DELL-供应商管理课件

SUPPLIER QUALITY ENGINEERINGAsia Pacific Supply Chain Management OfficeDell Computer Corporation IPO On Board TrainingSupplier Management ProcessPrepared by:Eric Hoh10/16/00Dell Computer Corporation IPOSUPPLIER QUALITY ENGINEERINGDell Confidential2Asia Pacific Supply Chain Management OfficeContentQuality Management PlanningDesign ReviewSurveillance and Follow-up AuditingNew Product Readinesss ReviewSupplier Quality PerformanceClosed Loop Corrective ActionsMaterial PurgesSupplier Engineering Change NotificationsQuarterly Business ReviewsContinuous Improvement ProcessProcess/Tools LocationsContentQuality Management PlanSUPPLIER QUALITY ENGINEERINGDell Confidential3Asia Pacific Supply Chain Management OfficeSUPPLIER MANAGEMENT PROCESSSUPPLIER MANAGEMENT PROCESSSUPPLIER QUALITY ENGINEERINGDell Confidential4Asia Pacific Supply Chain Management OfficeSupplier Management PlanningOverviewThese are unique by commodity-particularly on Dell-designed vs.Supplier-designed productsInclude specific policies,plans on:nQuality goalsnEngineering change notificationsnCLCA expectationsnFailure analysisnTestingnOut of box auditsnProcess flow chartsnetcSQE works with JQE to jointly input and manage this planGQAM ensures the plan is being utilized at all supplier sitesSupplier Management PlanningOSUPPLIER QUALITY ENGINEERINGDell Confidential5Asia Pacific Supply Chain Management OfficeSupplier Management PlanningQuality Management Plan (Tool G)GeneralnProduct differences from previous models/partsnCritical contactsOrganizationnQualified personnelnTraining programProcess documentationProduct/process flow chartsProcess detailsSupplier Management PlanningQSUPPLIER QUALITY ENGINEERINGDell Confidential6Asia Pacific Supply Chain Management OfficeSupplier Management PlanningQuality Management Plan-continuedProcess development/qualification/validationnProcess capabilitynGage R&RnCompatibility testing(cooperative development)nProcess optimizationDocument change control Engineering drawings,ECN policyQuality inspection documentsProcess detail documentation Supplier Management PlanningQSUPPLIER QUALITY ENGINEERINGDell Confidential7Asia Pacific Supply Chain Management OfficeSupplier Management PlanningQuality Management Plan-continuedQuality ControlFirst article inspectionKey control characteristics monitoringKey operating parameters monitoringReliability testing(may be extended)Mean time between failures(MTBF)Dell acceptance reliability test(DART)Out of box audit(OBA)Approved sub-Supplier list(approved vendor list)Source inspectionSub-Supplier managementMaterial purgingCritical component list with sub-Supplier informationSupplier Management PlanningQSUPPLIER QUALITY ENGINEERINGDell Confidential8Asia Pacific Supply Chain Management OfficeSupplier Management PlanningQuality Management Plan-continuedProblem SolvingnFailure analysis methodsnTechniques usedQuality Performance MetricsnProduction line performancenAnnual field failure ratesnFactory audit resultsContinuous ImprovementCIP programClosed loop corrective action systemSupplier Management PlanningQSUPPLIER QUALITY ENGINEERINGDell Confidential9Asia Pacific Supply Chain Management OfficeDesign ReviewDone prior to RTS and/or mass productionA checklist containing:nReview audit results and corrective actionsnReview First Article Inspection resultsnReview reliability test resultsnEnsure critical components are approvednReview training recordsnReview pilot build datanetcSQE works with JQE to ensure supplier is ready for mass productionGQAM ensures each supplier site has met Dell requirements prior to RTSDesign ReviewDone prior to RTSSUPPLIER QUALITY ENGINEERINGDell Confidential10Asia Pacific Supply Chain Management OfficeNew Product Readiness ReviewContent (Tool H)Quality Agreement approved/signedQuality Management Plan fully utilizedQuality metrics set upnGeneral data collectionOpen corrective actions resolved or put on closure planDesign issues resolvedNew Product Readiness ReviewCSUPPLIER QUALITY ENGINEERINGDell Confidential11Asia Pacific Supply Chain Management OfficeNew Product Readiness ReviewContent (Tool H)-continuedProcesses/productnValidated and qualifiednDocumentedDocuments for manufacturing are approved and deployed to usersQuality controlnTest methods and tools validated/controllednProduct performance/reliability testing completednHandling,storage,and delivery methods in placeOrganization is staffed and trainedNew Product Readiness ReviewCSUPPLIER QUALITY ENGINEERINGDell Confidential12Asia Pacific Supply Chain Management OfficeNew Product Readiness Review New Product ExpectationsEach successive new product perform at a better rate than its predecessorInfluencing the design as much as possible prior to launchQuick feedback and corrective action at new product launch to drive a steep slope on the learning curve.New Product Readiness Review SUPPLIER QUALITY ENGINEERINGDell Confidential13Asia Pacific Supply Chain Management OfficeNew Product Readiness ReviewFirst article inspectionsnPrior to producing production unitsnUnder production conditionsnSupplier to provide data including key control characteristics,Cp/Cpk studies,functional testing,reliability testing,.Source inspectionsAt Suppliers facility by Dell approved representativeUntil meets the commoditys quality goalsCosts to be the responsibility of SupplierNew Product Readiness ReviewFiSUPPLIER QUALITY ENGINEERINGDell Confidential14Asia Pacific Supply Chain Management OfficeSupplier Quality PerformanceMetricsIFIR:Initial Field Incident RateThe percentage of commodity replaced within the first 30 days from product invoice date(in DPPM).IFIR=Qty of Comm.Replaced/Qty of Comm.Shipped x 1,000,000VIFIR:Verified Initial Field Incident RateThe rate of verified failures for the commodity field replacement rate based on what is returned and tested as a result of dispatch within the first 30 days from product invoice date(in DPPM).VIFIR=(Qty Fail/Qty Test)x IFIRSupplier Quality PerformanceMSUPPLIER QUALITY ENGINEERINGDell Confidential15Asia Pacific Supply Chain Management OfficeSupplier Quality PerformanceReviewQuarterly Business Review(QBR)nDell Procurement Management and Supplier ManagementnUtilizes supplier scorecard for driving improvementsQuality ForumnSupplier Quality,Procurement,LOB Quality,and OperationsnCommodity historical trends,quality improvement effortsOps ReviewProcurement Executives and other Dell ExecutivesHigh level procurement initiatives.Quality metrics are used to show trends vs.goalsSupplier Quality PerformanceRSUPPLIER QUALITY ENGINEERINGDell Confidential16Asia Pacific Supply Chain Management OfficeClosed Loop Corrective Actions (Tool I)Structural and disciplined quality improvement process/toolIntended to capture major,high priority issues.Entire team of SQE/JQE/GQAM work together to close issuesOnline system for communication with suppliers via ValueChainClosed Loop Corrective ActionsSUPPLIER QUALITY ENGINEERINGDell Confidential17Asia Pacific Supply Chain Management OfficeClosed Loop Corrective Actions7 StagesIssue descriptionContainmentRoot cause analysisCorrective action planPreventive actionVerification of effectivenessReview for closureClosed Loop Corrective ActionsSUPPLIER QUALITY ENGINEERINGDell Confidential18Asia Pacific Supply Chain Management OfficeClosed Loop Corrective ActionsThe FormClosed Loop Corrective ActionsSUPPLIER QUALITY ENGINEERINGDell Confidential19Asia Pacific Supply Chain Management OfficeClosed Loop Corrective ActionsWhen should it be initiatedDell Customer Experience(External Failure)nProblem within a key account presenting significant exposurenIFIR rate consistently or significantly beyond established goalsDell Factory(Internal Failure)Significant excursion requiring purge or resulting in line downLRR rate consistently or significantly beyond established goalsRepetitive failure of root cause identified on prior CAClosed Loop Corrective ActionsSUPPLIER QUALITY ENGINEERINGDell Confidential20Asia Pacific Supply Chain Management OfficeClosed Loop Corrective ActionsWhen should it be initiated-continuedSupplier Internal Performance Metrics(Suppliers Internal or IQA Failure)Internal quality performance yield rate consistently or significantly beyond established goalsContinuity of supply issues as the result of internal process yieldContinued poor performance on quality systems,process,and/or product audits Significant failure in meeting the Quality Management Plan and Quality AgreementClosed Loop Corrective ActionsSUPPLIER QUALITY ENGINEERINGDell Confidential21Asia Pacific Supply Chain Management OfficeMaterial PurgesRemoves defective or suspect material from all Dell sites worldwideInitiated by Dell Manufacturing Quality Engineer(MQE)Approved by correspondent Global SQE Supplier must implement the CA request immediatelyMaterial PurgesRemoves defectiSUPPLIER QUALITY ENGINEERINGDell Confidential22Asia Pacific Supply Chain Management OfficeSupplier Engineering Change Notifications(Tool J)Any supplier changes to form,fit,function,or appearanceDell must be notified in writingForm is provided-may be customized by commodityRequired number of days notice will vary by commoditySQEs should be the conduit for any supplier changes-not Dell manufacturing or engineeringSCT to approve the supplier changesSQE works with JQE to ensure Dell is notified of supplier changesSupplier Engineering Change NoSUPPLIER QUALITY ENGINEERINGDell Confidential23Asia Pacific Supply Chain Management OfficeQuarterly Business Reviews(QBR)Managed by the SCT/Commodity ManagersStrategic suppliers(Top 30+)on a quarterly basisIncludes measurements for Quality,Cost,Service,Technology,and SupplyQuality sections of the scorecards are specific by commoditySQE and GQAM participate in QBRsQuarterly Business Reviews(QBSUPPLIER QUALITY ENGINEERINGDell Confidential24Asia Pacific Supply Chain Management OfficeContinuous Improvement Process(CIP)PurposeThe CIP ensures the quality results targeted for a particular supplier are actually achievedIt is an analytical tool,founded on open feedback and root cause failure analysisTakes the guesswork out of quality managementContinuous Improvement ProcessSUPPLIER QUALITY ENGINEERINGDell Confidential25Asia Pacific Supply Chain Management OfficeContinuous Improvement Process(CIP)General GuidelinesGoal is to use the CIP for Dells Top 30 hardware suppliersWork in partnership with supplier and cross-functional Dell team to set and achieve goalsPut CIP in place as a supplier passes through the ramp stage into full volumeNone stop process to gain greater and greater improvementContinuous Improvement ProcessSUPPLIER QUALITY ENGINEERINGDell Confidential26Asia Pacific Supply Chain Management OfficeContinuous Improvement Process(CIP)StepsTeam formationProcess mappingData collectionPareto analysisFailure analysis/root causePlan corrective actionsForecast improvementImplement corrective actionsFactory cut-in datesPerformance reportingLessons learnedCommunicationAll team members involved-SQE/JQE/GQAMContinuous Improvement ProcessSUPPLIER QUALITY ENGINEERINGDell Confidential27Asia Pacific Supply Chain Management OfficeContinuous Improvement Process(CIP)(Tool K)Continuous Improvement Process