u公司供应商质量管理流程改进研究

发布时间：2018-09-03 12:08

【摘要】：全球一体化的经济,使得客户和供应商的界限越来越模糊,二者的依存度越来越紧密;在激烈的市场角逐中,欲获得竞争优势而胜出的任何企业,必须具备有自身特色的核心竞争力。在诸多的企业核心竞争力指标中,毫无疑问,产品质量是最为重要的因素之一；随着企业外包业务的持续增长,尤其是对制造类企业而言,其最终产品质量,不仅仅取决于企业内部制程质量的管制,供应商零组件质量也在很大程度上决定其出货客户产品的质量表现。企业需要在产品同质化愈来愈明显的环境下胜出,除了要做足“在产品设计细节上创新”的功夫,如何透过有效的供应商质量管理,提升其自身整体质量水平,实现与厂商的共赢,已成为企业质量管理人的重要课题。U公司是隶属台湾大型跨境集团公司ASE(日月光集团)的一家外商独资企业,也是全球EMS(电子制造服务)的业界领先者,其产品质量一直备受国际一流客户如Apple、 IBM、联想国际等的认可；随着公司在全球布点日趋增多,产品多样化成为一种常态；伴随这一常态背后是公司的供应链体系日趋庞大；基于差异化的客户产品质量管理要求,需要面对质量水准层次不一的供应商采取不同的管理策略来推动改善。本论文是有关于电子制造类企业供应商质量管理流程改进的研究。这一课题本身涉及面较广,本论文仅对供应商承认和绩效考核、供应商变更管理以及来料和制程质量控管等五个关键要素进行探讨。论文先对质量管理一般理论进行回顾,在此基础上导出供应链管理平台和供应商质量管理理论；秉承前述理论,对U公司当前供应商质量管理流程关键环节存在的主要问题点逐一梳理并最终提出合理的解决方案。本论文遵循理论结合实践的方法对U公司的现状进行充分诊断,解决方案运用于企业实际运作前,有与涉及到的功能单位进行过充分沟通,力图确保方案最优,同时又体现出较强的“实战性”特色。通过对企业实施一年多的跟踪,目前从输出结果来看,基本达成了预期。本论文旨在提供给U公司高层做质量决策支持,同时,涉及的某些问题解决方案也具有一定程度的普遍意义,希望对供应商质量管理同行具参考和借鉴价值。
[Abstract]:The global economy has made the boundaries between customers and suppliers more and more blurred, and their dependence on each other has become more and more close. In the fierce market competition, any enterprise that wants to gain a competitive advantage will win. Must have its own characteristics of the core competitiveness. There is no doubt that product quality is one of the most important factors among many core competitiveness indicators. With the continuous growth of outsourcing business, especially for manufacturing enterprises, the final product quality, Not only depends on the internal process quality control, but also determines the quality of the supplier components to a large extent. Enterprises need to win in an environment where product homogeneity is becoming more and more obvious. Besides "innovating in product design details", how to improve their overall quality level through effective supplier quality management? To achieve a win-win situation with manufacturers has become an important task for enterprise quality managers. U Company is a wholly foreign-owned enterprise affiliated with ASE, a large cross-border group company in Taiwan. It is also an industry leader in global EMS (Electronic Manufacturing Services). Its product quality has been recognized by international first-class customers, such as Apple, IBM, Lenovo International; with the increasing number of companies in the world, product diversification has become a normal, accompanied by this normal behind the company's supply chain system is growing larger; Based on the requirements of customer product quality management, different management strategies should be adopted by suppliers with different quality levels. This thesis is about the improvement of supplier quality management process in electronic manufacturing enterprises. This paper only discusses the five key elements of supplier recognition and performance appraisal, supplier change management and quality control of incoming materials and process. This paper first reviews the general theory of quality management, and then derives the supply chain management platform and supplier quality management theory. The main problems existing in the key links of the current supplier quality management process in U Company are combed one by one and a reasonable solution is put forward. This paper follows the method of combining theory with practice to fully diagnose the present situation of U Company. Before the solution is applied to the actual operation of the enterprise, it has fully communicated with the functional units involved in order to ensure the optimal scheme. At the same time, it also reflects a strong "actual combat" characteristics. Through the implementation of more than a year of enterprise tracking, from the output results, basically achieved expectations. The purpose of this paper is to provide quality decision support to the senior management of U Company. At the same time, the solutions to some problems involved are of universal significance, and hope to be of reference and reference value to the supplier quality management peer.
【学位授予单位】：大连理工大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F274;F416.63

【相似文献】