Supplier quality management
Course overview
This course lasts for 2 days.
When an enterprise develops to a certain stage, 80% of the quality problems of its products come from suppliers, and the quality of suppliers has become one of the most risky factors for the enterprise. This course is Jiang Hongfeng's summary of the practical management experience of the world's top 500 Japanese and American enterprises and the essence of enterprise cases in training and consulting. China South Locomotive Group, Times New Materials, Novo Nordisk Pharmaceuticals and other foreign companies introduced the internal training of this topic, and its practical application in solving practical problems of enterprises was highly praised by enterprise leaders and students!
Course income
Statistics show that for most enterprises in China, inferior cost accounts for 20-30% of the total product cost. The rule of 10 times in quality management tells us that the economic loss caused by suppliers' quality problems is increasing by 10 times with the progress of the working procedure, and the loss caused to customers is close to infinity. It can be said that improving the quality of suppliers' products means reducing costs and increasing the efficiency and competitiveness of enterprises! Standing at the height of enterprise competition, this course provides systematic methods and practical tools to help enterprises control quality from the source, reduce costs, increase profits, and solve ten difficult problems in enterprise supplier quality management:
How to improve supplier quality and reduce cost?
How to form an inter-departmental team and implement the scientific process system of supplier investigation, evaluation, selection, assessment and management?
How to conduct real on-site audit according to enterprise product requirements without becoming a mere formality?
How to let you, who are not experts, quickly grasp the supplier's process points and establish a quality control "map"?
What are the misunderstandings of sampling and testing methods for product inspection, and what are the new development trends?
How to use "CP+8D tool" to prevent quality problems from recurring and frequent?
How to effectively manage the quality of workshop suppliers
How to manage the quality of suppliers with strong bottlenecks?
How to steadily implement the system of incoming inspection and exemption from inspection
How to reward and punish suppliers clearly, promote improvement, and how to cross-departmental linkage?
In this course, you will find solutions to the above problems.
Training object
Enterprise top management
Purchasing manager, quality manager, logistics manager
Procurement Engineer, R&D SQE Engineering Department
IQC and other supplier management related personnel.
training program
Module 1: supplier quality management under the new situation
1, Case and Enlightenment: Analysis of Lida Toys and Toyota Recall Door
2. The development trend of supplier quality management
3. Challenges faced by supplier quality management
4, lean production requirements for SQM
5. Supply chain risk management requirements for SQM
6. Obsolete SQM concept and practice
7. How to realize zero defect knowledge with suppliers?
8, supplier quality and cost dispute resolution
9, SQM management status and common problems
10, square meter management structure (butterfly/pole/diamond)
Module 2: Supplier Management Strategy
1, purchasing PFMEA and related quality problems.
2.Kraljic combination model is used to classify purchased materials.
3. Judge the attractiveness of the organization to suppliers
4. General product/bottleneck product/leveraged product/strategic product management strategy
5. Supplier Management Addition, subtraction, multiplication and division
6, strong bottleneck supplier management strategy
7. Haier's supplier classification and management measures (model)
8. Enlightenment from the principle of Siemens supplier relationship 15.
9. Optimization and adjustment in the process of supplier development.
Module 3: Supplier Quality Audit and Diagnosis
1, differences and opportunities of three types of audits (systems, processes and products)
2. Select experts, set up teams, and divide the priorities of work execution.
3. Let the on-site audit not go through the motions.
4. Suppliers must look at five places and hit the nail on the head.
5, ask, check, see, remember, professional truth.
6, the implementation of the audit results and improvement plan
7, supplier "acupuncture" process audit
8. Establish medical records -QFD+QCP
9, easy to appear problem prediction+countermeasures.
10, workshop supplier management and control system
Module 4: Product Quality Control from Sample to Batch
1, the difference between sample parts and production parts
2. Three functions to be realized by the sample.
3, sample identification process and key points
4. The meaning and scope of application of PPAP for production parts approval procedure
5. Requirements and main points of 5.PPAP submission
6. Association of 6.PPAP with FMEA, SPC, MSA and APQP.
7, small batch trial production quality management points
8, supplier batch production monitoring means
9, packaging materials, plastics, hardware quality monitoring methods (Top 500 tool model)
10, Preparation of Quality Assurance Agreement (Template)
Module 5: IQC and quality inspection system and business
1, quality inspection system
2, enterprise common error checking method
3. Applicable conditions of MIL-STD-105GB2828-2003)
4. Classroom exercise: GB2828 sampling and error analysis.
5. Normal, strict and relaxed inspection transformation rules
6. New development trend: Zero defect sampling plan-19 16
7. Exemption from inspection-the construction of exemption system
8. Timing of routine testing and testing of the whole project
9. Correct test method: (adhesion, hardness and other five test methods)
10, check and handle any abnormality found.
1 1. Design and management of factory inspection (model management document of domestic benchmark enterprises)
12, Introduction to Third Party Testing
Module 6: Role and Work Plan of SQE
The role and responsibility of 1 and SQE in supplier quality management
2. Division of roles of SQA, SQE and IQC under 2.SQM
3.SQE competency and three competency requirements (communication, interpersonal relationship and project management)
4, QS+0 and ISO 90065438 9000, TS 16949 system theory and practical ability.
5. Other requirements of 5.SQE
6.SQE resource map
7.SQE+JQE system
8. Supplier diagnosis and consultation
9. Tool case: Quality requirements, responsibilities and work schedule of SQE personnel of the world's largest monitor manufacturer (Taiwan enterprise)
10, matters needing attention and career development of SQE personnel
Module 7: Handling and Improvement of Supplier's Quality Problems
1, why do the top 500 Japanese companies suggest that defective products are valuable?
2. The occurrence and solution of the problem 5Why+5W2H and the three haves and three have-nots.
The meaning and origin of 3 and 8D and the purpose of implementing 8d.
4, 8d and CLCA process analysis and key points of each step.
5. Case: A listed communication product company applied 8D to effectively solve the supplier quality problem.
6. "Acupoint" audit of suppliers-product process audit
7, product process audit method
8. CP requirements of supplier control plan
9.SQE quality plan and supplier consultation
10, supplier 4M 1E change identification, control and linkage
1 1. The whole process of implementing supplier quality assurance: the qualified rate of incoming materials increased from 92.0% to 99.5% (standard book template).
Module 8: Supplier Performance Evaluation and Relationship Management
1, significance of supplier evaluation
Step 2 evaluate KPI
3. Evaluation weight setting
4. Incentive methods for excellent suppliers after evaluation.
5. Management methods after evaluation of pipe suppliers
6, supplier quality monthly report system, supplier information (template)
7. Case: Planning of supplier quality conference of well-known enterprises.
8. Thematic solution: summary of quality control methods for workshop suppliers.
9. Thematic solution: Summarize how to improve the quality and reduce the procurement cost.
10, special question: How to implement rewards and punishments according to the cross-departmental performance of suppliers to promote improvement?