在实施过程中,通过制定和执行质量方针和目标,建立的一整套协调一致的质量管理要素和活动,以实现质量目标的管理体系。
⒋评估:指对供应商质量管理体系进行调查和检查,以确定其符合标准和要求的程度。
⒌标准:指评估供应商质量管理体系的依据,包括相关法律法规、国家标准、行业标准等。
供应商质量管理体系评估标准⒈背景与目的⑴背景在公司的供应链管理中,供应商的质量管理体系评估至关重要。
通过评估供应商的质量管理体系,可以确保供应商生产过程中的质量控制符合公司的要求,有效降低风险和成本,并保证最终产品的质量稳定可靠。
⑵目的本文档旨在规定供应商质量管理体系评估的标准和要求,确保评估过程的公正性、准确性和一致性。
⒉评估范围⑴适用对象本标准适用于向公司供应产品或服务的所有供应商。
⑵评估内容评估内容包括但不限于以下方面:- 供应商质量管理体系的组织结构和责任分工- 质量管理文件的建立与维护- 供应商质量控制的过程和方法- 质量数据的记录和分析- 缺陷管理和改进措施- 供应商培训和技能认证- 风险管理与应急措施- 供应商绩效评估和反馈机制⒊评估方法⑴评估依据评估依据包括但不限于以下内容:- 公司制定的供应商质量管理要求和流程- 相关法律法规、国家标准和行业标准- 公司与供应商之间签订的协议和合同⑵评估程序评估程序包括但不限于以下步骤:- 评估申请:供应商向公司提交质量管理体系评估申请。
- 评估准备:公司组织评估团队,准备评估所需的资料和工具。
- 评估实施:评估团队对供应商进行现场调查和检查,验证其质量管理体系的符合性。
- 结果汇总:评估团队根据评估结果编制评估报告,并将其提交给供应商和相关部门。
摩托罗拉质量管理

摩托罗拉质量管理简介摩托罗拉是一家全球领先的通信技术公司,致力于为全球消费者和企业提供创新的通信解决方案。
摩托罗拉在质量管理方面一直秉持着高标准和严格要求,以确保其产品和服务的质量达到客户的期望。
质量管理体系摩托罗拉建立了完善的质量管理体系,以确保产品从设计、生产到交付的各个环节都符合质量要求。
1. 质量目标设定摩托罗拉设定了明确的质量目标,包括产品质量、客户满意度和持续改进等方面。
这些目标是基于市场需求和客户反馈进行设定的,以确保产品的质量能够满足客户的期望。
2. 质量管理流程摩托罗拉制定了一系列质量管理流程,涵盖了产品设计、生产控制、供应链管理、客户服务等各个环节。
这些流程详细规定了质量管理的要求和控制措施,以确保产品在每个环节都符合标准并达到质量要求。
3. 质量评估与监控摩托罗拉通过质量评估和监控来检查产品和流程的质量表现。
这包括对生产过程的监控、产品验证和验证过程以及供应商的评估等。
通过监控和评估,摩托罗拉能够及时发现潜在的质量问题并采取纠正措施。
4. 持续改进摩托罗拉不断追求卓越,提供更好的产品和服务。
持续改进是摩托罗拉质量管理体系的重要组成部分。
通过收集和分析质量数据、客户反馈和供应商绩效等信息,摩托罗拉能够识别出改进的机会,并采取措施来提高产品的质量和效率。
质量保证措施摩托罗拉采取了一系列质量保证措施,以确保产品的质量和可靠性。
1. 设计验证在产品设计阶段,摩托罗拉进行严格的设计验证,包括功能测试、性能测试、可靠性测试等。
这些验证活动旨在确保产品的设计满足质量要求,并能够在实际使用中达到预期的性能和可靠性。
2. 生产控制摩托罗拉对生产过程进行严格的控制,包括原材料的选择、工艺参数的控制、生产设备的维护等。
这些控制措施旨在确保产品在生产过程中的各个环节都符合质量要求,并能够保证产品的一致性和可靠性。
3. 供应链管理摩托罗拉与供应商建立了长期合作关系,并通过严格的供应链管理来确保供应商的产品和服务质量。
摩托罗拉公司质量体系审核

摩托罗拉公司质量体系审核1. 引言本文是关于摩托罗拉公司质量体系审核的文档,旨在对公司的质量体系进行全面的评估。
通过审核,可有效提升公司的质量管理水平,为客户提供更优质的产品和服务。
在本文中,我们将介绍审核的背景、目的、范围和方法,并对可能出现的问题进行分析和解决方案提出建议。
2. 背景摩托罗拉公司作为一家全球知名的电信设备制造商,致力于提供高质量的产品和解决方案。
公司一贯以质量为导向,通过建立和遵循严格的质量体系来确保产品的稳定性和可靠性。
然而,随着市场竞争的加剧和技术的不断更新,公司面临着日益严峻的质量挑战。
因此,对公司的质量体系进行审核势在必行。
3. 目的本次质量体系审核的目的是评估摩托罗拉公司质量管理体系的有效性和适用性。
通过这次审核,我们希望发现质量管理过程中存在的问题,并提出改进意见,以进一步提高公司的质量管理水平,满足客户需求,增强市场竞争力。
4. 范围本次质量体系审核的范围涵盖摩托罗拉公司的所有业务部门和相关流程,包括但不限于:•研发和设计流程•采购和供应链管理•生产和制造流程•成品质量控制•售后服务和客户支持5. 审核方法本次质量体系审核将采用以下方法进行:5.1 文件审查通过对公司文件和记录的审查,评估质量管理体系的合规性。
文件审查包括但不限于质量手册、程序文件、工作指导书、报告和记录等。
5.2 实地考察对公司各部门和流程进行实地考察,了解实际操作情况并与文件审查结果进行核对。
实地考察重点关注质量控制点、关键环节和关键过程。
5.3 口头访谈与公司人员进行口头访谈,了解他们对质量管理体系的理解和应用情况。
口头访谈的对象包括管理层、操作人员和质量管理代表等。
5.4 报告撰写根据文件审查、实地考察和口头访谈的结果,撰写质量体系审核报告。
报告将包括对质量管理体系的评估、存在的问题和建议的改进建议。
6. 问题分析和解决方案在进行质量体系审核过程中,可能会发现一些问题和隐患。
以下是一些可能存在的问题分析和解决方案的建议:•问题1:文件和记录的更新不及时解决方案:建立有效的文件和记录管理机制,确保及时更新和归档。
(质量认证)供应商认证公司供应商质量体系评审标准

(质量认证)供应商认证公司供应商质量体系评审标准+Supplier Quality System Assessment供应商质量体系评审Section 1: Quality Management System质量管理体系1. Quality Function & Responsibilities质量管理架构和职能2. Internal Audits内审Section 2: Management Responsibility管理职责3. Quality Data & Communication质量数据和信息交流Section 3: Resource Management资源管理4. Training (Problem Solving/ Statistical)培训(问题解决工具/统计分析)Section 4: Product Realization Planning产品实现策划Use the ED12695 Quality System Assessment Scoring Form to document the results of the audit and any required actions. 使用ED12695质量评估系统能够从文件中确定评分的准则Rating:SCORE 1: Unacceptable - This element is not included in the organization’s quality management system.(不合格的-这个要素不包括在该组织的质量管理系统)SCORE 2: Unacceptable - Both planning and execution for this element require substantial improvement.(不合格的-对这个要素计划与执行两个都必需要有实质上的改进)SCORE 3: Marginally Acceptable - This element is included in the supplier’s quality management system and planning is adequate. However, execution requires improvement.(基本合格的-这个要素包括供货商的质量管理系统和适当的计划。
M摩托罗拉QSR标准

M摩托罗拉Q S R标准 The document was prepared on January 2, 2021摩托罗拉QSR标准Quality System Review Guidelines目录前言序文I.质量系统检测的目的(质量系统检测简称-QSR)Ⅱ.内部QSR程序Ⅲ.供应商QSR程序Ⅳ.小组长所扮演的角色Ⅴ.业务单位协调者角色Ⅵ.QSR标准的目的与适用范围Ⅶ.QSR标准的标准格式Ⅷ.评分标准参考表的目的Ⅸ.评分标准参考表和标准的哲学QSR 一般计分评分标准参考表QSR子系统标准子系统 1-质量系统管理子系统 2-新产品/技术/服务发展控制子系统 3-供应商(内部或外部)控制子系统 4-生产的运行与控制子系统 5-质量数据应用子系统 6-解决问题的方法子系统 7-质量测量设备与系统的控制子系统 8-有关人力资源子系统 9-顾客满意评价0子系统1到9的QSR工作评估表(1992年11月发布的QSR工作评估表)前言自从1981年的“高质量意识”(Great Quality Awakening)运动以来,摩托罗拉即专注于质量以及顾客的完全满意。
公司所设定的积极目标是要求每一笔生意都具备更周全的质量系统,这里所谓的“质量系统”其定义如下:用以确保产品,制造过程及服务皆可满足顾客之需求的整体计划,活动以及竞赛。
为了让公司能有一个明确的努力方向,摩托罗拉总部质量评议委员会(MCQC)于1982年起开始了两年一度的质量系统检测(QSR)以评估公司中每一个事业部及各事业集团的质量系统成熟度。
质量系统检测可以评估运转中的质量系统是否健全并可以指出改进的力量和机会所在。
为了调查摩托罗拉“供应商的质量系统,而于1988年将内部QSR做了一番修正。
这项修正已被列为摩托罗拉的“供应商质量保证计划一般规范,12S11055A”中的标准规格。
这两种方案至今仍被独立运用,目前的QSR结构和“QSR标准”,不论在摩托罗拉的内部自我审核或是供应商审核的情况下皆适用。
摩托罗拉质量体系评审报告

摩托罗拉QSR的发展历史 QSR指南第五版
企业认证
总公司质量部成立,QSR 指南第四版
QSR 指南第三版
1996
1995
QSR 指南第二版
1994 1993
MCQC和供应商协会(MSMC)合并
3. 内部或外部供应商控制
9. 顾客忠诚
4. 制造流程的运转与控制
10. 软件评估指南
5. 服务质量
11. 规章与安全条例
6. 为预防和寻找解决问题方法 12. QS9000补充条款
进行的统计学分析
以百分比衡量的QSR质量定义
0
无 几乎没有 极少 一些 很多 大量的 大部分 绝大多数 几乎全部 全部
A 小组
B 小组
C 小组
附录 QSR 子系统要点
子系统 1 质量体系管理和领导
领导层对质量体系的支持和重视 质量目标的建立和质量体系的运行 质量子系统1-12的综合评估 内部质量的评审
子系统 2 新产品/技术/服务开发和控制
新产品/工艺/技术/服务开发政策和程序 统计技术及其他先进设计技术的应用 基于满足顾客要求的产品、技术、服务程序 基准评价方法的应用
有许多救火 没有员工参与 用户不满意 没有供应商参与 没有员工参与 在制品库存高 生产周期长
返修量和保修量大 QC部门集中,检查
人员多
对SPC缺乏认识 缺少沟通,培训不
足
与供应商关系紧张 控制性管理 员工热情低 生产周期长,以批
定产
在制品库存高 大量数据缺少分析 量大繁琐的质量手
1992
跨专业小组方法的采纳
摩托罗拉的6sigma质量理论

P 价格 6 西格玛核心能力:提高质量,降低成本,使价值最大化,顾客满意/市场竞争力强。 为什么要用 6 西格玛质量 关注过程(特别是企业为市场和顾客提供价值的“核心”过程) 任何过程都存在波动,包括生产过程、服务过程、商务过程等。而波动是影响顾客满意,即: 质量、成本、周期的“敌人”。 提高质量同时降低成本并缩短周期,取决于过程特别是核心业务过程的能力。这个能力可以 表述为过程输出波动的大小。 过程能力用“西格玛”来度量,西格玛越大,过程的波动越小,过程以最低的成本损失、最 短的时间周期、满足顾客要求的能力越强。 西格玛与过程改进 如果一个 3 西格玛企业组织其所有资源改进过程,大约每年可以提高一个西格玛水平 可获得下述收益:
6σ适合于任何类型、任何规模的组织。它是一种过程、一种理念、一套工具、一种高层管 理者对取得优秀业绩的承诺。但是,6σ的运用必须结合本组织所提供产品或服务的特点。 有越来越多的文章指出,世界经济已进入信息时代、后工业时代、全球化经济时代、服务化 经济时代。制造技术于硬件质量已为各行各业所关注,组织间最后的竞争将聚焦在服务质量, 尤其是最终用户对服务质量的认可。就那些迅速发展的全球电讯行业来讲,世界主要供应商 提供的产品都采用相同的电话线、电缆、光导纤维网络、无线电波等材料及技术。面对不相 上下的各类电讯产品,服务质量成为顾客选择产品时首要考虑的因素,即供应商满足顾客、 取悦顾客的能力。6σ可提供一套工具,同测评产品制造质量一样,用以评测服务质量,提 高服务质量。 6σ方法不仅增加了企业利润,而且还增加了企业的市场份额,提高了企业的 知名度。 20 至 50 年之后,6σ将起到怎样的作用主要取决于组织内的高层管理者以及组织是否为适 应新的目标和方法采取了相应的变革。可以预见,21 世纪质量运动要求组织运用 6σ确定 影响产品和服务质量的所有的组织运作,确定每一运作中的缺陷,提供衡量绩效的标准,然 后消除这些缺陷。 为什么要 6 西格玛管理 为了生存: “为什么要开展 6 西格玛管理?”摩托罗拉的回答是:为了生存。 从 70 年代到 80 年代,摩托罗拉在同日本的竞争中失掉了收音机和电视机的市场,后来又 失掉了 BP 机和半导体的市场。1985 年,公司面临倒闭。 一个日本企业在 70 年代并购了摩托罗拉的电视机生产公司。经过日本人的改造后,很快投 入了生产,并且不良率只有摩托罗拉管理时的 1/20。他们使用了同样的人员、技术和设计。 显然问题出在摩托罗拉的管理上。 在市场竞争中,严酷的生存现实使摩托罗拉的高层接受了这样的结论:“我们的质量很臭”。 在其 CEO 的领导下,摩托罗拉开始了 6 西格玛质量之路。今天,“摩托罗拉”成为世界著名 品牌,1998 年,摩托罗拉公司获得了美国鲍德理奇国家质量管理奖。他们成功的秘密就是 6 西格玛质量之路。是 6 西格玛管理使摩托罗拉从濒于倒闭发展到当今世界知名的质量与利 润领先公司。 使企业获得核心能力: 企业是否能够生存,是否成功取决于企业向市场/顾客提供的价值。按照经济学的理论:
MOTOROLA内部质量控制标准

MOTOROLA内部质量控制标准1.0一样操纵要求2.0收人周期3.0采购周期4.0工资周期5.0制造周期6.0融资周期8.0运算机系统操纵一、序言自1979年,摩托罗拉就已正式阐明一项公司完善经营和财务操纵制度的政策。
内部操纵标准的产生,以文件的形式证明哈托罗拉始终不渝地遵守适用的法律和规定,实行可靠的经营和财务报告制度,以及保证本公司业务活动和记录的完整。
“摩托罗拉内部操纵制度”及与之相关的外部环境的概述如下。
此版标准的颁布,旨在保证操纵标准符合自上一版以来由于不断变化的全球商业环境,新制定的法律规定以及运算机技术和应用的进步使之成为必需的操纵要求。
此版亦加强了手册向使用者传达内部操纵标准和准则的有效性。
对风险和标准信息进行了修正,以保证在全公司内得以适当地说明和应用。
对上一版未包括的业务活动增设了标准。
对1989版的重大更换的概要见附录C。
二、目标正如总裁和财务总监在引言中所述,良好的内部操纵是实现我们的要紧创意和目标之全然。
例如,要达到和超过六个西格玛质量和不断地缩短循环作业周期,不仅在我们的工厂,而且在修理中心,销售中心,行政治理部门以及整个组织,都需要良好的程序治理。
运用本文件所述的操纵标准能够有助于排除瓶颈,冗余和不必要的步骤。
内部能够防止资源缺失,其中包括固定资产,库存,专有资讯及现金。
内部操纵能够有助于确保遵守适用的法律和内部规定。
按照内部操纵准则定期进行审计,能够确保一个操纵过程始终是受到操纵的。
此文件的目标旨在确保全公司具备差不多的和一致的内部操纵。
摩托罗拉内部操纵标准第三版是全公司各职能部门众多摩托罗拉同事不懈努力的成果。
其中的操纵标准,是以达到我们内部操纵制度的差不多目标的方式撰写的。
这一制度认识到,必需符合我们的客户、股东的期望,遵循我们的法律规定,例如1977年国外反腐败法案(见附录B)和证券交易委员会条例。
遵循这些操纵是义不容辞的。
摩托罗拉董事会审计委员会,公司审计部,以及我们各事业总部,集团和分部的财务部门将监察我们对这些标准的遵守。
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+Supplier Quality System Assessment供应商质量体系评审Section1:Quality Management System质量管理体系1.Quality Function&Responsibilities质量管理架构和职能2.Internal Audits内审Section2:Management Responsibility管理职责3.Quality Data&Communication质量数据和信息交流Section3:Resource Management资源管理4.Training(Problem Solving/Statistical)培训(问题解决工具/统计分析)Section4:Product Realization Planning产品实现策划5.New Product Introduction新产品导入6.Supplier Certification Program供应商认证7.Capability/Qualification of New Products新产品能力评估8.Product&Process Review产品和过程确认11.Process Change Notification变更通知过程12.Purchased Material Quality采购材料质量15.Receipt,Handling,Storage&Packaging收货,操作,20.Control&Disposition of Non-conforming Material不合格品的控制和处理21.Supplier Corrective and Preventative Action纠正和预量具校持续改进Use the ED12695Quality System Assessment Scoring Form to document the results of the audit and any required actions.使用ED12695质量评估系统能够从文件中确定评分的准则Rating:SCORE1:Unacceptable-This element is not included in the organization’s quality management system.(不合格的-这个要素不包括在该组织的质量管理系统)SCORE2:Unacceptable-Both planning and execution for this element require substantial improvement.(不合格的-对这个要素计划与执行两个都必需要有实质上的改进)SCORE3:Marginally Acceptable-This element is included in the supplier’s quality management system and planning is adequate.However,execution requires improvement.(基本合格的-这个要素包括供货商的质量管理系统和适当的计划。
当然,执行还需要改进)SCORE4:Acceptable-This element is included in the supplier’s quality management system and is generally well-executed.(合格的-这个要素包括一般执行供货商的质量管理系统)SCORE5:Excellent-This element is included in the supplier’s Quality Process.Planning and executionare extremely thorough.(优秀的-这个要素包括供货商的质量加工。
计划和执行都十分的彻底)A/I自动接入Automated insertion自动接入SECTION1:QUALITY MANAGEMENT SYSTEM(质量管理体系)1.Quality Function&Responsibilities(质量管理架构和职能)Is there a Quality function or organization which provides customer advocate guidance to the total organization,and is this position fully supported by management?Is the organization’s quality management system properly documented,maintained and implemented?(是否有一个质量管理架构或机构提供客户主张引导到整个组织,和经由管理这个状态是否十分符合现状?是否机构的质量管理体系拥有适当的证明,保持和执行?)SCORE 1:∙Organization has not achieved any quality certification.(组织没有任何质量认证)SCORE 2:∙Organization has obtained ISO9000certification.(组织取得ISO9000质量管理体系认证)∙∙Continuous improvement activities have not been initiated..(持续改进活动未曾启动)∙SCORE 3:∙Organization has obtained ISO9000certification and other nationally recognized quality certifications..(组织取得ISO9000质量管理体系认证和其他国家承认质量认证。
)∙∙Organization is implementing some continuous improvement activities.组织实施一些持续改进活动)∙∙The role of the Quality function is clearly defined and well supported.:(质量管理架构方面的定位必须是有明确定义和有事实依据的。
)∙SCORE 4:∙In addition to ISO9000,the organization has or has plans to pursue a higher level quality certification or award(such as TL9000,Malcolm Baldridge National QualityAward,etc.)..(除ISO9000质量管理体系认证之外,供应商已经或者打算申请更高水平的质量证书或授权(如TL9000,美国波多里奇国家质量奖等。
))∙Continuous improvement activities have been initiated.(持续改进活动已经启动。
)∙Procedures exist which provide for an escalation process to delay a product not deemed ready for release.(对于防止升级过程中产品未准备好、延迟发放产品需要做的流程)∙∙Quality function clearly serves in the customer advocacy role.(质量管理架构清晰服务于客户管理角色)∙Management is personally involved in the customer satisfaction process.(管理是亲自参与客户满意度调查的过程)SCORE 5:∙The Quality function takes a leadership role in promoting the Six Sigma process,total customer satisfaction,and cycle time improvement.(推进六西格玛管理理念的过程,使客户完全满意和完成任务所须时间周期持续改进,质量管理架构呈现领导作用。
)∙Senior Management regularly reviews effectiveness of the closed loop corrective action process.(高层管理定期回顾闭环纠正措施过程的效果)∙Critical areas of the organization can demonstrate the achievement of Six Sigma.(组织的关键区域可证明六西格玛管理理念的应用)∙The role of the Quality function is well recognized and supported by all levels of management.(质量管理架构方面是广为承认的和支持各个级别的管理的)∙The organization works directly with customers not only in resolving issues,but also in understanding customers’businesses/needs to anticipate their requirements.(不仅仅是解决问题,组织要直接与客户沟通,也要了解客户事务/客户需要的预期要求)∙2.Internal Audits内部审核Does an internal assessment program exist as part of the quality system review process anddoes Management regularly report on the results?内审报告是否存在质量体系审查程序和定期报告管理的结果?SCORE 1:∙No evidence of a quality management system internal assessment program exists.没有证据表明质量管理体系内部评估计划的存在SCORE 2:∙An informal quality management system internal assessment procedure exists and a few areas of the business are being assessed.一个非正式的质量管理体系内部评估程序存在,以及一些地区的业务正在评估∙Some corrective action is taking place based on the results of the assessments.一些纠正行为的基础上得到的评估结果∙Management is becoming aware of the need for a quality management system internal assessment program.管理者意识到需要有一个质量管理体系内部评估程序SCORE 3:∙Management has established a documented procedure for conducting quality management system internal assessments in some major areas of the business.Some of Management is becomingproactive in providing resources to expand the internal assessment process to key areas of thebusiness.在一些主要区域已建立了一个记录程序进行质量管理体系内部评估。