營銷重要客戶系統(tǒng)介紹

1、P1P2 誰是重要客戶誰是重要客戶 和客戶互動關係的過程和客戶互動關係的過程 Compaq系統(tǒng)介紹系統(tǒng)介紹 HP系統(tǒng)介紹系統(tǒng)介紹 Intel系統(tǒng)介紹系統(tǒng)介紹 3COM系統(tǒng)介紹系統(tǒng)介紹 Motorola系統(tǒng)介紹系統(tǒng)介紹 Nokia系統(tǒng)介紹系統(tǒng)介紹 2000年日本重要客戶年日本重要客戶 2000年客戶共同要求年客戶共同要求P3誰是重要客戶誰是重要客戶?Foxconn I/O 1999 Top Revenue RankRankCustomer% of RevenueRankCustomer% of Revenue1COMPAQ8.6%113COM2.9%2HP8.3%12DELL2.8%3INTEL

2、7.4%13MICROSTAR2.5%4CISCO5.6%14TRIGEM2.5%5QUANTA5.2%15MOTOROLA2.0%6XIRCOM4.4%16LEO1.9%7COMPAL3.8%17ADAPTEC1.9%8ACER3.6%18GIGABITE1.7%9IBM3.4%19APPLE1.6%10ASUS3.4%20GVC1.4%?Nokia?P4和客戶互動關係的過程和客戶互動關係的過程P5COMPAQ系統(tǒng)介紹系統(tǒng)介紹P6接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍問卷問卷(先自我評估再稽核先自我評估再稽核) Business(9大項大項) Quality (8大

3、項大項) Environmental (6大項大項)P7接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍 Business(9大項大項)1. Order Forecast Management(定單管理定單管理 )2. Flexibility and Cycle Time(交貨彈性交貨彈性 )3. Supply Chain Management(供應鏈管理供應鏈管理 )4. Production Planning Management(生產(chǎn)企劃生產(chǎn)企劃 )5. Communications Management(電子溝通管道電子溝通管道 )6. Transportation M

4、anagement(運輸管理運輸管理 )7. Research and Development(研發(fā)研發(fā) )8. Total Cost Management(成本管理成本管理 )9. Services Management(服務系統(tǒng)服務系統(tǒng) )P8接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍 Quality (8大項大項)1. Quality System Management(品質(zhì)系統(tǒng)品質(zhì)系統(tǒng) )2. Documentation(文件管理文件管理 )3. Procurement(供應商管理供應商管理 )4. Manufacturing & Material Con

5、trol(製程管理製程管理 )5. Final Acceptance(檢查與改正檢查與改正 )6. Calibration(儀器校正儀器校正 )7. Quality Information(品質(zhì)資料管理品質(zhì)資料管理 )8. Statistical Process Control(統(tǒng)計技術統(tǒng)計技術 )P9接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍Environmental (6大項大項)1. ENVIRONMENTAL POLICY & COMMITMENT(環(huán)保政策環(huán)保政策 )2. ENVIRONMENTAL & SAFETY HISTORY(環(huán)保環(huán)保 /

6、安全措施安全措施 )3. ENVIRONMENTAL & SAFETY ASSESSMENT PROCESS(環(huán)保環(huán)保 /安全評估安全評估 )4. SUB-SUPPLIER/CONTRACTORS(對供應商環(huán)保要求對供應商環(huán)保要求 )5. WASTE MINIMIZATION(減廢措施減廢措施 )6. CFC USE(禁用臭氧層破壞物質(zhì)禁用臭氧層破壞物質(zhì) , ODM)P10接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍 Business(9大項大項) Quality (8大項大項) Environmental (6大項大項)Foxconn自己評分自己評分Compaq到

7、廠稽核到廠稽核Foxconn提出證據(jù)提出證據(jù)過關過關 80分分Foxconn成為成為AVLP11接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍Quality品質(zhì)品質(zhì)(20%)Supply供應供應(20%)Cost成本成本(20%)Technology技術技術(20%)Responsiveness回應回應(20%)P12接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍MetricCategoryCategory/MetricRatingWgtWgtdRatingRatingWgtWgtdratingQuality80.50.216.1Delivered qual

8、ity, DPPM700.535Process disruptions910.545.5Field reliabilitynananaCost900.218Supply760.215.2Availability700.535Flexibility820.541Technology950.219Technology leadership850.325.5Product roadmap alignment1000.220Access to technology advances950.19.5Product transitions1000.440Responsiveness82.20.216.44

9、Product problem resolution700.321Product and process change750.215Business responsiveness910.218.2Technical responsiveness1000.220Service responsiveness800.18Overall84.74AcceptableUnacceptableOutstandingCritical0507090100P13Foxconn 1999 Q1評分評分Connector Performance Rating Report MetricCategory Wgtd W

10、gtdCategory/Metric RatingWgtRatingRatingWgtRatingQuality82.50.216.5Delivered quality, DPPM1000.550Process Disruptions650.532.5Field Reliabilityn/an/a0Cost890.217.8Supply930.218.6Availability930.546.5Flexibility930.546.5Technology82.90.216.58Technology Leadership910.327.3Product Roadmap Alignment740.

11、214.8Access to Technology Advances760.17.6Product Transitions830.433.2Responsiveness86.80.217.36Product Problem Resolution880.326.4Product and Process Change860.217.2Business Responsiveness850.217Technical Responsiveness860.217.2Service Responsiveness900.19Overall86.84P14HP系統(tǒng)介紹系統(tǒng)介紹P15接觸調(diào)查評估稽核/要求AVL送

12、樣交貨持續(xù)改善定期稽核擴大合作範圍 Quality System(品質(zhì)系統(tǒng)品質(zhì)系統(tǒng)) Incomming Material Control(來料管制來料管制) Material Storage and Flow (物料儲存及搬運物料儲存及搬運) Purchasing/Supplier Management(採購及供應商管理採購及供應商管理) Manufacturing Process(制程管理制程管理) Inventory Control Methodology(庫存管理庫存管理) Finish Goods Control (成品管制成品管制) Delivery and Shipping (交

13、貨及運輸交貨及運輸) Subcontract Management (分包商管理分包商管理) Corrective Action Program (改正行動改正行動) Failure Analysis Capability (失效分析失效分析) Test and Calibration System (測試及校正測試及校正) Specification Department (工程標準工程標準) Tooling (模具能力模具能力) Education and Training (教育訓練教育訓練) P16接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍= Technology

14、(技術技術) = Quality(品質(zhì)品質(zhì))=Responsiveness(回應回應)=Delivery(交期交期)=Cost(成本成本)P17= Technology(技術技術)- Provide Leading Edge Technology (技術領先技術領先)- Meet Development Schedule (開發(fā)準時開發(fā)準時) - Communicate New Resolution to HP (提供技術解決方案提供技術解決方案)接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍P18接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍 = Qual

15、ity(品質(zhì)品質(zhì))- Suppliers Relative Ranking (供應商中品質(zhì)之排名供應商中品質(zhì)之排名)- Supplier Ownership (自身品質(zhì)問題自身品質(zhì)問題, DPM, 再發(fā)再發(fā) .) P19接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍=Responsiveness(回應回應)- Timely Response(回應即時回應即時)- Effective Service and Support (有效服務及支援有效服務及支援)- Local Service and Support(當?shù)胤占爸г數(shù)胤占爸г?- Long Term Product

16、 Support(長期產(chǎn)品供應長期產(chǎn)品供應) - Flexibility to Changes(變更有彈性變更有彈性) - Support Sole Source Parts(支援唯一零件支援唯一零件) P20接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍=Delivery(交期交期)- On Time Delivery(準時交貨準時交貨)- Lead Time (準備時間準備時間)- Packing/Shipping(包裝包裝/運送運送)=Cost(成本成本)- Tooling Cost and Parts Price(模具費及單價模具費及單價) - Cost Reduct

17、ion(降價降價) P21Intel 系統(tǒng)介紹系統(tǒng)介紹P22接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍 採用採用SSQA標準標準(Standardized Supplier Quality Assessment) 為美國國家半導體協(xié)會建立之標為美國國家半導體協(xié)會建立之標(SEMATECH)供應商自行評估供應商自行評估 - Intel再到廠評估稽核再到廠評估稽核 P23Sectio nsO bservatio nM ino r N /CM ajo r N /CM odule I4.1 M anagem ent R espo nsibility0004.2 Q uality

18、System0004.3 C o ntrac R eviewT B AT B AT B A4.4 D esign R eview0004.5 D o cum ent and D ata C o ntro l2204.6 PurchasingT B AT B AT B A4.8 Pro duct Identificatio n and T raceability0004.9 Pro cess C o ntro l1004.10 Inspectio n and T esting0004.11 C o ntro l o f Inspectio n, M easuring andT est E qui

19、pm ent0004.12 Inspectio n and T est Status1004.13 C o ntro l o f N o n-co nfo rm ing Pro duct0004.14 C o rrective and Preventive A ctio n1004.15 H andling, Sto rage, Packaging,Preservatio n and D elivery1204.16 C o ntro l o f Q uality R eco rds0004.17 Internal Q uality A udits0004.18 T raining2004.2

20、0 Statistical T echniques000接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍P24Module II1.2 Continuous Improvement0001.3 Customer Satisfaction and Assessment1001.6 Cycle Time Improvement (CTI) Process2001.8 Disaster Recovery Program2002.2 Management InformationTBATBATBA2.3 Financial ControlTBATBATBA2.4 Material Con

21、trol System0002.6 Sales and Marketing SystemsTBATBATBA3.1 Statistical Methods Plan0004 ESH1005.2 Understanding Customer ReliabilityRequirements and Designing000Total Findings1440接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍P25接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍QAN(Quality Action Notice)Intel 以機能團隊快速解決較嚴重的品質(zhì)問題以機能團隊快

22、速解決較嚴重的品質(zhì)問題:定義問題定義問題暫時對策暫時對策原因分析原因分析永久對策永久對策解決問題流程解決問題流程:發(fā)生品質(zhì)發(fā)生品質(zhì)/製程問題製程問題PreQAN通知相關團隊通知相關團隊(製造製造,設計設計,系統(tǒng)系統(tǒng),營銷營銷,物管物管.)風險評估會議風險評估會議,若風險大若風險大發(fā)發(fā)QAN執(zhí)行暫時對策執(zhí)行暫時對策,決定受理單位決定受理單位(設計設計,製造製造,廠商廠商.)原因分析及改善對策原因分析及改善對策QAN Team 核準核準結案結案MQE(Material Quality Engineer)SCAR(Supplier Corrective Action Report)P26接觸調(diào)查評估

23、稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍當收到當收到SCAR(QAN), Intel希望廠商希望廠商:- 以最高優(yōu)先處理以最高優(yōu)先處理- 如需要時如需要時,可立刻派人到現(xiàn)場協(xié)助處理可立刻派人到現(xiàn)場協(xié)助處理- 馬上執(zhí)行暫時對策馬上執(zhí)行暫時對策- 快速回覆完整的快速回覆完整的SCARSCAR(QAN)的追蹤及跟催的追蹤及跟催:- 由由Intel Commodity Management Team 執(zhí)行每週跟催執(zhí)行每週跟催- 收到收到SCAR 24小時內(nèi)回覆小時內(nèi)回覆:收到了收到了,立刻對策立刻對策- 收到收到SCAR 48小時內(nèi)回覆小時內(nèi)回覆:暫時對策計劃暫時對策計劃- 收到收到SCA

24、R 7日日(Calendar)內(nèi)回覆內(nèi)回覆:原因及永久對策計劃原因及永久對策計劃- 不滿意不滿意通知上層主管通知上層主管2日內(nèi)再重新回覆日內(nèi)再重新回覆SCAR- 原則上原則上30日內(nèi)要完成永久對策日內(nèi)要完成永久對策SCAR(QAN)的紀錄的紀錄:- SCAR 計時計時- QAN 計件數(shù)計件數(shù)- 會影響下次交易會影響下次交易P27接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍Supplier Continuous Quality ImprovementINTEL目標目標: 按時提供給客戶高品質(zhì)按時提供給客戶高品質(zhì), 價格低的產(chǎn)品價格低的產(chǎn)品SCQI可確?？纱_保:當供應商不斷降低

25、成本當供應商不斷降低成本,並削並削 減日常開支時減日常開支時,仍可不斷提升品質(zhì)仍可不斷提升品質(zhì)P28接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍 INTEL如何看待如何看待 供應商品質(zhì)改進的失敗原因供應商品質(zhì)改進的失敗原因未設定清楚未設定清楚,嚴密的要求嚴密的要求,並未形成文件並未形成文件客戶與供應商對部份要求未達成共識客戶與供應商對部份要求未達成共識供應商過多供應商過多,未有效使用最佳的供應商未有效使用最佳的供應商客戶與供應商之資源不夠充分客戶與供應商之資源不夠充分改進的重點放在獲利較多的業(yè)務上改進的重點放在獲利較多的業(yè)務上 當預定改進目標達成後當預定改進目標達成後,便停

26、止改進便停止改進未有效進行原因分析與持續(xù)改善未有效進行原因分析與持續(xù)改善P29接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍執(zhí)行執(zhí)行SCQI的兩階段的兩階段I: SCQI LITEII:FULL SCQI時間CERTIFICATIONIntel初次要求 1合約要求 2供應商改進執(zhí)行狀況 4供應商初始執(zhí)行狀況 3P30接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍執(zhí)行執(zhí)行 SCQI的四步驟的四步驟雙方設定要求與目標雙方設定要求與目標(Open Mind)雙方討論達成共識雙方討論達成共識(項目項目, 資料收集方法資料收集方法, 計算方式計算方式,報告格式報告格式

27、稽核稽核/評估現(xiàn)行執(zhí)行狀況的水準評估現(xiàn)行執(zhí)行狀況的水準執(zhí)行改進執(zhí)行改進再次稽核再次稽核,確定成果確定成果, 分享降低的成本分享降低的成本P31接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍 Foxconn I/O AIP Objectives/Assessment GroupCategorySourceGap ItemGap DescriptionQualitySupplier PlanImplementation of QS-9000(for selective part numbers)Benchmark management stystemSupplier PlanEx

28、pand validation test capability at manufacturing baseRe-inforce test capability for new R&D team.Supplier PlanImplementation of GQIS(Global Quality Information System)Quality system automationSupplier PlanChange Control ProcessChange security systemSupplier PlanFMEA implementationFailure mode &a

29、mp; Effective AnalysisSupplier PlanEstablish Workmanship training documentIncrease preventive capabilitySR&RImplementation of SPC techniquesStatistic Process Control DevelopmentSR&RContinuous improvementSystemizeSR&RDisaster Recovery Plan (DRP)Now there is no systematic and documenteddis

30、aster recovery program definedCost MangementSR&RInprocess scrap reductionReduce wasteSR&RYield rate ImprovementInternal yield improvementCapacity/ FlexibilitySR&ROn time deliveryIncrease customer satisfactionProduct Design andDevelopmentSupplier PlanImplement PMS(Project Management Syste

31、m)Project Assurance Improvement(R&D) Expand Engineering Analysis Capability to manufacturing baseEnhance design assuranceNew Product IntroductionSupplier PlanNew product launchIncrease competitivenessP323Com3COM 系統(tǒng)介紹系統(tǒng)介紹P33接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍PREVENTIONEARLYDETECTIONSCREENCAPABILITYF

32、A/CACAPABILITYCustomerSupplier4-Step Supplier Quality ApproachP34預防力接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍預警力篩選力更正力P35General.Design and Pre Production.Stockroom and Toolroom.Moulding Shop.Stamping Shop.Plating Shop.Assembly and Test.Waste TreatmentBusiness接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍P36Motorola 系統(tǒng)介紹系

33、統(tǒng)介紹P37接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍問卷問卷(先自我評估再稽核先自我評估再稽核) Quality System (9項項) Business (11項項) Design Technology (10項項) Production Technology (3項項) Process (11項項) Training (3項項) Material management(13項項)P38接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍Supplier Capability Assessment01234TaiwanTianjinSupplier CS

34、upplier DSection 1.0 - Quality SystemSection 2.0 - BusinessSection 3.0 - Design TechnologySection 4.0 - Production TechnologySection 5.0 - ProcessSection 6.0 - TrainingSection 7.0 - Materials ManagementP39Nokia 系統(tǒng)介紹系統(tǒng)介紹P40 NMP internal: To which, Targets, By whom, Schedule MPL is responsible Supplie

35、r is responsible for implementation SQM is responsible for support Co-operation between NMP and Supplier Process assessment SQM is responsibleNMP INTERNALPREPARATIONNokia內(nèi)部準備DOCUMENTATION AND IMPLEMENTATION計劃及執(zhí)行VERIFICATION驗證及驗收 Component Quality Planning1.NOKIA2.Foxconn3.NOKIA+ Foxconn接觸調(diào)查評估稽核/要求AV

36、L送樣交貨持續(xù)改善定期稽核擴大合作範圍P41接觸調(diào)查評估稽核/要求AVL送樣交貨持續(xù)改善定期稽核擴大合作範圍The following definitions apply:CQPComponent Quality PlanningSQM/SQESupply Quality Manager / Quality Engineer A0.A3Advanced Development (AD) MilestonesE0.E5Concurrent Engineering (CE) Milestones PEProduct Engineering MPLMaterial Project LeaderSQA

37、Supplier Quality AssurancePPM Product Program ManagerPMPurchasing managerSLMSupply Line ManagementCp, Cpk Capability indicesEMCElectroMagnetic CompatibilityFITFailure In TimeFMEAFailure Mode and Effect AnalysisdpmDefects Per MillionSPCStatistical Process ControlTAGTechnology Action GroupP42 Identify

38、 Quality critical components ( 定義要求較高的零件) Make a key component list Arrange CQP kick-off training to program + define the CQP training plan with Sourcing Competence Development Select Quality critical components 1. NMP specific comp. 2. New technology to NMP 3. Complicated manufacturing technology 4

39、. New suppliers 5. Safety critical 6. Supplier with bad experiences 7. Higher requirements from e.g. car industry CQP request evaluation ( 審核要求較高的零件) List reviewed with SQM/SQE, PM, PPL, Tech. comp. eng. SLM team leader Agree CQP components with program and other functions involved Deliver CQP list

40、to SQM/SQE and add requests to MPM database CQP folder Setting quality and reliability targets ( 設定品質(zhì)目標) See Material Failure Target setting process description Review reference component status (MQR) Split module quality targets on component level Dpm, FIT, Cpk, FFR estimation When setting the dpm-

41、targets consider that NMP is talking about in application dpm:s which may be different for the same component in each of our application while the supplier is talking about dpm:s against the agreed component specification? The two are not directly comparable with each others.Form a CQP implementatio

42、n team( 成立團隊) Inform people to participate (R&D, MTC, SQM/SQE, TCE,) knowledge required: quality/statistical product/ technology manufacturing process lessons learned / possible risks Select team members Component Quality Planning schedule estimate from Program schedule estimateP43 Agree CQP imp

43、lementation plan with supplier (雙方對要求達成協(xié)議) Kick-off meeting Training Quality targets Specification review Suppliers implementation plan with time schedule Supplier implements CQP and creates documents (供應商開始執(zhí)行並記錄) 11.1. Design review -A1/E1 (first version have to be ready) 11.2. Component Functionality and Reliability - A2/E1 11.3. Process risk analysis - A2/E1,5 11.4. Tooling plan - A2/E1,5 11.5. Process flow chart and control plan - A2/E1,5.E3 11.6. Control of suppliers and sub-contractors - A2/E2.E3 11.7. Process capability study - A2/E2.E3 11.8. Statistical techniques - A2/E2.PE 1