As many of you know a supplier can make or break you’re company. Doesn’t matter what you’re making, if the supplier can’t get it to you on time with good quality you’re job is on the line. It’s been my experience that certain attributes can greatly improve a supplier’s success before allowing the first part to be delivered. This attribute analysis should be completed prior to any agreements and before the PO is cut. In my opinion, AS9100 / ISO 9000 certification does not ensure a company will have good performance. Although this is important certification I have learned that it doesn’t guarantee a fully functioning quality system. Product/process audits seem to reveal so much more. However, most suppliers will not allow a product/process audit of another customer’s product. As a quick cheat sheet I use the following requirements during the supplier assessment process.

Infrastructure:

Can the supplier make the part? Believe it or not some suppliers will sign-up without having a clue how to make your part. IMO – You should assemble a team of experts from your company to review key process parameters and develop a scorecard that rates suppliers on all levels. Everyone from the team should approve the supplier candidate before we move forward with a PO. Disciplines on the team should include Design Engineering, Supplier Quality, Supply Chain, Industrial Engineering and a production person. Note: the production person that uses the product is many times the forgotten element.

I deal mostly with structures. Therefore I’m looking for the following attributes with objective evidence to support each item. I’m sure these could apply to other commodities.

People, Processes & Machines

Machining

• Do they have journeyman machinists on board?

If you don’t know why, this article is not for you.

• Are they familiar with high speed machining techniques?

This is a true art. To make money you must reduce machine cycle time and meet dimensional & surface finish requirements.

• Do they have 5 axis capabilities?

Most machined aircraft parts require this.

• Do they have experienced CNC programmers?

This is also a true art. If you have been around a good programmer you would understand.

• Can they read your software solid model in its native format?

Many suppliers use IGES for translation.  This is a dangerous practice that can yield a bad result. A good programmer will catch the errors.

• Do they understand Statistical Process Control?

Understanding statistical techniques is a must.  You Can’t Improve What You Don’t Measure.

• Is there a certified operator program?

There are many types of programs that certify operators. This is important when trying to improve quality at the operator level and stop inspecting quality into your products.

• Do they have adequate process controls?

Again, You Can’t Improve What You Don’t Measure.

• Can they make tooling in house or do they contract out?

In a crunch this will mean the difference between parts delivered in two days vs. two weeks.

Sheet Metal

• Do they have journeyman sheet metal mechanics on board?

This is a lost black art. Very difficult to find and keep good sheet metal mechanics.

• Does the supplier have an effective mechanical engineering group?

Improving processes should be a constant goal.  Mechanical and Industrial Engineers will pay for themselves over and over again.

• How do they ensure part meets engineering requirements?  Check fixtures or Coordinate Measuring Machines/FARO arm?

Most sheet metal products have wide open tolerancing and do not require sophisticated measuring equipment. However, sheet metal components are now being used in complex processes such as friction stir welding which require very tight tolerancing.  It is not uncommon to have a .010 profile tolerance.

• Again, can they read your software solid model in its native format?
• Again, do they understand Statistical Process Control?
• Is there a certified operator program?
• Do they have adequate process controls?
• Can they make tooling in house or do they contract out?

Quality Assurance

• Do they have experienced layout inspectors?

This is a lost art. When you’re CMM breaks down can you inspect the part?  Does your inspection staff know how to measure and calculate hole true position?

• Do they understand Geometric Dimensioning and Tolerancing (GD &T)?

Due to the change in the industry to solid models, GD&T has become very important. Look for training certifications and commitment from management.

• Does in-process inspection exist?

Look for examples in the routers.

• How involved is the QA Mgr. in daily activity?

What is a typical day in the life of the QA Manager?  Ask the question.  You may be surprised at the answer.

• Can the Quality Manager explain SPC principles such as in-process data collection?  Can he calculate LCL/UCL for X-bar & R charts up to including process capability (Cpk)?

After the first sentence, you should know what they know.

• Does the QA Lab possess high resolution measuring equipment such as CMM or FARO Arm?

Many times suppliers think they don’t need these.  They may not.  If complex profiles and true positions exist they should consider it.

• Does CEO of company support and understand the need for high quality measuring equipment and support the purchase?

Smart CEO’s listen to their QA Mgr… Most do not.

David Robertson has beenin the Quality profession for 20 years.  He has worked as a Machinist, QC Inspector, QC Technician, SPC Coordinator, Production Supervisor, Quality Assurance Supervisor, Supplier Quality Coordinator and Supplier Quality Engineer.  In his current occupation he is responsible for 15 Suppliers in a small Aerospace Assembly start up.