Important information for some questions Section 1 - SQD general questions

Q1-2: Existence of SQD projects:

Each successful company have SQD projects for improvement of suppliers, Based our target we only benchmark companies have a formal system for SQD. Its important to know brief category of SQD projects.

Q1-3: we must to know company have a supplier selection system for SQD.
Supplier selection and supplier quality development are important activities of companies for establishing effective and reliable sources for materials and components.

Q1-4: which criteria used for selection of suppliers for SQD

After identifying promising opportunities of supplier quality development, managers must evaluate them in terms of feasibility, resource and time requirements and potential return on investments. The aim is to decide what the goals should be and whether they are achievable.

Q1-5: main focus of SQD process

There are many things targets for supplier quality developments for example Training of a suppliers personnel, statistical process control, to help achieve quality levels to strategic where the buyer has competitive priorities that can be through dramatic improvements in suppliers capabilities and etc.

Q1-6: communication methods during the SQD projects:

Use of Communication media is indirectly and positively related to firm performance (Dewett and Jones, 2001; Sriram and Stump, 2004). Moreover, the effect of communication Methods on information sharing is rather straightforward: they are enabling technologies for sharing information (Sahin and Robinson, 2002)

Q1-7: frequency of communication:

Is the continuous contacts and communications in a regular period with suppliers or a long time contacts and communications?

1-8: measurement for SQD

Tracking the performance of suppliers is instrumental in evaluating whether or not they are showing improvement. Each company must assess what measurements and metrics are important evaluation tools for SQD projects. Most organizations track various performance criteria, and the consensus among most experts is that the following measures are the most important: Delivery Quality Cost Benchmarking

Q1-9: Barriers for implementation of successful a SQD:

Example of some barriers: -lack of infrastructures for implementing the quality methods like the lean and six sigma Lack of buying firm power, measured in terms of the percentage of a suppliers output purchased by the buying firm Lack of effective communication lack of buying firm credibility

Drivers for SQD:

Buyer competitive advantage and buyer-supplier relationship, there are further drivers that stimulate companies to implement supplier quality developing programs. Obviously, supplier quality development drivers are interrelated with a companys business goals and its future success in an increasing competitive marketplace. Therefore, it is of high importance to ensure product and service quality as well as the availability of supply throughout the business connection between a buyer and its supplier. Drivers in SQD programs: Information sharing/ bringing clear and adequate information/Communication methods/Communicating the program objective and Trust between trading partners /Enhanced communication and supplier commitment/The right organizational structure/Mutual understanding and cooperation / Information systems

Practices for SQD:

Which SQD practices are targeted for suppliers for example six sigma, lean, continuous improvement, APQP

Q1-10: Cross-Functional Team:

Before approaching suppliers to implementing SQD, a buyer must first develop internal crossfunctional consensus for the initiative. Such consensus shows then supplier a unified front and ensures that all buyer functions send the supplier consistent messages. Purchasing executives continually emphasize that SQD begin from within through buyer-focused activities.

Q1-11: Possible benefits of SQD for organization:

Some examples of benefits of SQD: Improving quality, reliability and manufacturability of new design Reduction in defects & scrap, Enhance technological capabilities in suppliers, Knowledge sharing and improved collaboration, responsiveness to customer Attributed to timely delivery, developing mutual trust between buyers and suppliers, Enhance technological capabilities in suppliers

Q1-12: outputs and benefits of suppliers from SQD:

Is a win-win game. For this reason suppliers also must feel they can get benefits from SQD projects

Q1-13: SQD: Temporary or permanent activity

Does company have a proactive and target base and continuous improvement system for SQD or SQD is only a reactive solution related to temporary activities for improving problems of one or few suppliers

Q1-17, q1-18: engage suppliers in all aspects of their quality

Management system Supplier should be able to provide quality-related data to the manufacturer without having to deploy a mandated quality management system within their environment. This can be achieved by feeding information from suppliers quality system into manufacturers quality system (for larger suppliers or ones sharing their production line with multiple customers) or getting the supplier to use a manufacturers web-based quality management system (for smaller suppliers or ones with dedicated lines for a customer). A web-based quality

management system dramatically reduces the cost of ownership for a supplier by providing the right information to a key customer without having to deploy software in-house.

Section2: Supplier evaluation

Q2-1, Q2-2: cross functional team for evaluation of suppliers
Specific company carry out evaluations in cross-functional teams (Supplier Quality Assurance, Design, Logistics, and After-market etc.).

Q2-3: methods are used for supplier evaluation

There are many methods for evaluation of suppliers, According to researches review of 74 articles on supplier selection criteria and methods over the last 30 years, the linear weighting model is the most commonly utilized quantitative approach. In this method, a weight is subjectively given to each criterion and the total score of each supplier is obtained by summing up the supplier performances for the given criteria multiplied by the respective weights. Another multi-criteria decision-making method, called Analytic Hierarchy Process (AHP), is also reported in the literature for evaluating suppliers, Following methods are generally used to rank the suppliers: Categorical, cost-ratio

Q2-4: criteria or parameters are used for evaluation

Researchers also suggest service and flexibility as important supplier selection criteria. The five criteria as follows: Quality: The quality of goods provided by the supplier. Price: The amount paid by the enterprise to buy goods from its suppliers. Delivery performance: How well a supplier succeeds in delivering goods according to schedule? Service: The after-sales service and support provided by a supplier. Flexibility: The ability of a supplier to accommodate changes in the enterprises production plans to accommodate changes in the enterprises production plans

Q2-5: audit frameworks are used for supplier evaluation

In Best Practices of Supplier Evaluations, three audit frameworks often applied are the ISO 9000 criteria and the Malcolm Baldrige Award criteria and EFQM, Baldrige Award criteria are more comprehensive than the ISO 9000 standards and EFQM in assessing quality improvement

Q2-6: items are used for evaluation of supplier quality system

Elements will be used to evaluate the suitability of the suppliers quality system and the extent to which the system is applied in order to achieve this objective.

Section3: Section3: Audits & Supplier Assessment

Q3-1: types of audits for suppliers:
There are some types of audits for suppliers New Supplier Assessment: This audit focuses on getting a general overview of the suppliers quality systems Process/Scheduled Audit: SQD Selection Criteria identify Scheduled audits with key suppliers. These audits use audit checklist and are designed to review quality processes, procedures, and systems Developmental Audit: These audits focus on areas for specific improvement and may address a particular corrective action or follow-up Verification/Follow-Up Audit: Audit to address implementation of a corrective action to ensure compliance

Q3-2, Q3-3: suppliers classification system for audits and measurement system for tracking and periodic reporting
Supplier certification is usually applied to Class A suppliers, and consists of an ongoing supplier monitoring process that includes tracking and periodic reporting of supplier performance on measures such as defect levels (e.g., PPM), on-time delivery, and responsiveness and effectiveness of corrective actions

Q3-5: MRB (Material Review Board ) A cross-functional group that reviews production or
purchased items on hold due to usability concerns and determines their disposition, which may include rework, scrap, or returning to the vendor.

Q3-6: problems are usually occurred in suppliers audit process

The supplier scorecard is the means by which Supplier transactional performance is captured, measured & then communicated. The scorecard measures metrics associated with Quality, Delivery, CAPA responsiveness and Cost of Non-Quality. Overall Quality performance is captured using a Balanced Quality Score which represents the overall performance trend across a number of defined quality measures.

Q5-5: supplier training effectiveness evaluation

Many training programs fail to deliver the expected organizational benefits. Having a wellstructured measuring system in place can help you determine where the problem lies. On a positive note, being able to demonstrate a real and significant benefit to your organization from the training you provide can help you gain more resources from important decision-makers.

Q8-1: suppliers initial assessment:

Initial Assessments: An initial assessment of a Suppliers capability and capacity

Steps for a suppliers initial assessment First step The Buyer should request, receive and review the suppliers provided documentation prior to conducting the on-site assessment. Second Step - Conduct the Quality Management System audits and /or Special Process audits (as applicable) on site at the supplier to validate that the appropriate systems, processes and procedures Third Step Completed Initial Approval

Q8-6: Supplier Performance Monitoring

Program review meetings should be conducted between buyer and supplier during the initial phases of the supplier or program development, and continued as required during the supplier maturing process. Best practice should be to conduct these meetings face- toface.

Q8-8: Supplier Performance Improvement

Root Cause and Corrective Action process to identify the root cause(s) and initiate effective actions to eliminate the root cause(s). Various tools can be used in the root cause analysis like: o Fishbone diagram o Logic tree o 5 why o Lean events used to improve processes by streamlining the process steps, eliminate waste, improve product flow, o Six Sigma methodologies used to solve specific chronic problems. Six Sigma projects are properly defined and monitored by subject experts

Q8-9: supplier audits and assessment methods are used for SQD
the buyer should perform periodic supplier quality system audits or rely on other party /Certification Body (9100 registrar or Nadcap/PRI) audit results to ensure continual compliance of the supplier QMS.

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