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Bùi Thị Vân Thiện đang tìm kiếm từ khóa Is the term used for any instance where the product or service fails to meet customer requirements? được Update vào lúc : 2022-10-11 16:10:32 . Với phương châm chia sẻ Mẹo Hướng dẫn trong nội dung bài viết một cách Chi Tiết 2022. Nếu sau khi tham khảo Post vẫn ko hiểu thì hoàn toàn có thể lại Comments ở cuối bài để Tác giả lý giải và hướng dẫn lại nha.Quality Glossary Definition: Supplier quality
Nội dung chính- The Benefits of a Proper Supplier Quality Management ProcessSupplier Selection Criteria and StrategiesSupplier Quality
CertificationsManaging Supplier/Buyer RelationshipsE-Business in a Lean Supplier
Network“Cost Out” vs. “Price Down” StrategiesSupplier Quality resourcesIs any instance where the product or service fails to meet customer requirements?What term is used for the ability of a product or service to perform as expected?Is the term used for the degree to which a system performs its intended function?Which test is done to test each individual component often a program to ensure that it is as defect không lấy phí as possible?
- Benefits of supplier quality managementSupplier selection criteria and strategiesSupplier quality certificationsManaging supplier/buyer relationshipsE-business in a lean supplier network"Cost out" vs. "price down" strategiesSupplier quality resources
Supplier quality is a supplier’s ability to deliver goods or services that will satisfy customers’ needs. Supplier quality management is defined as the system in which supplier quality is managed by using a proactive and collaborative approach.
It's in an organization’s best interest to ensure that its service or material suppliers are providing the highest quality products and services while also conforming to pre-established requirements. This is often accomplished through the use of supplier quality management systems (QMS), which allow companies to monitor supply chains and inspect or audit materials and services regular intervals.
Supplier quality management begins early in the product design and supplier selection process. It continues through the entire life cycle of a product and for the duration of the relationship with that particular supplier. Proper supplier quality management tactics include taking inputs (such as employee work, marketplace requirements, operating funds, raw materials, and supplies) and effectively and efficiently converting them to outputs deemed valuable by customers.
Supplier performance and quality management go beyond securing a low purchase price or getting the best giảm giá on bulk materials. It also includes:
- The costs of transactions, communication, problem resolution, and switching suppliers The reliability of supplier delivery, as well as the supplier’s internal policies (e.g., inventory levels, all impact supply-chain performance)
The Benefits of a Proper Supplier Quality Management Process
At one time, it was not uncommon to line up multiple suppliers for the same raw material, usually due to concerns about running out of stock or a desire to play suppliers against one another for price reductions. This has given way to working more closely with a smaller number of suppliers in longer-term, partnership-oriented arrangements.
The benefits of supplier partnerships include:
- Less
variation in vital process inputs when working with fewer suppliersReduced need for constant monitoring of suppliers and products if the suppliers have proven to be effective controlling their output
Establishing an effective supplier management process requires:
- Mutual trust and relationship building to share expertise and resources and reduce riskAn understanding of both
organizations’ unique roles in the processSupport from executives or upper management of both companies involved
Supplier Selection Criteria and Strategies
Supplier selection criteria for a particular product or service category should be defined by a cross-functional team of representatives from different sectors of an organization. In a manufacturing company, for example, members of the team typically would include representatives from purchasing, quality, engineering, and production. Team members should include personnel with technical/applications knowledge of the product or service to be purchased, as well as members of the department that uses the purchased item.
Common vendor and supplier selection criteria includes:
- Previous experience and past performance with the product/service to be purchasedRelative level of
sophistication of the quality system, including meeting regulatory requirements or mandated quality system registration (e.g., ISO 9001)Ability to meet current and potential capacity requirements on the desired delivery scheduleFinancial stabilityTechnical support availability and support in developing and optimizing processesTotal cost of dealing with the supplier, including material
cost, communications methods, inventory requirements, and incoming verification requiredThe supplier's track record for business-performance improvementTotal cost assessment
Methods for determining how well a potential supplier fits the selected criteria:
- Requesting a formal quote, which includes providing the supplier with specifications and other requirements, such as testingVisits to the supplier by management and/or the selection team
Confirmation of quality system status either by on-site assessment, a written survey, or request for a certificate of quality system registrationDiscussions with other customers served by the supplierReview of databases or industry sources for the product line and supplierEvaluation, such as prototyping, lab testing, or validation testing, of samples obtained from the supplier
Supplier Quality: Selection and Development Flowchart Example
Supplier Quality Certifications
Advance your career and your organization with an ASQ certification. These certifications emphasize supplier quality in their bodies of knowledge.
Managing Supplier/Buyer Relationships
Quality, cost, and delivery have long been considered key indicators of supplier quality management and performance. The arrival of lean methodology has added another beneficial aspect to the quality supplier network, and more recently another indicator has emerged in today’s environment: connectedness. This is a measure of how well an organization is connected to and integrated with its supply chain. To create a lean but integrated value supply chain, a strong relationship and collaboration needs to exist between both supplier and buyer. This partnership includes:
- A readiness on both sides to discuss future plansWillingness to understand each others business processesCommitment to share in each other’s long-term strategiesAn agreement to share in cost savings realized by any joint activities
Developing and implementing a wide range of communication initiatives must be aimed improving the responsiveness of the supply chain may include:
- Eliminating waste and non-value-added processes and even operations throughout the entire supply chainIdentifying and simplifying key supply chain processes to improve efficiency and overall effectivenessRationalizing the entire supply baseReducing throughput and lead times and overcoming the functional silos that divide and separate companies and foster inefficiencies
E-Business in a Lean Supplier Network
A critical component of creating a lean supplier network is the implementation of an e-business strategy. Technology should be used to enhance communication and move an organization and its entire supplier network toward paperless transactions. This can help improve efficiency in data transformation and information flow without unnecessary costs. Electronic commerce can also help increase access to a larger number of global suppliers that may be strategically aligned with your organization. Collaboration is critical for just-in-time (JIT) production of the right amount of product exactly when it is needed, which can serve as a mechanism to avoid lead time issues.
Collaborative supply chain solutions function as a broker between customer and supplier by communicating supply-and-demand needs and issues across the supply chain via visual signals. Collaborative commerce (c-commerce) allows cyber communities to share intellectual capital, integrate diverse business processes, and increase corporate innovation, market reach, productivity, and profitability. The technology must provide a means for understanding the entire supply chain, encompassing what the roles, policies, and processes that define its personality are and how business transactions are handled, to encourage optimal efficiency across the supply chain.
“Cost Out” vs. “Price Down” Strategies
In the past, when there were material price increases, the increased cost was passed up to the customer. Today’s increasingly competitive climate often leads to costs being passed down the supply chain instead. Likewise, the introduction of technology and methodologies that can lead to increased productivity have prevented labor costs from impacting on product costs, making price differentiation within market segments less likely. This requires the entire chain to continually adapt and respond to ongoing changes in cost.
Pressure to reduce costs has forced companies to find innovative ways to offer high-performance products a low cost. This has prompted organizations to assess the role of their suppliers and the supply chain as a source of increased profitability and cost reduction. However, as cost pressures are passed down the supply chain, cost reduction and the overall enhancement of value cannot be viewed as an isolated initiative. Price reduction is only a tactical short-term solution and organizations must understand that there is a limit to how much a supplier can reduce its price and still remain viable. Instead of focusing on a "price down" strategy, organizations need to employ a "cost out" strategy. This requires a holistic view of the supply chain whereby an organization works with its supply base to achieve the removal of waste through joint initiatives aimed value creation.
Value creation requires:
- The alignment of the entire organization, including suppliers that are involved in
product realization to meet customer specificationsAn acknowledgment that value must be delivered to the customer in a way that will ensure profitability and increase shareholder valueAn understanding of the relationship between the product’s price and its performanceThe ability to deliver value to the customer by achieving the total integration of the knowledge and skills of everyone in the supply chainThe information technology infrastructure to support the
supply chain processes
To create value, greater collaboration is required by organizations up to the customer, down to suppliers, and across the entire supply chain. These improvements in communication, information sharing, and relationships can not only create value, but establish stronger, more efficient supply chain management processes.
Supplier Quality resources
You can also search articles, case studies, and publications for supplier quality resources.
Books
The Certified Supplier Quality Professional Handbook
Managing Organizational Risk Using The Supplier Audit Program
ASQ Certified Supplier Quality Professional (CSQP) Study Guide
The ASQ Supply Chain Management Primer
Articles
Beyond Tried and True (Quality Progress) With much of an organization's value dependent on its product suppliers, a strong supplier audit program is essential. Organizational risk can be reduced or eliminated by effective management of suppliers, based on a systematic analysis of their delivery, response and rating.
Quality In The First Person: Supplier Hugger Or Engineer? (Quality Progress) The important dual role of supplier quality engineers is explained. They monitor the supply base, ensure suppliers are providing quality products, monitor supplier performance, evaluate corrective and preventive action responses, and perform audits.
Supplier Selection And Maintenance (Quality Progress) All suppliers are not equally important to your company’s success. The extent you go to depends on the associated cost, production and risk.
Adapted from The Certified Manager of Quality/Organizational Excellence Handbook, ASQ Quality Press.
Is any instance where the product or service fails to meet customer requirements?
A defect is a product or service that fails to meet agreed to customer requirements.What term is used for the ability of a product or service to perform as expected?
Reliability is the ability of a product or service to perform as expected under deviant conditions.Is the term used for the degree to which a system performs its intended function?
Quality Glossary Definition: Reliability. Reliability is defined as the probability that a product, system, or service will perform its intended function adequately for a specified period of time, or will operate in a defined environment without failure.Which test is done to test each individual component often a program to ensure that it is as defect không lấy phí as possible?
Integration testing involves testing of each individual component to ensure that it is as defect-không lấy phí as possible. Tải thêm tài liệu liên quan đến nội dung bài viết Is the term used for any instance where the product or service fails to meet customer requirements?