1、SUPPLIER QUALITY ENGINEERINGAsia Pacific Supply Chain Management OfficeDell Computer Corporation IPO On Board TrainingSupplier Management ProcessPrepared by: Eric Hoh10/16/00SUPPLIER QUALITY ENGINEERINGDell Confidential2Asia Pacific Supply Chain Management OfficeContentQuality Management PlanningDes
2、ign ReviewSurveillance and Follow-up AuditingNew Product Readinesss ReviewSupplier Quality PerformanceClosed Loop Corrective ActionsMaterial PurgesSupplier Engineering Change NotificationsQuarterly Business ReviewsContinuous Improvement ProcessProcess/Tools LocationsSUPPLIER QUALITY ENGINEERINGDell
3、Confidential3Asia Pacific Supply Chain Management OfficeSUPPLIER MANAGEMENT PROCESSQuality Mgmt Planning(Dell and Supplier)New Product ReadinessReviewPerform Process Audit(if not done earlier)Managing / MonitoringQuarterly BusinessReviewsSupplier CorrectiveActionsManage ContinuousImprovement Process
4、SQE leadsSQE leadsSQE leadsSQE leadsSQE partcipates withCommodity MgmtSQE leadsDesign Reviews(Dell or Supplier)SQE participates withDesign GroupsSupplier QualityPerformanceSupplier-RelatedEngineering ChangesSUPPLIER QUALITY ENGINEERINGDell Confidential4Asia Pacific Supply Chain Management OfficeSupp
5、lier Management PlanningOverviewThese are unique by commodity - particularly on Dell-designed vs. Supplier-designed productsInclude specific policies, plans on:Quality goalsEngineering change notificationsCLCA expectationsFailure analysisTestingOut of box auditsProcess flow chartsetcSQE works with J
6、QE to jointly input and manage this planGQAM ensures the plan is being utilized at all supplier sitesSUPPLIER QUALITY ENGINEERINGDell Confidential5Asia Pacific Supply Chain Management OfficeSupplier Management PlanningQuality Management Plan (Tool G)GeneralProduct differences from previous models/pa
7、rtsCritical contactsOrganizationQualified personnelTraining programProcess documentationProduct/process flow chartsProcess detailsSUPPLIER QUALITY ENGINEERINGDell Confidential6Asia Pacific Supply Chain Management OfficeSupplier Management PlanningQuality Management Plan - continuedProcess developmen
8、t/qualification/validationProcess capabilityGage R&RCompatibility testing (cooperative development)Process optimizationDocument change control Engineering drawings, ECN policyQuality inspection documentsProcess detail documentation SUPPLIER QUALITY ENGINEERINGDell Confidential7Asia Pacific Supply Ch
9、ain Management OfficeSupplier Management PlanningQuality Management Plan - continuedQuality ControlFirst article inspectionKey control characteristics monitoringKey operating parameters monitoringReliability testing (may be extended)Mean time between failures (MTBF)Dell acceptance reliability test (
10、DART)Out of box audit (OBA)Approved sub-Supplier list (approved vendor list)Source inspectionSub-Supplier managementMaterial purgingCritical component list with sub-Supplier informationSUPPLIER QUALITY ENGINEERINGDell Confidential8Asia Pacific Supply Chain Management OfficeSupplier Management Planni
11、ngQuality Management Plan - continuedProblem SolvingFailure analysis methodsTechniques usedQuality Performance MetricsProduction line performanceAnnual field failure ratesFactory audit resultsContinuous ImprovementCIP programClosed loop corrective action systemSUPPLIER QUALITY ENGINEERINGDell Confid
12、ential9Asia Pacific Supply Chain Management OfficeDesign ReviewDone prior to RTS and/or mass productionA checklist containing:Review audit results and corrective actionsReview First Article Inspection resultsReview reliability test resultsEnsure critical components are approvedReview training record
13、sReview pilot build dataetcSQE works with JQE to ensure supplier is ready for mass productionGQAM ensures each supplier site has met Dell requirements prior to RTSSUPPLIER QUALITY ENGINEERINGDell Confidential10Asia Pacific Supply Chain Management OfficeNew Product Readiness ReviewContent (Tool H)Qua
14、lity Agreement approved/signedQuality Management Plan fully utilizedQuality metrics set upGeneral data collectionOpen corrective actions resolved or put on closure planDesign issues resolvedSUPPLIER QUALITY ENGINEERINGDell Confidential11Asia Pacific Supply Chain Management OfficeNew Product Readines
15、s ReviewContent (Tool H) - continuedProcesses/productValidated and qualifiedDocumentedDocuments for manufacturing are approved and deployed to usersQuality controlTest methods and tools validated/controlledProduct performance/reliability testing completedHandling, storage, and delivery methods in pl
16、aceOrganization is staffed and trainedSUPPLIER QUALITY ENGINEERINGDell Confidential12Asia Pacific Supply Chain Management OfficeNew Product Readiness Review New Product ExpectationsEach successive new product perform at a better rate than its predecessorInfluencing the design as much as possible pri
17、or to launchQuick feedback and corrective action at new product launch to drive a steep slope on the learning curve.Last ModelIntroductionNew ProductReleaseCustomer RequirementsTIMEDPPMABABBetter initial performance-Improved design-More robust introduction process-Implementation of screenAccelerated
18、 improvement-Tighter feedback loop-Drive all issues to root cause-Environment that doesnt accept failuresProduct Evolution Cycle ImprovementsSUPPLIER QUALITY ENGINEERINGDell Confidential13Asia Pacific Supply Chain Management OfficeNew Product Readiness ReviewFirst article inspectionsPrior to produci
19、ng production unitsUnder production conditionsSupplier to provide data including key control characteristics, Cp/Cpk studies, functional testing, reliability testing, . Source inspectionsAt Suppliers facility by Dell approved representativeUntil meets the commoditys quality goalsCosts to be the resp
20、onsibility of SupplierSUPPLIER QUALITY ENGINEERINGDell Confidential14Asia Pacific Supply Chain Management OfficeSupplier Quality PerformanceMetricsIFIR: Initial Field Incident RateThe percentage of commodity replaced within the first 30 days from product invoice date (in DPPM).IFIR = Qty of Comm. Re
21、placed / Qty of Comm. Shipped x 1,000,000VIFIR: Verified Initial Field Incident RateThe rate of verified failures for the commodity field replacement rate based on what is returned and tested as a result of dispatch within the first 30 days from product invoice date (in DPPM). VIFIR = (Qty Fail / Qt
22、y Test) x IFIRSUPPLIER QUALITY ENGINEERINGDell Confidential15Asia Pacific Supply Chain Management OfficeSupplier Quality PerformanceReviewQuarterly Business Review (QBR)Dell Procurement Management and Supplier ManagementUtilizes supplier scorecard for driving improvementsQuality ForumSupplier Qualit
23、y, Procurement, LOB Quality, and OperationsCommodity historical trends, quality improvement effortsOps ReviewProcurement Executives and other Dell ExecutivesHigh level procurement initiatives. Quality metrics are used to show trends vs. goalsSUPPLIER QUALITY ENGINEERINGDell Confidential16Asia Pacifi
24、c Supply Chain Management OfficeClosed Loop Corrective Actions (Tool I)Structural and disciplined quality improvement process/toolIntended to capture major, high priority issues.Entire team of SQE/JQE/GQAM work together to close issuesOnline system for communication with suppliers via ValueChainSUPP
25、LIER QUALITY ENGINEERINGDell Confidential17Asia Pacific Supply Chain Management OfficeClosed Loop Corrective Actions7 StagesIssue descriptionContainmentRoot cause analysisCorrective action planPreventive actionVerification of effectivenessReview for closureSUPPLIER QUALITY ENGINEERINGDell Confidenti
26、al18Asia Pacific Supply Chain Management OfficeClosed Loop Corrective ActionsThe FormSUPPLIER:Part #:Description:STEP 1INTERNAL / EXTERNAL TEAMDATE:Team Leader:Dell Lead:Team Members:STEP 2DESCRIBE THE ISSUEDATE:STEP 3CONTAINMENT PLAN (What, Who, When, Where)DATE:Is a purge necessary?_ Does this aff
27、ect other product families/types?_STEP 4ROOT CAUSE ANALYSIS (Use problem solving tools)DATE:STEP 5CORRECTIVE ACTION PLANDATEResponsibility:_ Date to be implemented:_STEP 6PREVENTIVE ACTIONDATE:Responsibility:_ Date to be implemented:_STEP 7VERIFICATION (Follow-up to Corrective/Preventive actions)DAT
28、E:CLCA #:Status:Target Closure Date:Customer Ref #:SUPPLIER QUALITY ENGINEERINGDell Confidential19Asia Pacific Supply Chain Management OfficeClosed Loop Corrective ActionsWhen should it be initiatedDell Customer Experience (External Failure)Problem within a key account presenting significant exposur
29、eIFIR rate consistently or significantly beyond established goalsDell Factory (Internal Failure)Significant excursion requiring purge or resulting in line downLRR rate consistently or significantly beyond established goalsRepetitive failure of root cause identified on prior CASUPPLIER QUALITY ENGINE
30、ERINGDell Confidential20Asia Pacific Supply Chain Management OfficeClosed Loop Corrective ActionsWhen should it be initiated - continuedSupplier Internal Performance Metrics (Suppliers Internal or IQA Failure) Internal quality performance yield rate consistently or significantly beyond established g
31、oalsContinuity of supply issues as the result of internal process yieldContinued poor performance on quality systems, process, and/or product audits Significant failure in meeting the Quality Management Plan and Quality AgreementSUPPLIER QUALITY ENGINEERINGDell Confidential21Asia Pacific Supply Chai
32、n Management OfficeMaterial PurgesRemoves defective or suspect material from all Dell sites worldwideInitiated by Dell Manufacturing Quality Engineer (MQE)Approved by correspondent Global SQE Supplier must implement the CA request immediatelySUPPLIER QUALITY ENGINEERINGDell Confidential22Asia Pacifi
33、c Supply Chain Management OfficeSupplier Engineering Change Notifications(Tool J)Any supplier changes to form, fit, function, or appearanceDell must be notified in writingForm is provided - may be customized by commodityRequired number of days notice will vary by commoditySQEs should be the conduit
34、for any supplier changes - not Dell manufacturing or engineeringSCT to approve the supplier changesSQE works with JQE to ensure Dell is notified of supplier changesSUPPLIER QUALITY ENGINEERINGDell Confidential23Asia Pacific Supply Chain Management OfficeQuarterly Business Reviews (QBR)Managed by the
35、 SCT/Commodity ManagersStrategic suppliers (Top 30+) on a quarterly basisIncludes measurements for Quality, Cost, Service, Technology, and SupplyQuality sections of the scorecards are specific by commoditySQE and GQAM participate in QBRsQualityQuality PlansInvestment/ToolsIFIR/LRRCost of Non-conform
36、anceContinuityof SupplyCapacity/CapabilityFlexibilitySupply ChainOptimizationGlobalizationTechnology /Time To VolumeProduct LeadershipConcept ReviewsRoadmap Alignment Joint Qualification PredictabilityCostLeadershipMost Favored NationValue Chain AnalysisProactiveField ServiceGlobal SupportFailure An
37、alysisCorrective ActionTech SupportSUPPLIER QUALITY ENGINEERINGDell Confidential24Asia Pacific Supply Chain Management OfficeContinuous Improvement Process (CIP) PurposeThe CIP ensures the quality results targeted for a particular supplier are actually achievedIt is an analytical tool, founded on op
38、en feedback and root cause failure analysisTakes the guesswork out of quality managementSUPPLIER QUALITY ENGINEERINGDell Confidential25Asia Pacific Supply Chain Management OfficeContinuous Improvement Process (CIP)General GuidelinesGoal is to use the CIP for Dells Top 30 hardware suppliersWork in pa
39、rtnership with supplier and cross-functional Dell team to set and achieve goalsPut CIP in place as a supplier passes through the ramp stage into full volumeNone stop process to gain greater and greater improvementSUPPLIER QUALITY ENGINEERINGDell Confidential26Asia Pacific Supply Chain Management Off
40、iceContinuous Improvement Process (CIP)StepsTeam formationProcess mappingData collectionPareto analysisFailure analysis/root causePlan corrective actionsForecast improvementImplement corrective actionsFactory cut-in datesPerformance reportingLessons learnedCommunicationAll team members involved - SQ
41、E/JQE/GQAMSUPPLIER QUALITY ENGINEERINGDell Confidential27Asia Pacific Supply Chain Management OfficeContinuous Improvement Process (CIP)(Tool K)I m pl em entCorrecti ve A cti onsFai l ure A nal ysi s& Root CauseLessons LearnedPerform ance Reporti ngCIP DELLCom m uni cati onTeam Form ati onForecast I m provem entsFactory Cut-I n D atesPl an Correcti ve A cti onsPareto A nal ysi sD ata Col l ecti onProcess M appi ng
