GE供应商体系审核标准.docx
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GE供应商体系审核标准
GE-供应商体系审核标准
GENERALBUSINESS(总体营运)
OrganizationandManagement(组织与管理)
SupportQuestions:
1.Provideupdatedorganizationchartforyourbusiness提供贵司的最新组织流程图
2.Identifykeystaffmembersandresponsibilities确定关键成员和职责
3.Outlineresponsibilitiesofkeystaffrelativetooperationobjectives概括关键成员的职责
Scoring:
1.Limitedorganizationwithrolesofkeyplayersnotclearlydefined.Companywouldhavedifficultysupportinganew
programstart-upwithoutsignificantstaffingand/orplantandequipmentexpenditures.
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.Organizationappropriateforscopeofcurrentbusiness.Rolesareclearlydefinedandkeyplayershaveabilitytolead
companytocurrentobjectives.Companyhasabilitytogrow,butwouldhavetoexpandstaffandfacilitiesto
accommodate.
企业组织架构能支持现有业务范围,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,但需要扩充人员及设备能力。
5.Organizationiscurrentlystaffedtohandleadditionalbusiness.Rolesareclearlydefinedandtoppositionsarestaffed
withleaderscapableofsuccessfullygrowingthecompany.Companyiscapableandwillingtomakeexpenditurestogrowbusiness.
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发展。
Comments/Deficiencies:
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____________________________________________________________________________________________________________
(SuggestedCategoryWeight____4______)(SupplierGrade_________)
OperationalGoals(营运目标)
SupportQuestions:
1.Whatisyourcompanymission?
Keymeasurements?
贵司的使命?
关键措施?
2.Whatareyourcurrentyearbusinessobjectives?
今年的业务目标?
3.Comparecurrentyearobjectivestohistoricalperformance.今年和以往历史成绩的比较
4.Discussbusinessreinvestment.Giveexamplesofdomesticandinternationalreinvestment.讨论商务再投资。
举例国内和国外的投资
5.Discussyourlong-termbusinessstrategy.长期公司发展策略
6.Arethereanyoutstandinglegalissuesfacingyourcompanythatcouldpotentiallyhamperyourabilitytosupply
productunderquotedcircumstances?
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
Doesyourcompanyhavealegalandpoliciescomplianceprogram?
企业是否有遵守法律法规的相关程序?
Isthereanyoutstandingregulatoryorsafetycomplaintsstillpending?
是否有仍未解决的法规或安全投诉
Scoring:
1.Keymeasurementsareneitherdefinednorcommunicatedbeyondstafflevel.Individualrolesand
responsibilitiesnotdefinedtoincludeaccountabilityformeetingobjectives.Goalsarelimitedto
shorttermwithlittlelongtermplanningevident.
关键的绩效指标未在各层员工中进行定义或传递,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,基本没有长期计划的证据。
3.Keymeasurementsaredefinedandcommunicatedtoalllevels,andthereisclearaccountabilityforall
keymeasurements.Longandshorttermstrategicplanningispartoftotalbusinessplan.
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。
长期及短期的战略计划是企业整个经营计划的一部分。
5.Keymeasurementsaredefinedindetailandcommunicatedandintegratedintotheworkplanofeach
employee.Progresstogoalsisupdatedonregularbasistoentirebusiness.Strategiclongterm
5.Companysuccessfullyimplementsmid/majorprogramsonacontinuingbasis.Resourcesareeitheravailableorcouldbeobtainedtoassuresuccessfulexecutionofprogram.GEA’sresourceinvolvementwouldbelimitedprimarilytoprogrammanagementinterface.
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。
Comments/Deficiencies:
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(SuggestedCategoryWeight____5______)(SupplierGrade_________)
Supplier/CustomerInterface(供应商/客户情况)
SupportQuestions:
1.Whoareyourmajorcustomers?
主要客户
2.Doyourcustomersmeasureyou?
How?
客户如何评估贵司?
3.Whoareyourmajorsuppliers?
主要供应商?
4.Howdoyoumeasurethem?
如何评审供应商
5.Provideexamplesofcurrentreportsandperformancemeasures(e.g.,on-timeshipments,availabilitybyproduct).
就目前的报告和执行方式提供一些事例
Scoring:
1.Companyworksprimarilythroughblanketordersandhasminimalcontactwithcustomersandsupplierbase.
Quality,deliveryand/orotherissuesaregenerallyreactivelyhandledoncasebycasebasis.
公司基本限于一次性订单,且与客户和供应商少有接触,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.Companyemploysarepresentativewho,astheprimarycustomercontactpersonallyhandlesmostquality,deliveryorcustomerquestions.Therepresentativewillinvolvehisplanresourcesonanasneededbasis.
Customer/supplierrelationshipsarerecognizedasbeingimportantandarehandledinaprofessionalandamiablemanner.
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/供应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.Customersatisfactionisakeyoperationalobjectiveandcompanyhassystemsinplacetomeasurecustomerapprovalaswellassupplierperformance.Companyhasestablishedprogramsthatproactivelyaddresscustomersatisfactionaswellassupplierperformance.
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应商表现。
企业已经建立程序主动测量顾客满意度及供应商表现。
Comments/Deficiencies:
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(SuggestedCategoryWeight____3______)(SupplierGrade_________)
Pricing(价格)
SupportQuestions:
1.Whatpercentofsalesareinternational?
海外销售的比例?
2.Whatareyourplansforexpandingintointernationalmarkets?
扩充国际市场的计划
3.Whatcompetitiondoyouseefrominternationalmarkets?
从国际市场看,你们有何竞争力
4.Areyouwillingtoshareyourcoststructurewithyourcustomers?
是否愿意与客户共享成本结构
Doyouhaveaformalizedprogramforcostreductionandwasteelimination?
是否有正式的体系,对于降低成本和消浪费
Doyoupasscostsavingstoyourcustomers?
是否把成本积累转移给客户
Describedeflation/costsavingshistoryoverthepastfewyears.在过去一些年内,描述成本节约历史。
Scoring:
1.Companycompetesprimarilyinlocal/regionalmarkets,orsuppliesanicheproduct.Littlecompetitioninthismarket.
企业的竞争优势主要在本地市场,或仅限于利基产品。
在行业市场中基本没有竞争力。
3.Companycompetesnationallyforbusiness,withsomeinternationalmarketsserved(mostlyNorthAmerican).Hasabilitytocompeteinternationally,however,currentinfrastructurecouldnotsupportalargeexportbusiness.
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,然而目前的基础设施无法支持大的出口业务。
5.Customerbaseisworldwideduetoabilitytoprovidepricingcompetitivewithanyone.Pricinghasallowedthemtodevelopasubstantialinternationalmarketbasetocomplementdomesticsales.
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。
Comments/Deficiencies:
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(SuggestedCategoryWeight____3______)(SupplierGrade_________)
QUALITY质量
ManagementResponsibility管理职责
SupportQuestions:
1.Whatisthequalitypolicy,howisitcommunicatedtoALLemployees?
公司的质量政策是什么?
如何告知全体雇员?
2.Dotheshopflooroperatorshavethefreedomtostopproductionifaqualityissueissuspected?
怀疑质量事件发生时,工场操作者们有无自由停止生产?
3.Areallseniormanagementpersonnelmeasuredonthequalityoftheproduct?
是否用产品质量评估所有高级管理人员
4.Arethegoalsappropriateforthebusiness?
Aretheytoughenough?
Isthereevidenceofavision?
目标是否与业务相符。
是否太严?
有何证据。
5.Whatlevelofinvolvementdoesthemanagementteamhaveindealingwithqualityissues?
IstheQualityManager
expectedtohandleandresolveallissues?
管理团队处理质量问题时涉及到哪一层?
质量经理是否被认为是要处理各解决所有问题。
Scoring:
1.Qualityorganizationexists,butthereisnoevidenceofauthority,vision,orstrongtietototalbusinessmeasurements.
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.Appropriatequalitygoalsinplace,butcommunicationandtrackingofthegoalsisnotthorough.
适用的质量目标可获得,但质量目标的传递、跟踪不彻底。
5.Thereisclearevidencethatwelldefined,effectivegoalsareinplaceandcommunicated,andthattheprogressstowardthosegoalsisunderstoodbyalllevelsofemployees.
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。
Comments/Deficiencies:
____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
(SuggestedCategoryWeight____5______)(SupplierGrade_________)
(建议权重:
5); (供应商等级:
_______)
Documentation文件
SupportQuestions:
1.Isthequalitymanualcompleteanduptodate?
Isitaccessibletoallemployeesandapprovedbyuppermanagement?
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.Aretheredetailedqualityinstructionspostedattheworkstationsintheappropriatelanguage?
是否有详细质量指引用合适的语言摆放在工位。
3.Whatistheprocessforchangecontrol?
更改控制的过程是怎样的?
Howareshopfloordrawingscontrolledandupdated?
Isthereamasterlisting?
工场图纸的控制和更新?
有没有