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首页> 外文会议>ASQ(American Society for Quality)'s 56th Annual Quality Congress May 20-22, 2002 Colorado Convention Center >GETTING STARTED IN A SUPPLIER IMPROVEMENT INITIATIVE
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GETTING STARTED IN A SUPPLIER IMPROVEMENT INITIATIVE

机译：开始进行供应商改进计划

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摘要

The term supplier partnership implies customer and supplier recognize joint interests and have agreed to work closely together for common benefits. Several approaches to customer-supplier partnerships have appeared in the literature on purchasing and quality, and include those driven by supplier suggestions, supplier ratings, supplier quality costs, and so-called Total Cost of Ownership models. These approaches are summarized here and references given. However the main purpose of this article is to describe an alternative approach based on joint customer-supplier improvement teams, implemented at an automotive OEM during 2000. A joint customer-supplier improvement team is made up of members from key departments of each company, who work together on an improvement project chartered by their respective managers. A unique aspect of the OEM case study reported here is that improved cost, although mentioned in the mission statement of the initiative, was not viewed as a driving force but rather as a result of improved quality. The six missions for these customer-supplier teams are identified. The organization, mode of operation, difficulties encountered, and solutions found during start-up of the initiative are provided. These solutions and "lessons learned" obtained directly from the team leaders will be of value to those who may want to pilot customer-supplier improvement teams in their company or agency. An assessment of first year benefits, both qualitative and quantitative, provide the reader with a sense of the range of benefits to supplier ratings, quality rates, warranty rates, and costs that are available. Besides improving quality and removing costs, other intangible benefits are identified.
机译：供应商伙伴关系一词表示客户和供应商认识到共同利益，并同意密切合作以取得共同利益。客户与供应商建立伙伴关系的几种方法已出现在有关购买和质量的文献中，其中包括由供应商建议，供应商评级，供应商质量成本和所谓的总拥有成本模型驱动的方法。这些方法在这里总结，并给出参考。但是，本文的主要目的是描述一种基于联合客户-供应商改进团队的替代方法，该团队在2000年的汽车OEM上实施。联合客户-供应商改进团队由每个公司关键部门的成员组成，他们由他们各自的经理共同制定一项改进项目。此处报道的OEM案例研究的一个独特方面是，尽管该倡议的任务声明中提到了成本提高，但成本提高并不是结果，而是成本。确定了这些客户供应商团队的六个任务。提供了该计划启动期间的组织，操作模式，遇到的困难以及找到的解决方案。这些解决方案和直接从团队负责人那里获得的“经验教训”对于那些想在他们的公司或代理机构中试点客户-供应商改进团队的人来说将是有价值的。对第一年收益的定性和定量评估，使读者对供应商评级，质量率，保修率和可用成本的收益范围有所了解。除了提高质量和消除成本外，还发现了其他无形的好处。

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