Jean901
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供应商质量管理SQM</SPAN>实务（苏州，7</SPAN>月26-27</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年7</SPAN>月26-27</SPAN>日</SPAN></SPAN> 【培训地点】</SPAN>苏州</SPAN></SPAN> 【培训对象】</SPAN>SQE</SPAN>、企业采购部、品管部、研发部、技术部、设计部、制造部、工程部、资材部等人员。</SPAN></SPAN> </SPAN> 【课程背景】</SPAN></SPAN> 在企业的生产管理活动中，强调供应链一体化，外购、外协物品在生产成本中所占的比例往往占到总成本的一半以上或更高。供应商不单影响生产成本，更决定了企业生产产品的质量与过程的产出率。如何有效管理供应商的质量已成为当今企业必须面对的挑战。丰田汽车生产模式一直为世界各类企业所效仿，而建立丰田汽车生产模式的最关键基础就是强大而且稳定可靠的供应商战略伙伴关系。</SPAN></SPAN> </SPAN> 【课程目标】</SPAN></SPAN> </SPAN></SPAN>■明确供应商对企业产品质量、过程产出率的贡献</SPAN></SPAN> </SPAN></SPAN>■撑握如何运用工具去分析、衡量、保证供应商的交货质量</SPAN></SPAN> </SPAN></SPAN>■学习如何保证供应商交货的质量</SPAN></SPAN> </SPAN></SPAN>■掌握如何有效提升供应商质量的方法和工具</SPAN></SPAN> </SPAN></SPAN>■如何建立双赢的供应商关系</SPAN></SPAN> </SPAN> 【课程大纲】</SPAN></SPAN> 一、企业与供应商共同应对的挑战</SPAN></SPAN> </SPAN>1</SPAN>、从VOC(</SPAN>客户之声)</SPAN>到供应商管理（SM</SPAN>）</SPAN></SPAN> </SPAN>2</SPAN>、CSM</SPAN>客户满意度评估方法</SPAN></SPAN> </SPAN>3</SPAN>、SM</SPAN>—企业核心竞争力之一</SPAN></SPAN> </SPAN>4</SPAN>、供应商质量与企业营运</SPAN></SPAN> </SPAN>5</SPAN>、模式和绩效的链式反应</SPAN></SPAN> </SPAN>6</SPAN>、质量成本COQ</SPAN>分析</SPAN></SPAN> </SPAN> </SPAN>7</SPAN>、案例分析：企业与供应商的关系</SPAN></SPAN> </SPAN> 二、供应商开发和供应商质量评估</SPAN></SPAN> </SPAN>1</SPAN>、过程生产能力 </SPAN></SPAN></SPAN> </SPAN>2</SPAN>、生产技术能力</SPAN></SPAN> </SPAN>3</SPAN>、质量管理体系</SPAN></SPAN> </SPAN>4</SPAN>、供应商质量能力考核方法</SPAN></SPAN> </SPAN> </SPAN>5</SPAN>、案例研讨：如何有效的评估供应商质量</SPAN></SPAN> </SPAN> 三、供应商质量衡量的方法与应用</SPAN></SPAN> </SPAN>1</SPAN>、品质结果的衡量—产品质量的测定</SPAN></SPAN> A.</SPAN>品质过程能力指数Cpk</SPAN>、Ppk</SPAN>、西格玛水平及其应用</SPAN></SPAN> B.</SPAN>品质测量的方法和程序</SPAN></SPAN> ■抽样计划的制定与实施</SPAN></SPAN> </SPAN></SPAN>■测量系统分析MSA</SPAN></SPAN> </SPAN></SPAN> 2</SPAN>、品质过程的衡量—质量保证体系的评审</SPAN></SPAN> A.</SPAN>基于流程的ISO9000</SPAN>质量体系</SPAN></SPAN> B.</SPAN>产品质量先期策划APQP</SPAN>的概念及方法</SPAN></SPAN> C.</SPAN>评审的流程与操作</SPAN></SPAN> </SPAN> 3</SPAN>、QFD</SPAN>质量功能展开</SPAN></SPAN> </SPAN> 四、供应商质量分析的方法与要素</SPAN></SPAN> </SPAN>1</SPAN>、过程能力指数分析</SPAN></SPAN> </SPAN>2</SPAN>、基于供应链的流程分析</SPAN></SPAN> </SPAN>3</SPAN>、运用SPC</SPAN>识别质量变异</SPAN></SPAN> </SPAN>4</SPAN>、运用FMEA</SPAN>识别质量变异</SPAN></SPAN> </SPAN> 五、如何有效提升供应商质量</SPAN></SPAN> </SPAN>1</SPAN>、解决质量问题</SPAN></SPAN> A.</SPAN>建立组织架构和机制</SPAN></SPAN> B.</SPAN>质量问题改进小组—团队、任务、计划和授权</SPAN></SPAN> C.</SPAN>常用质量工具：</SPAN></SPAN> </SPAN> </SPAN></SPAN>■因果关系图</SPAN></SPAN> </SPAN> </SPAN></SPAN>■失效模式及效果分析FMEA</SPAN></SPAN> </SPAN> </SPAN></SPAN>■差错防止、实验设计法DOE</SPAN></SPAN> </SPAN></SPAN> 2</SPAN>、预防质量问题</SPAN></SPAN> A.</SPAN>从营运体系的角度帮助供应商建立:</SPAN></SPAN> ■供应链上下游的技术和标准的一体化</SPAN></SPAN> ■共享的信息通道和作业流程</SPAN></SPAN> ■基于标准化的流程管理</SPAN></SPAN> </SPAN> B.</SPAN>从产品和工艺的角度帮助供应商建立:</SPAN></SPAN> ■产品的鲁棒设计 </SPAN></SPAN> ■工艺的鲁棒设计</SPAN></SPAN> </SPAN> 六、建立高效的供应商质量管理流程</SPAN></SPAN> </SPAN>1</SPAN>、供应商质量的信息管理（记录，考核和回溯）</SPAN></SPAN> </SPAN>2</SPAN>、供应商质量的事务管理（决策和经营）</SPAN></SPAN> </SPAN> </SPAN>3</SPAN>、案例分享:</SPAN>著名企业SQMP</SPAN></SPAN> </SPAN> 七、如何建立共赢的伙伴关系?</SPAN></SPAN> |