英语翻译Contributing to the success of IPC was a commitment to strict quality standards in purchasing.Coordination between the supplier and IPC’s plant was crucial to avoid production slowdowns.Contact was maintained directly between plant pers

英语翻译Contributing to the success of IPC was a commitment to strict quality standards in purchasing.Coordination between the supplier and IPC’s plant was crucial to avoid production slowdowns.Contact was maintained directly between plant pers
英语翻译
Contributing to the success of IPC was a commitment to strict quality standards in purchasing.Coordination between the supplier and IPC’s plant was crucial to avoid production slowdowns.Contact was maintained directly between plant personnel and sales representatives.When a problem in the manufacturing plant arose due to the supplier’s product,the appropriate sales representative was immediately notified by fax via a standard form called “Nonconformance Action Report” completed by the plant operator closest to the problem.The sales representative was required to return,by fax,a standard “Feedback Form” to acknowledge the problem and explain how it was to be solved.
Supplier deviations form standard,as reported on the Nonconformance Action Report,were also forwarded to each purchasing manager.The supply assistant compiled these forms,together with information collected on a number of other supplier performance criteria,such as accuracy of the quantity delivered,shipments on time,and accuracy of paperwork (see Exhibit 1).Each quarter,each purchasing manager used the information collected to compute a “supplier Performance Rating.” Suppliers were all rated on the same scoring criteria.
The criteria and scoring system implemented by IPC was developed internally and reflected the key aspects of supplier performance deemed to be important by IPC management.Vendors received a copy of the scoring criteria so that they were fully aware of how they were evaluated.At the end of each quarter,they were advised of their rating.IPC maintained detailed documentation of supplier activity and variance form norms.
The rating criteria three categories:quality,delivery,and continuous performance,with quality accounting for the largest portion—50 percent of the total rating.Within each category there was a list of items.Each item was scored according to the supplier’s provision of that item,on a scale from 0 to 4.Scores were then weighted and totaled.A total performance rating for the quarter was derived by summing categories (see Exhibit 2 for Bronco’s scoring sheet).The supplier’s maximum possible score was 4.An overall rating of 3 was considered the minimum acceptable performance rating.

英语翻译Contributing to the success of IPC was a commitment to strict quality standards in purchasing.Coordination between the supplier and IPC’s plant was crucial to avoid production slowdowns.Contact was maintained directly between plant pers
促进工控机的成功是在采购严格的质量标准的承诺.供应商与IPC的工厂之间的协调是至关重要的,以避免生产放缓.联系直接工厂人员和销售代表之间保持.当在生产厂一个问题出现了,由于供应商的产品,合适的销售代表立即通过传真通过一个标准的形式被称为“不合格行动报告”是由工厂操作员最接近问题的通知完成.销售代表被要求返回,传真,一个标准的“反馈表”,承认问题,并解释它是如何得到解决.
供应商偏差形成的标准,作为汇报了不合格行动报告,也被转发到各采购经理.供应助手编译这些形式,以收集一些其他供应商的绩效标准,如交付数量的准确信息一起,出货准时,和文书工作的准确度（见图表1） .每个季度,每个采购经理使用收集到的信息来计算“供应商绩效评价.”供应商都被评定在同一个评分标准.
由IPC实施的标准和评分系统是内部开发的,并反映了供应商绩效视为由IPC管理重要的关键环节.厂商收到的评分标准的副本,让他们充分了解他们是如何进行评价.在每个季度末,他们被告知他们的评级.IPC维护供应商的活动和方差的形式规范详细文档.
该评级标准三类：质量,交付和连续的性能,质量占评级的最大部分 - 50％.在每个类别中有一个项目列表.每个项目是根据供应商提供该项目的得分,规模从0到4 .分数,然后加权求和.总共性能等级本季度的推导求和类别（见野马的评分表图表2 ） .供应商的最大可能的比分是4 .整体评价为3,它被认为是最低性能等级.

对IPC的成功是在购买以严格的质量标准的承诺。协调供应商和IPC的工厂生产的关键是避免减速。联系工厂人员和销售代表之间的直接维护。当制造厂中的一个问题是由于供应商的产品，合适的销售代表立即以传真方式通知通过一个标准的形式被称为“不合格报告”由电厂运营商最近完成的问题。销售代表必须返回，传真，一个标准的“反馈”的形式来承认问题的存在，并解释它是如何被解决。
供应商的标准偏差的形式，报告不合格...

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对IPC的成功是在购买以严格的质量标准的承诺。协调供应商和IPC的工厂生产的关键是避免减速。联系工厂人员和销售代表之间的直接维护。当制造厂中的一个问题是由于供应商的产品，合适的销售代表立即以传真方式通知通过一个标准的形式被称为“不合格报告”由电厂运营商最近完成的问题。销售代表必须返回，传真，一个标准的“反馈”的形式来承认问题的存在，并解释它是如何被解决。
供应商的标准偏差的形式，报告不合格报告，也被转发到各采购经理。供应助理编译这些表格，连同收集在一个数量的其他供应商的绩效标准的信息，如交付数量的准确性，出货准时，准确的文件（见附件1）。每个季度，每个采购经理收集计算“供应商绩效评估的信息。“供应商都在同一个评分标准评定。
标准和评分系统由工控机实现了内部反射的关键方面的供应商的表现被视为重要的IPC管理。供应商收到一份评分标准，使他们充分了解他们是如何评估。在每季度末，他们被告知他们的评级。IPC保持详细的文档供应商活动和方差的形式规范。
评分标准三类：质量，交付，和连续性，对总评分的最大portion-50 %质量会计。在每个类别中有一个项目清单。每个项目根据项目供应商提供的得分，从0到4级。评分进行加权总计。一个季度的总成绩评定是通过类派生的（见附件2匹野马的评分表）。供应商的最大可能得分为4。3的整体评级被认为是可接受的最低性能等级。

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