质量管理培训课程ppt模板.pptVIP

一个卓越的公司 新业务的挑战：短期利益与长期利益 怎么来衡量质量绩效？ 通过这种方法可以实现我们的 研发质量么? 事后的眼光看待CoNQ 以预防的眼光来看待CoNQ 在设计阶段纠正发现的质量问题 研发质量 研发质量活动 生产质量 生产质量 生产质量控制/保证框架 采取关键质量行动-生产质量 售后服务质量 客户服务质量 采取关键质量行动-客户服务质量 供应商质量 成长伙伴：关键目标 供应商质量 采取关键质量行动-供应商质量 供应商质量聚焦 供应商和客户结成伙伴 NPI Process Quality Support Structure: JQM-SQM Principles of Supplier Quality Function Supplier Risk Assessment / Certification Audit Process / Tools Checklist Supplier Risk Assessment / Certification Audit TCL Certification Audit Chapters Checklist Certification result – PASS / FAIL Audit Findings ICAL Template Q Account Manager SQM Supplier Organization JQM SUPPLIER Quality Advocate CUSTOMER Quality Advocate QUALITY MGMT Purchasing SERVICE Operations RD/DEV Execution Of Q Plan Customer Feedback Lead New Product Introduction Mass Production Control Execution Of Q Plan Customer Feedback Lead New Product Introduction Mass Production Control Customer Organization Operations MGMT SERVICE DEV QUALITY Purchasing BU LCD Function Function Design/Dev Center Mfg site QUALITY FOCUS Selection of suppliers – conduct Q risk assessment/certification audits, identify supplier development needs and upfront Q agreements with Suppliers on Customer requirements. Each strategic/key supplier will have one accountable SQM from Customer to deploy supplier quality framework and processes. One SQM will manage multiple suppliers within the designated commodity group. (Electrical, Electro-Mech, Mechanical, Panels, Sub-Assemblies) Establish SQM /JQM partnership for all key suppliers. Supplier will need to appoint a JQM/JQE accountable to Customer for their Quality and Q Org Structure. SQM JQM assigned after completion of risk assessment as a focal point on Quality and jointly own and drive quality from Design - Manufacturing – After Sales Service and Supplier Development Actions. Standardized Weekly/Monthly Quality review formats and ensure that supplier KPI/Target Setting is in place. Supplier Rating System (SRS) will be implemented