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1、全面质量管理 研发生产供应商 售后 四部曲,2,3,一个卓越的公司,组织的质量 全员的质量 产品的质量 服务的质量,4,新业务的挑战：短期利益与长期利益,我们必须改变对质量的理解： 从短期的QC/QA到长远的QM，从而获得公司长久的发展,5,怎么来衡量质量绩效？,CoNQ (Cost of non-quality)是用来衡量一个组织可以持久发展的指标CoNQ5% 红灯 紧急改善或者停止 3%CoNQ5% 黄灯 必须推动改善质量 CoNQ3% 绿灯 持续改善CoNQ是为了解决质量问题/客户抱怨 所付出的代价,6,我们的目标：CoNQ 75% Milestones PASSED50% to 75%
2、 Milestones with clear follow up action 50% Milestone BLOCKED,15,研发质量活动,在设计时即考虑到使FCR最低并消减解决质量问题的费用; 客户需求项目的界定需要同客户需求紧密连接; 在设计之前考虑资源，客户需求、设计成熟度（性能、质量、可靠性）等等; 定义过程能力以在生产前预测质量; CTQ管理：定义从研发到生产的CTQ控制参数以监控和追踪客户需求.,16,第二部分,生产质量,17,生产质量,关键聚焦 生产质量释放-产品和过程已经准备好 制造质量控制/质量保证 质量绩效追踪和持续改善,18,生产质量控制/保证框架,19,采取关键质量
3、行动-生产质量,在不同的制造地点使质量系统/过程一致 生产质量释放-产品和过程准备好了 制造过程中的QC，出货检验和老化/可靠性测试 质量绩效追踪和持续改善,20,第三部分,售后服务质量,21,客户服务质量,关键质量聚焦 客户服务策略和备件提供 快速反馈和问题解决 按制造日期的“批”分析 售后服务支持和及时响应 客户满意度/忠诚度调查,22,采取关键质量行动-客户服务质量,采用按生产日期的“批”分析法对FCR进行跟踪以验证产品质量改善行动的效果 基于不同的生产“批”，测量和分析FCR以驱动在产品生命周期内的改善 通过客户满意度调查驱动改善从而满足客户期望,23,第三部分,供应商质量,24,成长
4、伙伴：关键目标,怎样发挥公司和供应商之间的全部潜能？ 成为成长伙伴 以达到： 更好（质量） 更快（反应） 更便宜（价格）,25,供应商质量,关键质量聚焦： 供应商选择：策划 供应商改善：建立密切关系 供应商质量支持组织（JQM)：承诺,26,采取关键质量行动-供应商质量,在供应商选择/采购阶段质量需介入： 供应商审核和认证 先期质量计划 联合质量管理JQM 发展&培养供应商,27,保持密切关系 供应商准备就绪 供应商的可持续性发展 供应商的早期介入 支持 使质量系统一致 持续质量改善 成本竞争 分享 双向沟通 快速响应 联合质量管理,供应商质量聚焦,28,供应商和客户结成伙伴,资质认定 环境和
5、可持续性 质量领导力和技术 产品/ 过程释放 元器件达到标准 供应商全面评价系统 交货 价格 支持与响应 创新 供应商培养 产品 / 过程 质量管理 缩短推至市场的时间和开 展成本竞争,29,我的建议,30,NPI Process,31,Quality Support Structure: JQM-SQM,Q Account Manager,SQM,Supplier Organization,JQM,SUPPLIER Quality Advocate,CUSTOMER Quality Advocate,QUALITY,MGMT,Purchasing,SERVICE,Operations,R&D
6、/DEV,Customer Organization,Operations,MGMT,SERVICE,DEV,QUALITY,Purchasing,BU LCD,Function,Function,Design/Dev Center & Mfg site,32,Principles of Supplier Quality Function,Selection of suppliers conduct Q risk assessment/certification audits, identify supplier development needs and upfront Q agreemen
7、ts 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-Ass
8、emblies),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 - Man
9、ufacturing 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 to track monthly performance of the strategic/key suppliers.,33,Supplier Risk
10、Assessment / Certification Audit Process / Tools & Checklist,34,Supplier Risk Assessment / Certification Audit,Purpose: To determine whether supplier is qualified to do business with TCL (For new suppliers/new products/new manufacturing sites).Focus: Supply Management, Manufacturing & Quality issues
11、.Timing: Has to be completed and PASSED before PO is being placed.Assessment Team: Content experts with auditing training led by a Certified Lead Assessor.Audit Result: PASS or FAIL or NEED TO BE RE-AUDITED. Audit Reports & Findings will be feedback to suppliers for improvement /corrective actions.
12、ICAL will be generated and follow-up actions will be done by Lead Buyer.,Condition To PASS - the certification result should be at least a total score of 350 and each chapter must meet the minimum weighted score for compliance of that chapter.,35,TCL Certification Audit Chapters & Checklist,Rating C
13、riteria:,36,Certification result PASS / FAIL,1) Pass: total score 350 and above and each chapter score must at least meet minimum weighted score for compliance of that chapter. 2) Fail: total score is below 350 and non-compliance in any chapter. 3) If total score is 350 and above and a Non-complianc
14、e in any chapter, the result of the audit is “Fail” and if the Purchasing decides to continue with the supplier, a re-audit has to be done within 3-6 months. If non-compliances are still identified: the supplier has to be phased out. 4)If the total score is less than 350 supplier has to be phased out and no re-audit will be entertained.通过/未通过 1) 通过：总分大于等于350分并且每个章节的得分满足最小有效分数要求。 2) 未通过：总分低于350分或者任一章节得分未满足最小有效分数的要求。 3) 如果总分大于等于350但是在任一章节审查中发现有不满足最小有效分数要求的，审查结果是未通过；如果采购决定继续对供应商进行风险评估，那么至少在3-6个月之内要进行一次复审。如果复审仍然发现不符合章节仍然不满足要求,那么供应商将被淘汰. 4) 如果总分低于350分那么供应商将直接淘汰,不再安排复审。,
