摩托罗拉今年对供应商的评估标准2个doc2个xlsctequalityassessment(编辑修改稿)

摩托罗拉今年对供应商的评估标准2个doc2个xlsctequalityassessment(编辑修改稿)内容摘要：

here is a specified, documented, and ongoing training program that includes a variety of tools and techniques, such as check lists, histograms, Pareto diagrams, cause and effect diagrams, scatter diagrams and control charts (SPC), stratified sampling, design of experiments (DOE), advanced problem solving techniques, team oriented problem solving, Taguchi methods/robust design concepts, design for manufacturability, process mapping, identification of critical characteristics, operational definitions, identification of responses/measurements/metrics, critical thinking skills, and 8D. Performance Level for Element 3 SCORE 1: ☐☐ No training plan exists. There is no management support for developing one. SCORE 2: ☐☐ Some training is performed as time and budget allows. ☐☐ There is no documented training plan. ☐☐ Some managers recognize the need for business/quality training. ☐☐ A formal training system exists within the anization. ☐☐ Training tends to be limited primarily to manufacturing related skills. ☐☐ Training for new hires and transfers exist in some areas of the business. ☐☐ There is general awareness of the need for quality and process improvement training by management. SCORE 3: ☐☐ Most major areas of the anization have a sound training program in statistical analysis and problem solving techniques. ☐☐ Annual training plans for the whole anization are required by management. ☐☐ Most employees receive some job related and process improvement training. ☐☐ Training plans generally tie to business and quality objectives. ☐☐ The training plan is fully documented and includes all new hires, transfers and managers. SCORE 4: ☐☐ There is a well designed quality training roadmap/program with strong ties to the anization‟s business plan. ☐☐ A training program with a full curriculum and plete training records is implemented across all areas of the anization. ☐☐ All employees have received prehensive training that recognizes individual needs and development. ☐☐ Training plans and progress are reviewed regularly by all levels of management. ☐☐ Measures have been established to evaluate training effectiveness in support of strategic plans. ☐☐ All appropriate employees have received process improvement training. SCORE 5: ☐☐ Training at all levels is driven by strategic objectives and individual development needs and is aligned with customer satisfaction requirements and expectations. ☐☐ Training effectiveness measures clearly demonstrate a positive impact of training in acplishing business and customer satisfaction results. July 1st. 20xx。 Rev G 9 of 36 Motorola Confidential Proprietary 4 Do new product/process/technology/service development policies and procedures exist and do they result in clearly defined project plans with appropriate metrics and approvals? Considerations: a. Policies and procedures exist which define minimum requirements appropriate resources and expectations for the development, introduction and manufacturing of new products, new/changed significant processes, technologies and services. These policies and procedures also define responsibility for implementation. b. Qualified personnel who are adequately resourced are assigned to each project. c. Existing policies and procedures assure that new products, technologies and services meet established performance goals, including cycle time goals and measurements, prior to introduction. d. Policies and procedures require appropriate management visibility and approvals prior to mitting new products, new/changed significant processes, technologies and services to production. e. The anization plies with all provisions of their new product, new/changed significant processes, technology and service policies and procedures. Performance Level for Element 4 SCORE 1: ☐☐ No policies or procedures exist for new product, process, technology or service development. SCORE 2: ☐☐ A few informal procedures exist but documentation is inplete and pliance is inconsistent. ☐☐ Some areas of the business are beginning to recognize the need for a more disciplined approach. ☐☐ Some policies and procedures exist and are being followed by some major areas of the business, however, some of these policies lack the requirements for appropriate measurables. ☐☐ Management visibility and approval is inconsistent. ☐☐ There are a few examples of well planned and successful new product, process, technology or service development projects with defined responsibility for implementation with qualified personnel. SCORE 3: ☐☐ Sound policies and procedures have been defined and documented by key parts of the anization. ☐☐ These existing policies require clear and plete project plans to be documented with appropriate measurables and responsibility for implementation defined. ☐☐ The policies and procedures require that qualified personnel that are adequately resourced be assigned to the projects. ☐☐ Management approvals are a requirement of the policies in place. Most major areas of the business ply with existing policies and procedures. SCORE 4: ☐☐ Well designed policies and procedures exist for all appropriate areas of the business. ☐☐ These documents require that plete project plans and milestones be documented for all new product, process, technology and service development projects. ☐☐ They also require the development of Failure Mode Effects Analyses (FMEA‟s) for all new products, new/changed significant processes, as well as clearly defined minimum performance expectations. ☐☐ Appropriate management approvals are built into the process. ☐☐ There is evidence that all new products, process, technology and service projects are pliant to the anization‟s documented policies and procedure.。