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1、Supplier Quality ManualApril 2006Table of Contents1.0 Purpose2.0 Scope3.0 Quality System Requirements 4.0 Approved Supplier List5.0 Supplier Assessments6.0 Advance Product Quality Planning 7.0 First Article Submission Process8.0 Temporary Deviation9.0 Process Change Request (PCR) 10.0 Engineering Ch
2、ange Request (ECR)11.0 Problem Resolution 11.1 CPAR Process11.2 Problem Solving Expectations11.3 Supplier Quality Meetings11.4 Business Hold11.5 Cost Recovery11.6 Supplier Development12.0 Delivery Requirements13.0 Packaging13.1 Product Identification13.2 Shipment IdentificationAppendix ANonconformin
3、g Material Notification FormsSupplier Quality Manual1. PurposeThe purpose of this manual is to communicate Weil-McLains quality requirements and expectations to suppliers. It is the intent of Weil-McLain to do business with suppliers who are able to provide parts/materials/processes and services con
4、sistently to specifications, at a competitive price, and in accordance with the defined delivery schedule. The manual is intended to assist suppliers in their understanding of requirements regarding specific management, communication, and reporting processes.2. ScopeThe contents of this manual apply
5、 to all Weil-McLain suppliers of production material and services. 3.0 Quality System RequirementsWeil-McLain encourages suppliers to develop fundamental quality systems that provide for continuous improvement and emphasize defect prevention while reducing variation and waste. At this time Weil-McLa
6、in does not require suppliers to obtain certification to ISO 9000; however, suppliers are strongly encouraged to use section I of QS-9000 as the basis for their quality system development. 4.0 Approved Supplier ListProduction parts/materials/processes and services will only be purchased from supplie
7、rs on the Weil-McLain “Approved Supplier” list. Weil-McLain evaluates and selects suppliers based on their ability to supply product/services in accordance with specified requirements.5.0 Supplier AssessmentsWith prior notification Weil-McLain will conduct Quality System audits at suppliers faciliti
8、es. The goal of the audits is to understand suppliers capabilities and quality systems and identify continuous improvement opportunities. Potential suppliers will be audited as part of Weil-McLain sourcing process. Current suppliers may be audited if there are ongoing quality problems.Tool moves to
9、a different supplier manufacturing facility may require a Quality System audit of the new facility. Suppliers are prohibited from moving tools without prior notification and approval from Weil-McLain.Suppliers will be sent a Pre-assessment survey before the audit date. This pre-assessment should be
10、returned prior to Weil-McLain conducting the audit. Following the audit Weil-McLain will forward our findings and any needed corrective actions on part of the supplier. Results of the audit will be used in the sourcing decision of potential suppliers.6.0 Advanced Product Quality Planning (APQP)When
11、a supplier is selected to supply product Weil-McLain may begin formal APQP activities with Suppliers. APQP is designed to communicate product quality expectations and verify that suppliers have adequate processes in place to assure smooth start-ups. Weil-McLain will review APQP requirements with sup
12、pliers in advance.Timing will be established and communicated during the source selection process. Weil-McLain will determine which elements of APQP are required and determine timeline for completion. Weil-McLain will work closely with suppliers in the development and implementation of all documents
13、 and processes for suppliers unfamiliar with APQP.Suppliers must establish cross-functional teams to manage the requirements of APQP.Weil-McLain may conduct a Launch Readiness Review at the suppliers facility. This review will include inspections of the suppliers documents and processes associated w
14、ith the production of parts for Weil-McLain.Suppliers may be required to run Production Trials (Run at Rate) prior to mass production in order to determine the capability of their processes to meet required production rate and quality levels. Should supplier trials prove unsuccessful corrective acti
15、ons must be completed prior to start of mass production.7.0 First Article Submission ProcessSuppliers are required to obtain approval for mass production parts prior to shipment through the First Article Approval process. The purpose of the First Article Approval process is verify that a suppliers p
16、roduction process is capable of producing parts to meet Weil-McLain specifications. Suppliers shall conduct a First Article production run and produce parts utilizing normal production equipment, tooling and processes that would be used as in mass production. The Supplier will then submit sample par
17、ts from this First Article Production run for approval by Weil-McLain.First Article due dates will be determined and communicated to suppliers as part of the Weil-McLain Stage Gate Process. First Article submissions shall be sent to the Weil-McLain Buyer unless otherwise instructed.Suppliers shall s
18、ubmit First Article samples for new parts or changes to existing parts, processes, drawings, manufacturing locations, sub-contractors, or materials.The Following is required to be submitted as part of First Article submissions.Drawings Each part drawing along with referenced specifications and drawi
19、ngs must be submitted with each First Article. Each dimension and note must be ballooned (numbered) Dimensional Results Suppliers must use the First Article Inspection dimensional results form provided by Weil-McLain. A one piece dimensional layout is required for each mold, cavity, die and producti
20、on line that produces a part. Dimensional results must be provided for all dimensions, notes and other specifications on the part drawing. The dimensional layout must correspond to the ballooned drawing.Material Certifications Suppliers must provide evidence of compliance to material specifications
21、through material and performance test results. Each First Article submission must be accompanied by a Material Certification report.Process Capability Studies Process Capability Studies should be completed for all special characteristic dimensions as determined by Weil-McLain All special characteris
22、tics must have Cpk 1.33 or Ppk 1.67Samples Suppliers may be required to submit up to 5 sample parts with each First Article Submission. Samples from tooling should be submitted for each mold or cavity Each sample part must have a tag indicating it is a First Article sample. The tag should include pa
23、rt number, revision level, date parts were produced, supplier name, and cavity number.Suppliers may be able to submit one First Article submission for a family of parts. Weil-McLain will notify the supplier when this type of submission is necessary.No First Articles should be submitted to Weil-McLai
24、n if any dimensions or test results do not meet part drawing requirements. Supplier shall make every attempt to implement corrective action for any out of spec condition. Suppliers shall contact Weil-McLain if they are unable to meet part drawing. Weil-McLain will then inform suppliers on required c
25、ourse of action.8.0 Temporary Deviation If a supplier manufactures product that does not conform to Weil-McLain specifications and lead-time does not allow permanent corrective action due to Weil-McLains production requirements a temporary deviation request must be submitted to Weil-McLain and appro
26、ved prior to shipping non-conforming material. Weil-McLain approval will be based on how deviations might impact the form, fit and function of the parts.Deviation requests must include details of the non-conformance and the number of parts affected. Weil-McLains Temporary Deviation Request form may
27、be used.9.0 Process Change Request (PCR) A Process Change Request form must be submitted and approved if any of the following occur. Change in the manufacturing process and or tooling Additional tooling or added cavities to tooling currently approved for mass production Manufacturing location change
28、s Sub-supplier changesNONE OF THE ABOVE CHANGES CAN OCCUR PRIOR TO APPROVAL10.0 Engineering Change Request (ECR)Should a supplier wish to make a permanent change to a part or drawing an Engineering Change Request (ECR) form must be submitted to Weil-McLain and approved prior to any change.11.0 Probl
29、em Resolution 11.1 CPAR Process: Upon receipt of nonconforming material Weil-McLain may issue a Corrective and Preventative Action Request (CPAR) report. Nonconforming material can be found during incoming inspection, audit, assembly or warranty returns. If problems are found during pre-production f
30、itting trials or are considered minor issues Weil-McLain will issue Quality Alerts to the supplier describing the problem.Return Material Authorization (RMA) must be provided for material that is defective or considered suspect and needs to be returned to the supplier. Weil-McLain reserves the right
31、 to sort suspect material to avoid shutdown of its production lines.Within 24 hours of notification of defective parts through CPAR report, suppliers must: Implement requirements of Normal Containment Inform Weil-McLain the plan to replace suspect material Identify short term corrective actions Send
32、 initial CPAR responsesWithin 10 business days of notification of defects suppliers must: Define and verify Root Causes of defect and Escape Determine and Implement permanent corrective actions for Root Cause and Escape Verify and Validate permanent corrective actionsWeil-McLain will analyze the fin
33、al CPAR response and provide the supplier with a decision on closure of the CPAR. CPAR responses will be Accepted, Conditionally Accepted or Rejected. Resubmission of the CPAR response with discrepancies corrected is required within 5 days.11.1 Problem Solving ExpectationsWhen Weil-McLain issues Cor
34、rective and Preventative Action Requests (CPARs) suppliers are required to submit a formal response. CPAR responses must be in the format supplied by Weil-McLain. Below is list of information that is required to be included in the CPAR response. Problem Statement Define problems in detail Identify “
35、what is wrong with what” List Weil-McLain requirements concerning defect Identify when the problem started List manufacturing dates of defective materialInterim Containment Action Define and verify Interim Containment Actions Provide daily sort results All stock locations should be purged of suspect
36、 stock Describe method of sorting Validate effectiveness of ICARoot Cause Analysis Define in detail the “true” root cause Verify the “true” root cause Address the Escape Point (Place in the process where the effect of the root cause should have been detected and contained) Use the 5 Why approachPerm
37、anent Corrective Actions Must address the root cause and the Escape Point Must be very detailed. Describe who will do what and how it will be implemented and when. Verify and validate the corrective actions. Describe in detail method of verification. Corrective actions must not cause any other probl
38、emsPrevent Recurrence Modify necessary policies and procedures to prevent reoccurring problem Evaluate whether corrective actions can be implemented on similar products or processes.Approval and closure of CPAR Responses will be at the discretion of Weil-McLain QC. All CPARs will remain open until p
39、roblem-solving requirements are met.11.2 ContainmentSuppliers are responsible for developing a process to protect Weil-McLain from receiving material that does not meet the quality requirements and specifications set by Weil-McLain. Suppliers must include at minimum elements of the following process
40、 of containment.11.2.1 Controlled Containment: Suppliers will be placed into Controlled Containment as a result of Weil-McLain or Weil-McLains customer receipt of defective material. Suppliers will be required to take immediate actions to cease shipping defective material. These actions include: Sen
41、ding 100% certified parts for all shipments to Weil-McLain. Marking certified parts as agreed to by Weil-McLain. Sending certified replacement parts to replace suspect parts in-transit and in Weil-McLain inventory. Utilizing a Certified Part identification label to identify certified shipments. Coll
42、ecting daily sort data and reporting findings to Weil-McLain. Suppliers will be released from Controlled Containment once the CPAR response has been approved. 11.3 Supplier Development Weil-McLain will provide assistance to suppliers having trouble meeting performance levels and specifications set b
43、y Weil-McLain. Weil-McLain will assist in: Resolution of critical issues Assist suppliers with improvement activities Work with potential suppliers to improve capabilities to be added to the Approved Supplier List Conduct specific training when a need has been identified.11.4 Supplier Quality Meetin
44、gsPoor performing suppliers will be required to attend Incoming Quality (IQ) Meetings when their performance drops below acceptable levels. Meetings are mandatory and will be held at Weil-McLain.The purpose of IQ meetings is for Suppliers to present containment and corrective actions to improve thei
45、r performance in the deficient areas identified by Weil-McLain. Suppliers can be called to attend IQ meetings for Poor Quality Repetitive Issues Responsiveness to concerns raised by Weil-McLain Severe quality rejections Delivery problemsSuppliers will be notified of meetings in advance and will be r
46、equired to have attendees from Plant Management and Quality Management. Other personnel may also be required to attend.11.5 Business HoldSuppliers may be placed on Weil-McLain business hold list if the supplier is financially unstable, has severe quality or delivery problems that are unresolved. The
47、 supplier will be notified upon being placed on the Business Hold ListThe following may occur if a supplier is placed on Business Hold Formal meeting with Weil-McLain Removal from Approved Supplier List No longer allowed to quote on any future business Supplier Development efforts by Weil-McLainTo be removed from the Business Hold list the supplier must implement corrective actions for the cause of their deficiencies and address preventative actions to prevent recurrence. A plan for implementatio
