SQE (supplier quality engineer) The main responsibility of supplier quality engineer is to monitor suppliers and ensure the quality of incoming materials. So how did you do it? I have been engaged in supplier management for nearly two and a half years, and I want to talk about my understanding. Generally speaking, the quality of suppliers is determined by many factors. Undoubtedly, as an OEM and supplier, profit is the first choice. In order to make products more competitive, OEMs often adopt the strategy of reducing prices. Price reduction will inevitably reduce the profit margin of suppliers. When the profit of the product becomes smaller and the output is not enough to guarantee, the supplier will definitely pay less attention to the product, and even more unwilling to increase the management cost in order to improve the product quality. In this case, it will bring great difficulty to the quality management of suppliers. There is a phenomenon that people don't pay attention to you after you shout at the top of your voice, or if you shout at him to move, the problem will come out immediately if you don't shout. I often do this at work. For example, Wuhu at that time, Wuhu, and so on. In the face of these crying suppliers, how should we manage them? If you want to manage others, you must first have the ability to manage others, and you must know how to improve quality and reduce costs. Reducing costs is equivalent to increasing profits for suppliers. I believe that as long as your suggestion is correct and feasible, suppliers will be happy to accept it. As far as Wuhu * * is concerned, after reviewing the management strategy at that time, we simply called the supplier and asked him to come and choose as soon as possible, and sometimes asked him to feedback an 8D report. Write a ticket if you have any problems in the future. The effect is not obvious, and suppliers are complaining. Coupled with the special relationship between suppliers and leaders, sometimes a ticket is issued, but the money is not deducted, and the ticket will be invalid once or twice. When you can't restrain him, his attitude towards you will gradually deteriorate. For example, there was a bulge in the groove of the sealing strip of the valve cover I met at that time. If I take charge of it again, I will judge the cause of the problem first, let it feed back the report of 8D, and review the report myself to see if the cause analysis is in place and the control measures are effective. I must have judgment. If you find a loophole, you should point it out to the point. If there is no problem, then the remaining work is to supervise the implementation of its measures, and let him provide corresponding records to prove that he has done it or go directly to the site to ensure that the measures are in place. After the measures were implemented, they were verified. You can ask them to send samples and keep tracking. If the problem doesn't happen again within a certain period of time, you can cancel these projects temporarily. This is the correct thinking and method to deal with the problem. In order for suppliers to keep the product quality continuously, you must be able to make some reasonable suggestions and convince suppliers to keep the product quality stable for a long time according to your ideas. How do you make reasonable suggestions to suppliers? Usually, we should go deep into the production line, communicate with workers more, and sum up a set of things suitable for our own quality management. After more than two years of research, I think that in order to continuously ensure the quality of products, we must first pay special attention to human factors. What kind of skills employees in each position should have, what should be paid attention to, training must be carried out, and the effect should be confirmed after training. If they can't meet the requirements, they should be retrained. Improve the quality of operators through training. Secondly, it should be clear that process quality control is the focus of quality control. Only by controlling each process well can the quality of products be guaranteed. For key and important processes, it is best to assign personnel and posts. Employees should receive comprehensive training. For example, the blades of Ningbo * * * are not installed correctly, and the oil stain on the surface of the air outlet is required to be improved by this method, and the improvement effect is obvious. SQE should be familiar with the technical requirements and processing technology of the products in charge, and be able to point out and control the key processes in parts processing. SPC is an effective control method. As SQE, we should clarify SPC and guide suppliers to establish SPC control system. Another very important factor is the equipment. In addition to the daily inspection and maintenance of the equipment, you need to be familiar with the process of the product and see where the equipment is insufficient. For example, I once encountered a quality problem. A weldment supplied by Wuhu * * often appears virtual welding phenomenon. When I went to its company for audit, I found that the visual value of welding equipment was quite different from the real value. In the case of equipment problems, the product quality can certainly not be guaranteed. Checking whether the equipment can meet the process requirements and ensuring that the equipment can continuously meet the requirements is the focus of our equipment management for suppliers. In addition, for injection molded parts, besides injection equipment, there are molds, and suppliers must strengthen the regular maintenance of molds to ensure the long-term stability of mold quality. For the control of raw materials, suppliers must formulate the incoming inspection specifications for raw materials and strictly require the specifications to do so. In particular, suppliers are required to establish their own supplier management system to control incoming inspection. Review major suppliers regularly. After the problem occurs, if it is the problem of its purchased parts, it can be directly required to audit the suppliers, and it can be accompanied to verify the effectiveness of the audit. If they can't match, they need to feedback the audit report to facilitate supervision! The environment of the production area should be kept clean, tidy and orderly, and there should be no sundries unrelated to production. Materials, tools and fixtures are customized and stored neatly. We can consider using 5S method to ask manufacturers and even train suppliers. I didn't realize the importance of 5S to a company at first, and thought that 5S had little to do with the quality level of a company's products. After gradually realizing the relationship between environment and quality, companies with poor quality often work in a mess. 5S reflects the overall quality of a company. As SQE itself, we should be aware of the importance of 5S and make clear the specific provisions of 5S, which can guide manufacturers to improve. Measurement is inspection. First, work instructions are needed, and inspectors must inspect products according to the inspection methods and frequencies in the work instructions. As SQE, you should know MSA very well and be able to guide suppliers to establish MSA control system. As a supplier quality engineer, you must have enough professional knowledge and perfect management skills to do a good job in supplier management. In addition, in the face of special suppliers, in order to solve a certain problem, we need to be good at leveraging. "Stones from other mountains can attack jade." I have a deep understanding of this when dealing with the quality problems of Ningbo Ruisi and Ningbo Swell. What should be done must be done, but it should also be seen by the main engine factory when it is done. Once we have difficulties in advancing, we must feed back the problems to the main engine factory in time and use the power of the main engine factory to promote the smooth development of the work. In a word, supplier management is not a simple job. It requires you not only to have enough professional skills, but also to have rich management experience.