Supplier survey

Business SurveyGENERAL BUSINESSOrganization and ManagementSupport Questions:1. Provide updated organization chart for your business including global organizations.∙Identify who would be designated to GEA account.∙Will they be fully dedicated or part-time?∙What is the tenure of the Engineering organization?∙Who is the ultimate owner of a project with GEA?2. Identify key staff members and responsibilities.3. Outline responsibilities of key staff relative to operation objectives.4. Does supplier have a centralized purchasing organization? No_____ Yes_____Explain:___________________________________________________________________Scoring:1. Limited organization with roles of key players not clearly defined. Company would have difficulty supporting a newprogram start-up without significant staffing and/or plant and equipment expenditures.3. Organization appropriate for scope of current business. Roles are clearly defined and key players have ability to leadcompany to current objectives. Company has ability to grow, but would have to expand staff and facilities toaccommodate.5. Organization is currently staffed to handle additional business. Roles are clearly defined and top positions are staffedwith leaders capable of successfully growing the company. Company is capable and willing to make expenditures to grow business.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ____4_____) (Category Score__________) = Total Score __________ Operational GoalsSupport Questions:1 What is your company mission? Rank in priority order your company‟s key measurements (sales, availability, etc.,2. What are your current year business objectives?3. Compare current year objectives to historical performance.4. Discuss business reinvestment. Give examples of domestic and international reinvestment.5. Discuss your long term business strategy.6. Are there any outstanding legal issues facing your company that could potentially hamper your ability to supplyproduct under quoted circumstances?7. What countries outside the U.S. do you currently conduct business in?8. Does your company have a legal and policies compliance program?9. Do you use or have you ever used child, forced or prison labor in the manufacture of any products?10.Are there any outstanding regulatory or safety complaints still pending?Scoring:1. Key measurements are neither defined nor communicated beyond staff level. Individual roles andresponsibilities not defined to include accountability for meeting objectives. Goals are limited toshort term with little long term planning evident.3. Key measurements are defined and communicated to all levels, and there is clear accountability for allkey measurements. Long and short term strategic planning is part of total business plan.5. Key measurements are defined in detail and communicated and integrated into work plan of eachemployee. Progress to goals are updated on regular basis to entire business. Strategic long termgrowth is an important part of business plan.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score__________) = Total Score _________IndustrySupport Questions:1. Describe your major competencies.2. What type of global competition do you have? Who are they?3. Who are major custo mers and what % of suppliers‟ business do they represent?4. Who are major countries/markets of distribution and what % of business does each represent?5. What are the brand names, market share, and average annual growth rate over the past five yearsfor major products sold in the United States?6. What is the market share for supplier‟s major channels of distribution?7. What is supplier‟s major new product and growth initiatives? (Line extensions, new lines/features/technologies)8. What are your plans to capitalize on these growth opportunities?9. What % of your sales is OEM/private label?10. Name OEM customers and length of time served.- Do you dedicate resources to serve these customers?Scoring:1. Business positioned to maintain small share of total market or niche business, with little funding for planningfor future growth or acquisition. Current product offerings provide limited growth potential.2. Business is positioned well relative to others in industry, although they may not be one of the key suppliers withinthe industry. Product line offerings could provide opportunities for future growth potential.5. Company is clearly an industry leader and accounts for an above average proportion of the total industry outputProduct line offerings are innovative and varied enough to assure their market place leadership.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score__________) = Total Score __________ Program ExecutionSupport Questions:1. What major programs are currently underway in your facility?2. What was the last major program your company completed?How long from start to finish?3. What is your history for on-time, on-budget programs?4. Are there any other major programs currently under consideration by your company?5. Outline program management personnel and resources available for program implementation.1.Does supplier utilize a New Product Introduction (N.P.I.) process with scheduled technical and product reviews? Scoring:1. Company has not implemented a mid/major program in recent past. Resources would limit scopeof any program undertaking. GEA would have to lend considerable resources to be assured ofsuccessful implementation.3. Company has successfully implemented mid/major programs in recent past. Resources would limitPrograms to small or mid-sized. GEA would require a detailed implementation plan along withcorrective action program before business could be awarded.5. Company successfully implements mid/major programs on a continuing basis. Resources are eitheravailable or could be obtained to assure successful execution of program. GEA‟s resource involvementwould be limited primarily to program management interface.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score__________) = Total Score __________ Customer InterfaceSupport Questions:1. Who are your major customers? Break down sales % by customer.2. How do you service your key customer accounts?3. Do you measure each customer on a separate profit and loss (P&L) statement?4. Do your customers measure you? How?5. How do you measure yourself?6. Give examples of current reports and company performance.7. Do you track the following data internally?a. On-time shipsb. Availability by productc. After-market parts availabilityd. SCR trackingScoring:1. Company works primarily through blanket orders and has minimal contact with customer and supplier base.Quality, delivery and/or other issues are generally reactively handled on case by case basis.3. Company employs a representative who, as the primary customer contact. Personally handles most quality,delivery or customers questions. The representative will involve his plan resources on an as needed basis.Customer/supplier relationships are recognized as being important and are handled in a professional and amiablemanner.5. Customer satisfaction is a key operational objective, and Company has systems in place to measure customerapproval as well as supplier performance. Company has established programs that proactively address customersatisfaction as well as supplier performance.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ____3_____) (Category Score__________) = Total Score __________Pricing - Also see ‘Productivity’ in Technology sectionSupport Questions:1. Are you willing to share your cost structure with your customers?2. What types of productivity or cost savings programs do you engage in?3. Do you pass on cost savings to your customers?4. Describe the size, organizational structure, and role of your purchasing department.5. What are your primary goals and objectives of your purchasing department and how is it measured?6. What are the qualifications of the personnel in the purchasing department?7. Describe your deflation/cost savings history during the past few years.8. Supply pricing history on several core models.Scoring:1. The current structure and strategy of the company does not support being a low cost producer.3. Company goals include productivity and cost saving initiatives, but efforts are not fully maximized.5. The company aggressively pursues productivity and costs saving initiatives internally and with their supply base byproviding the structure and training to accomplish.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ____4_____) (Category Score__________) = Total Score __________QUALITYManagement & GoalsSupport Questions:1. What are the Corporate Quality Objectives? How are they communicated to all employees?2. How is Quality Department organized? (See organization chart from General Business Survey)∙Is Quality department organization well defined/functionally sound?∙Are there good lines of responsibility among all functions?∙Who has key contributor expertise and experience?3. What are Quality Goals for the business? Are they documented? Are they challenging?4. What is Service Call Rate (SCR) goal for products?5. What is the SCR for products shipped to the United States?6. What is the SCR of products shipped within the country where products are manufactured?7. How is SCR determined/calculated?8. Is there a long term strategy to achieve SCR goals?9. Has a 6 sigma philosophy been incorporated into new designs and used for problem solving and to identifyopportunities?10. Is there a 6 Sigma movement in the business?11. What level of involvement does the management team have in dealing with quality issues?12. Are quality costs tracked?Scoring:1. Quality organization in place, but there is no evidence of authority, vision, or a strong relationship to businessmeasurements3. Appropriate quality goals in place but the organization is largely inexperienced or not fully staffed. Management iscommitted but resources are not available for needed upgrades.5. Well defined goals and measurements in place; field data and quality costs are understood, acted on, and measured Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ___5____ ) ( Category Score _________) = Total Score __________Planning & DocumentationSupport Questions:1.Is there a comprehensive Quality Manual? Is latest revision up-to-date?2.Is it accessible to all employees, and approved by upper management?3.Are there detailed quality instructions posted at the work stations in the appropriate language?4.Is this facility ISO Approved? 9001? 9002? 9003?5.Is this facility approved by another GE business?6.Who reviews contracts prior to acceptance to ensure customer requirements are understood?∙Evaluate ability of personnel to interpret and communicate in English?∙Evaluate ability of personnel to communicate to GEA? Cross functionally?∙Does sales organization interface with Design Engineering? Manufacturing?7.Are quality plans developed for each product? Who has responsibility?8.Are critical specifications and characteristics identified and control plans developed?9.Are critical processes identified and quality plans developed to 6 sigma process capability?Scoring:1. Quality manual exists but is not complete or primarily covers policies not procedures that can be executed. Minimalquality planning evident.3. Quality manual is well documented but there is little evidence of quality planning in the system and process controlsare not covered adequately.5. Manual is well documented and followed. Quality system includes quality planning, process control, auditing, andreliability testing.Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________ (Category Weight ___5___) (Category Score ________) = Total Score _________Change Control/ProceduresSupport Questions:1. What is product specification change procedure? Who is responsible? Is it documented?2. What is process for change control in factory?3. Who physically changes documents or computer files? Is there a master file?4. How are manufacturing drawings and specifications controlled to the latest revision?5. Who insures drawings and specifications from their suppliers are to the latest revision?6. If Engineering and Sales organizations are located in another city/country, how are changes controlled?Scoring:1. There is no formal change control procedure and factory processes do not sufficiently document3. Change procedures for internal changes and drawings only. Suppliers not controlled.5. Well defined process for handling drawing, process, and material changesComments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score __________) = Total Score __________Process Control & Statistical Process ControlSupport Questions:1.List Major in-process inspections/tests∙Do process control plans include acceptance criteria? Characteristic Instrume (Refer to appropriate Product specific survey) ______________________________________________________________________2. Are process instructions and equipment calibration procedures posted at appropriate locations?3. What is the procedure to adjust process equipment between model changes?4. What is the procedure to adjust test/measurement equipment between model changes?5. Are control plans developed and maintained to monitor process outputs?∙Sub-assemblies?∙Finishes?∙Major fabrication?∙Primary assembly and test?6. Do the control plans include:∙Critical-to-quality characteristics? Who is responsible for monitoring?∙Frequency?∙What type of measurements? Type gages used?∙Data recorded? Stat6. Have short and long term capability studies been performed?7. Are assignable cause variations investigated and corrected? Who has responsibility?8. Are appearance standards in place? Is lighting adequate for inspection?9. Are station aids used at CTQ and complex operations?Scoring:1. Ineffective process control system with no understanding or use of SPC.3. Adequate process control techniques in place. Operators understand and work to station instructions.5. Extensive evidence of effective use of statistical control of critical processes. SPC charts being utilized.Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score __________) = Total Score __________MetrologySupport Questions:1. Is there a documented gage calibration program?2. Is inspection, measurement, and test equipment capable of the required accuracy/precision?∙Measure at increments 1/10 of tolerance minimum?∙Are gages stored and handled to protect accuracy and fitness for use?3. Are gage R&R (repeatability and reproducibility) studies performed?∙What percent of tolerance is considered acceptable?4. Are calibration records complete for production test equipment?Instrument/TesterLocation?Frequency?__________________________________ _____________________________________________________________________ _____________________________________________________________________ _____________________________________________________________________ ___________________________________5. Have appropriate actions been taken when measuring and test equipment is found to be out of calibration?∙Have previous test results been checked for validity?∙Is upstream material held for retest?∙Customers notified if suspect material has been shipped?6. Is there a documented gage maintenance program?Scoring:1. Inspection, measurement, and test equipment are not capable of required accuracy/precision and are not calibratedregularly.3. Inspection, measurement, and test equipment are capable of the required accuracy/precision, but documentation andconsistency lacking in some instances.5. Inspection, measurement, and test equipment are capable of the required accuracy/precision and are strictlymonitored and changed as appropriate. Gages and instruments are scheduled for calibration and acceptance R&Rstudies are performed and on file.Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________ (Category Weight___5____) (Category Score _________) = Total Score ________Corrective Action / Problem SolvingSupport Questions:1. Is control provided for identification, documentation, evaluation, segregation and disposition of in-process non-conforming product?2. Is non-conforming finished product impounded? Is the customer notified?3. Does written formal procedures exist for problem solving that defines the problem and root cause?4. Do corrective actions have date of temporary fix, permanent fix, and owner?5. Are corrective and preventative actions reviewed by management and the customer?6. How does the Quality organization monitor long term issues - failures from 1-10 years?7. How is field failure information accumulated, including repairs, defective parts, application, and installation?Scoring:1. Little formal procedures exist for corrective actions to resolve problems or control non-conforming material.3. Procedures exist and responsibility assigned, but follow through apparently lacking. Minimal field failure information.5. Formal problem solving and corrective action process is used with containment action, defining root cause, verifyingcorrective action and system changes. Field failure data is obtained and acted on.Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score ___________) = Total Score __________Outgoing Quality AssuranceSupport Questions:1. What tests are performed after final assembly? (Refer to appropriate Product specific survey)2. Is there an end-of-the-line audit for products? Characteristics measured? Frequenc∙Safety tests?∙Functional tests?3. Is there a grading system? Describe?4. Is product performance tested by lot? Is data provided to the customer?5. Is product life tested or “stress” tested on a scheduled basis?What tests are performed?6. Is a appearance standards board/room maintained to compare outgoing product versus established standards?Scoring:1. In-line and audit testing are inconsistent and do not ensure 100% function or safety.3. Product is tested 100% in-line for basic functions, but critical characteristics are not formally audited.5. Product is 100% tested in-line, critical tests and consumer cues are audited by sample plan, and product performanceis tested per GEA requirements.Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score __________) = Total Score __________Personnel/TrainingSupport Questions:1. What is average factory personnel turnover rate?2. What is minimum educational level for factory personnel? Average?3. What is the training process for new personnel? Hours? TypeTraining?4. Who is responsible to ensure training is documented, accurate, complete, and up-to-date?5. Are there any factory Quality Awareness Programs? Quality Circles?6. Is there a training program for quality personnel?∙Type training? SPC? Scoring:1. Minimal …on job training‟ with limited or no supervision3. Good …on job training‟ with supervision and experienced operators, but little formal quality/gage instruction.5. Formal and mandatory training program in company policies/procedures and normal and specialized job training.Comments/Deficiencies:____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________(Category Weight ____5_____) (Category Score __________) = Total Score __________PRODUCTION SUPPORTInventory ManagementSupport Questions:1. How is inventory measured and tracked? How is it controlled?2. How is schedule attainment measured?3. How many days of RIP (raw, in-process) and finished goods inventory are carried?4. What is the supplier‟s capability to inventory finished goods? How many units?Location?5. What is the supplier‟s capability to inventory components? Quantify.6. What is supplier‟s inventory turns?How are turns calculated?7. What is supplier‟s willing to consign finished inventories at customer‟s location? Is this a current practice?8. How is Materials Department organized? (See organization chart from General Business Survey)9. What training is provided for materials personnel?What type experience or certification is required? e.g. APICS -American Production Inventory Control Society.Scoring:1. Minimal inventory control processes and inability to inventory finished products, minimal manpowerand inventory management focus.3. Inventory control processes being used, some capability to inventory finished products, sufficientstaffing and focus on inventory management.5. Inventory control processes in place and fully utilized, highly capable of storing and managing finished goodsinventories, well organized staffing with focus on meeting business objectives.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ (Category Weight ____5_____) (Category Score__________) = Total Score __________ Scheduling/Quick ResponseSupport Questions:1. What procedures/processes and systems are used to schedule your manufacturing facility? What is the frequency ofschedule updates? What software packages are used?2. Does the supplier have Electronic Data Interchange (EDI) and Internet capability? If yes, what is it used for? If not,are plans in place to implement?3. Does supplier understand which components, materials, subassemblies, and manufacturing processes restrict theirflexibility to respond to customers mix and volume changes?∙What are issues and what actions are being taken to address them?∙Are safety stocks carried - provide any studies performed.4. What is the supplier‟s customer on-time fill rate (quantity ordered versus quantity shipped)?5. What is supplier‟s customer on-time delivery (order date versus date product received)?6. How flexible is supplier‟s factory?a. What is supplier‟s manufacturing cycle time for products?b. What is supplier‟s response time to make product volume or mix changes after notification?c. How often does supplier cycle product? Daily, weekly, monthly?6. How is obsolescence controlled and measured?Scoring:1. Scheduling performed manually with no use of material systems, Electronic Data Interchange (EDI), or the Internet. Limitedunderstanding of issues restricting flexibility or capability to correct. Not capable of meeting customer needs.3. Material systems, Electronic Data Interchange (EDI), and the Internet being used adequately. Supplier plant isreasonably flexible and issues impacting are understood, but only limited actions are taken. Customers needs metfrequently.5. Highly proficient and evident use of material systems, Electronic Interchange Data (EDI), and the Internet. Supplier‟sfactory is flexible and issues impacting are fully understood and proactively addressed. Customers needs fully met.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________(Category Weight _____5____) (Category Score __________) = Total ScoreFacility/Equipment/Layout/CapacitySupport Questions:1.What are the primary processes performed in supplier‟s factory - e.g. assembly, metal fabrication, injection molding2.What waste, practices, and inefficiencies are evident when walking the flow of the plan from incoming materialsto outgoing product shipments?3. How would you rate the layout, cleanliness, lighting, and work environment of the plant?4. What expansion capabilities does the supplier have?5. Does supplier have any current plans to expand or upgrade the manufacturing facility?6. Does supplier have any plans to purchase or upgrade equipment? Why and when?7. Would products from other customers impact su pplier‟s ability to support GE production needs, e.g. seasonalproducts.8. Does the supplier have a documented capacity plan which includes overtime capability and supplier and internallimitations?9. What is the annual capacity of the manufacturing facility and what is currently being utilized?10. What is the typical age and condition of supplier‟s equipment, fixturing, and tooling?11. How much of supplier‟s production capacity would be allocated to GE?12. Has the supplier identified and formalized tooling, equipment, and labor constraints relative to capacity? Is a plandeveloped in the event additional capacity is needed?13. How many days/week and shifts do assembly and support operations work?14. Does supplier have a formalized and comprehensive preventative maintenance program? Are records kept onmaintenance, repairs, and modifications?Scoring:1. Inefficient plant layout with poor material and process flow and cleanliness. Limited understanding of factorsrestricting production and no contingency plans to address increased or spiked demands from customers. Lack ofpreventative maintenance reflected in tools and equipment condition.3. Plant layout and material/process flow adequate. Understand factors effecting production and generally have someplans in place to respond to changing customer volumes, although not always timely. Preventative maintenanceroutines in place and tools and equipment in acceptable condition.5. Upgrade or new facility with state-of-the-art and efficient material/process layout and flow. Excellent lighting,cleanliness, and work environment. Supplier thoroughly understands and documents factors restricting productionand actively works issues. Contingency plans are in place to quickly respond to changing customer volumes. Welldocumented preventative maintenance program that is strictly adhered to results in tools and equipment being in likenew condition.Comments/Deficiencies:____________________________________________________________________________________ ________________________________________________________________________________________________________ ________________________________________________________________________________________________________(Category Weight ____5_____) (Category Score __________) = Total Score __________ToolingSupport Questions:1. Who is responsible for managing all tooling activities?2. Does supplier design and build its own tooling or purchase from external suppliers? What type tooling does supplierbuild?3. How many tool designers and builders does supplier employ? What are their qualifications?。