ABSTRACT

This dissertation intends to discover, assess and prioritise a variety of aspects of Supplier/dealer/dealer Quality Assurance Evaluation. It additionally aims at presenting a suitable methodology in a sequential order. To start with, this thesis exploits the fictional practices and reviews the methodologies authored by a selection of researchers. A reference company (Suzuki-Pakistan) has been chosen to conduct the Analysis of Supplier/dealer/dealer Quality Evaluation concept in the industry. Interviews were conducted and data was obtained and analysed. Thorough analysis has been made and essential answers have been mentioned.

Making use of academic and experimental research, a model/framework based on comprehensive methodology was established. Also, the enhancement points as well as the areas of weaknesses of the SQAE system in the pilot organization are clearly drawn. This thesis is mostly focused on real-time issues related to the managerial, tactical and methodological areas of Supplier/dealer Quality Assurance Assessment in light of Supply Chain Management.

Analyzing the proposed framework and looking into its use in the industry as well as possible results and viability has also been carried out. Every vital detail, format and content has been explained. Also, involvement of advanced manufacturing concepts has been discussed.

The proposed concept helps in making manufacturing companies come to terms with the need to introducing Supplier/dealer/dealer Quality problems into the mainstream of their manufacturing procedure. This is seen as the foundation for establishing a proper working principle for Supplier/dealer/dealer Quality Evaluation.

Introduction:

Supplier/dealer/dealer Quality Assurance (SQA), within the idea of Supply Chain Management, has received tremendous awareness in the last few years. Methodology of purchasing purpose has been formed quite a lot by the method of Total Quality Management and newer supply chain management practices resulting in a transform from detection to prevention viewpoint. "An extensive array of fresh supplies and new goods has emerged and the assemblies now days demand degrees of difficulty at the same time as performance needs are increasing and allowable tolerances are being lessened" [Lloyd, 1984]. However, to make sure that the standard of the product is up to the optimum level, it is mandatory to look into the supplier/dealer/dealer standard issue and only inspecting the supplier/dealer/dealer components is not the answer as the role of supplier/dealer/dealer is getting more and more essential regarding production and specially in the manufacturing procedures where various assemblies are included in the creation of the final product. Examination indeed cannot be done to such a massive number of components and purchaser has to take the supplier/dealer standard assurance operation into account.

Supplier/dealer/dealer-Purchaser relationship also relies on a larger contribution into the Quality of not only Supplier/dealer/dealer's items but also into the Supplier/dealer/dealer's quality assurance operations. Like Japanese organisations (huge names such as Suzuki, Nissan and Mitsubishi), adhering to the principle of supporting supplier/dealer/dealer to ameliorate the standard by assessing and later reforming their standard output against their own standards, as a result they managed to create optimum standard levels with regard to their products and succeeded in attaining the advantage in terms of taking control of the business and markets.

However, Supplier/dealer/dealer Evaluation concerning supplier/dealer/dealer range and post-selection audits, is an intricate procedure related to the assessment of supplier/dealer/dealer's production capacity, quality control operation, procedure capabilities, consistency in supplies, rate linked to product and their co-ordination with the purchasers (Flynn & Flynn, 2005, 23-28).

Amid these essential issues, Product Conformance (with the conditions, prerequisites or standards) is of great meaning as it is directly linked to Quality and in some situations related to safety and effectiveness. As different products have differing standards of standard, it is quite tedious to set a single criterion to gauge their quality and as a result, to establish a single model or singular standard to evaluate the supplier/dealer/dealer's operation and ability in this view. Any manufactured goods Confirmation structure or pattern must include all the appropriate matters like matching the product with the drawing, its fabric qualities, operational standards, functionality criteria and, to some extent, customer's overall fulfilment point concerning the presentation of manufactured goods in any regard. However, "joint agreement on product substantiation methods and requirements for completion of excellence in quality disputes are necessary concerning supplier/dealer/dealer's quality evaluation programme (Flynn & Flynn, 2005, 23-28).

In this research, Supplier/dealer/dealer Quality Assurance Evaluation (SQAE) with regard to Product Conformation shall be deliberated over. Step by step methodology of Supplier/dealer/dealer Evaluation is imperative to position and engaged into assessment. There are various working methods in this vision, applied in different industries, so it's really vital to put the supplier/dealer/dealer assessment theories and principles under examination.

Aims and Objectives of the Project:

The aim of this study is to observe these complex issues by analysing the present practices and model/frameworks and their outputs and to assess the most appropriate model/framework, founded on the analysis and securitisation in various industries. Working in a step-by-step process for the assessment must also be evaluated and it must include all the procedural and managerial features of the supplier/dealer/dealer quality assurance assessment procedure (regarding Product Conformance) related to description of specifications, standards, prerequisites and examination methods.

The objectives are to,

  • Recognize various features of supplier/dealer/dealer standard assurance assessment regarding product conformity and study their significance and effect on Supply Chain Management.
  • Assessment of needs for provision and principles.
  • Significance of Product Excellence in Supplier/dealer/dealer Assessment, choice procedure and assessment of selection criteria.
  • Establishment of Supplier/dealer/dealer assessment methodology based on the scrutiny of current practices in industry.
  • Analysis of height of understanding among supplier/dealer/dealers and purchasers with regard to agreement on Quality Assurance.
  • Consolidation of a Strategy for Supplier/dealer/dealer Quality Assurance Evaluation with regard to produce good Conformance (Juran and Frank, 1993, 45-64).

One significant objective is to spot methods of using SQAE in order to restructure the supply chain management performance, not to only assess supplier/dealer/dealers but also to make decisions and to conduct trade with them on the basis of SQAE. It is necessary to use SQAE to improve the supplier/dealer/dealer's performance and thus Supplier/dealer/dealer must be involved form the product improvement procedure and there SQAE can recognize the bottlenecks that could be set aside by both purchaser and supplier/dealer/dealer mutual efforts (Flynn & Flynn, 2005, 23-28).

Importance of SQAE and its Significance to Engineering Organization:

As discussed over, supply chain management is a significant feature of trade in these times and it's not simply regarding buying products at right time in a suitable quantity. It's getting more and more intricate with globalisation and trade as well as ever-increasing intricacy in designs and presentation modes of different products. Supplier/dealer/dealer Assessment both prior to choice selection and after selection is imperative in order to ensure the quality/standard of the product or material supplied (Dorgan & Dowdy, 2002).

Now, the growing amount of business proceeds to the huge numbers of components and merchandise under supply chain where a solitary purchaser (especially ones that are assemblers) is trading with many supplier/dealer/dealers and has got numbers of mechanism to be given from supplier/dealer/dealers (Flynn & Flynn, 2005, 23-28).

The characteristics of these components are also important. Some supplied components are essential assembly components that must be accurate and up to the criterion so as no difficulty is experience concerning their meeting and at last their presentation, some raw materials are so essential that material properties surroundings up the performance criteria. Supplier/dealer/dealer has indeed has got more and more significance and so consequently, Purchaser-Supplier/dealer/dealer relationship are stronger and need betterment in each regard. Therefore, Quality/standard would come first to assure (Kotler, 1979, 2-12).

Engineering companies particularly deals with group of supply chain management issues. Supplier/dealer/dealer reliability and excellence are given much significance and most of the trade firms choose and assess their possible supplier/dealer/dealers for these two essential aspects. Manufacturing companies also gives much significance to their supplier/dealer/dealer's performance in terms of quality/standard. However, resistance levels are being lessened, due to market pressures, release timetables have been narrowed too. This all guide up to the Supplier/dealer/dealer-Purchaser focus to achieve the most favourable quality/standard height and this can only be completed by appropriate coordination (Gunal, 2000, 28-35). However, SQAE is not all about investigating the supplier/dealer/dealer excellence in structure but it's about the performance of continuous enhancement in standard and establishment of proper relationship between purchaser and dealer to get the highest profit leading to the reasonable benefit (Aaker, 2004, 138-139).

Literature Review:

Supply Chain Management, together with its growing necessity, has developed into a very important division of industrialized trade all around the world. It has been focus by the Researchers and Practitioners, they have been focus on the issues [and still do] regarding the thought and methodologies appropriate to Supply Chain Management. So, an enormous quantity of matter is available that have to to be searched via with a complete examination of the Supply Chain Function. The writing helps to categorize the appropriate material for research on the subject of Supplier/dealer Quality Assurance.

This literature review is founded on different description of SQAE. Initially, literature review discusses the supply chain and its result. Secondly, it looks at SQAE usage as well as its advantages and its methodology, and finally SQAE investigation regarding Product Conformation. Though, SQAE is associated to the supplier/dealer positions and identification of their advantages and shortcomings, and this is also discussed in this literature review as an essential discussion point (Gunal, 2000, 28-35).

Supply Chain and Its Effect on Companies:

Bailey et al (2005) say that the supply chain is an action that deals with the run of material or goods from manufacturer or supplier/dealer to the organization or consumer. It is carried out in a way to increase value and lower asking price.

In conditions of manufacturing, the supply chain is described as the procedure of material processing that includes the following description.

  • Delivery of products
  • Alteration of products
  • Requirement for products.

Delivery manages the changes in the uniqueness of the product or in other expressions it provides a explanation of quality/standard of the product that must be achieved while carrying out a production for customer satisfaction. This is the eventual goal of any business (Terpstra &Sarathy, 2000, 23-29).

Objectives of SQAE and Its rewards:

Quality/standard Management has been the topic of a variety of practices function in the business. Beginning and execution of TQM makes companies alternative examination based activities with quality/standard preparation and quality assurance practices. SQAE has also come out as a vital means of procurement administration. In this observation, Benito and Dale state that the widespread practices in the industry include supplier/dealer selection based on quality and dependability considerations, supplier/dealer quality and reliability records on that the regeneration of contracts are based, supplier/dealer certification and supplier/dealer progress. The plan of these practices is to guarantee supplier/dealer quality.

Lloyd [1984] puts stress on an essential matter linked to all-purpose supply chain management. Lloyd states "it is too late to protest about poor quality/standard of incoming supplier/dealers after the examination if the supplier/dealer is.

  • Not qualified to meet the condition and tolerances mandatory required.
  • May not be completely approachable of just what is understood by condition and tolerances mandatory required.
  • Do not have a regular organise quality control program."

These failures can cause enormous problems for any organisation concerned with purchasing and manufacturing.

Hahn [1990] describes two significant uses of SQAE, to choose a fresh supplier/dealer and to assess the existing supplier/dealer. However, American companies chiefly apply this methodology to set up the ratings and rankings of their supplier/dealers for the purpose of decision-making regarding persistence of the business transaction with the supplier/dealers or not. Japanese and Korean producers use these assessment techniques differently and are less likely to construct any score or position structure for the supplier/dealers.

Motwani et al (1999) analyse the efficiency of SQAE procedure concerning ISO 9000 and TQM and persist on the investigation of how a supplier/dealer applies ISO 9000 in his administration and as a result they bring to a close that SQAE can also be completed by the inspection of ISO principles execution at the supplier/dealer's end and the aim of Quality Assurance of the finishing manufactured goods ought to be satisfied.

Working Method of SQAE:

Lloyd [1984] says that the methodology of seller evaluation/assessment on the source of previous routine of vendor. He includes the following ways in that vendor quality/standard performance ought to be documented and assessed.

Quality History Records concerning manufactured goods Conformance:

This is based mainly upon the quantity of acknowledged and discarded products complete in an exact time outline. This is a conventional method and reflects the expressions of satisfactory Quality Level.

Assessment between Supplier/dealers on the grounds of Acceptance/Rejection:

Here, Statistical methods are used and usual sharing graphs used to investigate the comparative performance of vendors connected to the defected works/lot/period of time.

Classic Frequency Allocation:

Once more this process is based on the examination results, either at the supplier/dealer or purchaser's end. Tolerance restrictions are defined on charts and so quality/standard of loads is considered on the basis of changeability in goods.

However, the tactic described on top is completely based leading the theories of AQL and SPC, only considering the examination capabilities of the supplier/dealer and not focusing on the in-procedure ability or in-procedure quality/standard assurance of the supplier/dealer. Supply Chain Management is more about the presentation of every function in a speedy way and to rely a lot on assessment cannot help the cause of both price and time taken to produce a product.

Swift and Booker [1996] use ability index in command to assess the product conformance and they announce the need of reliability of supplier/dealer's data in this regard. They additional state that newer quality/standard reassurance tools like FMEA must be included into SQAE procedure to determine the causes of breakdown or defects in manufactured goods and so a dealer may be evaluated on the foundation of potential causes of breakdown and so severity height may be obtained. This is an essential point that wants to be evaluated. However, they make the most of the idea of variability forecast and acceptance chain analysis in this regard. Regardless, their study is mainly focussing on the engineering of manufactured goods conformity and didn't contract much with the supply chain management idea in SQAE.

Russell [1995] provides the method of Quality Management Benchmark Assessment, that fundamentally a checklist of several prerequisites related to all aspect of manufacturing purpose of a supplier/dealer and set progressively more challenging enhancement goals. It is fundamentally mission oriented and so a manufactured good approach regarding SQAE.

Feigenbaum [1991] depend on supplier/dealer audit methodology to evaluate supplier/dealer quality. Curry recommends that a descriptive audit in terms of examination of a product may be done after a precise time frame of time and all sorts of routine and valuation/assessment tests must be done in this view. Schuurman relies more on the administration side of audits and Feigenbaum announces that over all audit of supplier/dealer's quality control operation is necessary to guarantee the superiority of the product.

Jerry Wolfe [2002] from the American culture for testing and resources hoists his model/framework for supplier/dealer assessment, although it deals particularly for the raw material supplier/dealer and the exact bits and pieces in steel but he formulated his tactic in a complete manner by bearing in mind the importance of dimensional evaluation/assessment and performance tests for material in provision and therefore makes these tests the criteria for Supplier/dealer Quality Assurance Evaluation. He establishes a sort of sample evaluation/assessment method, to build the foundation of Supplier/dealer Evaluation/assessment for Product Conformance.

Karl Springer [1994] resolute on the establishment of the supplier/dealer-purchaser relationship and relates it to the procedure of Continuous Quality Enhancement and finally he makes CQI the stand of Supplier/dealer Assessment that whether the dealer is committed to implement Continuous Enhancement Strategy or not. Although this could be said to be as a stringent criteria but it must not be used by purchaser to put any force on supplier/dealer, it must only be used to assess supplier/dealer and then as a result help the supplier/dealer to set a certain degree of quality/standard assurance.

There are different methodological factors in SQAE, regarding examination and testing, based on contemporary Manufacturing Technology and Supply Chain Management Equipments. Elmaraghy [2004] unveils the concept of Integrated Examination and deems it an essential factor in assessing the supplier/dealers, particularly in future as technology and manufacturing procedures are getting more complex. Japanese are functioning for the growth and execution of Multi-Vendor Integration software to assess many vendors at a period based on conformance principles for different goods and they use it to become aware of non-conformances and their amount. Bhote [1992] declares that World-Class producers and Purchasers don't rely only on mainstream Supplier/dealer Evaluation/assessment procedures like Supplier/dealer Quality System Audits, evaluation of supplier/dealer's quality manuals and relationship based primarily on reporting. They make SQAE a mutual procedure, both for supplier/dealer and purchaser, by implementation techniques like Specification Optimisation, Classification of features of products and procedurees, early supplier/dealer involvement mainly in product development and they set up product and cross functional teams to assess supplier/dealer and supplier/dealer's capability (Gunal, 2000, 28-35). different

Various Methodologies for SQAE in Literature:

To start with the literature review, one must go via the JURAN's methodological model/framework of SQAE. It's mainly loaded in terms of use and entirety. It stressfully addresses the glaring issues connected to manufactured goods conformance. In examination of this, Quality Gurus [J.M. Juran and Gryna, 1993], underscore some examples they find of importance while functioning on Quality/standard Planning and Analysis. They recognize the nature of dissimilarity between the mechanized events and sequences in view of difficulty of some products. They start with the condition and declare that it is to be the first phase of quality/standard planning for SCM. Their methodological framework is below.

Specification of Quality Prerequisites for Supplier/dealers:

For contemporary products, Quality-planning starts before an agreement is decided on. Such development must be familiar with 2 issues.

The purchaser must transmit to the supplier/dealer a whole understanding of the implementation to advantage from using the product. Communicating usage supplies may be tedious even for a simple product.

The purchaser must look for information to be sure that the dealer has the ability to meets all fitness-for-use prerequisites. When there are intricate goods, in view of the exact domestic environments nearby a certain component, it is essential to assign distinct development and production contracts that help to determine how to conclude prerequisites (Yadin, 2001, 16-20).

Different circumstances may beg for two types of specifications:

  • Specifications that describe the product prerequisites.
  • Specifications that describe what value-related activities are expected of the supplier/dealer, i.e., the dealer's quality/standard system (Yadin, 2001, 16-20).

Assessing of Supplier/dealer Capability:

Assessing supplier/dealer quality encompasses one or both actions:

  • Approving the supplier/dealer's design via the assessment of product samples.
  • Approving the supplier/dealer's ability to fulfil quality prerequisites on production consignments

Qualifying the Supplier/dealer's Design:

Qualification assessments are mandatory to measure a manufactured goods and it is not irregular for qualification test outcomes to be refused. 2 reasons are common:

  • The test outcomes demonstrate that the plan does not meet the product functions needed.
  • The examination process is not sufficient to gauge the performance of the product (Gunal, 2000, 28-35).

Qualification of Supplier/dealer's manufacturing procedure:

Evaluation of the supplier/dealer's developing ability may be carried out via three approaches:

  • prior data on similar products,
  • procedural capability analysis, or
  • An assessment of the supplier/dealer's quality system via a quality survey.

A supplier/dealer quality assessment is an assessment of a supplier/dealer's capacity to meet quality/standard prerequisites on production shipments. The result of the review are used in the supplier/dealer selection procedure. It is also made use of if the supplier/dealer has already been selected, in that case, the review informs the buyer about area where the supplier/dealer may require help in fulfilling prerequisites. The survey can be a collection from a simple questionnaire that is mail to the dealer to a personal visit to the supplier/dealer's facility.

Example of dealer quality/standard survey (this highlights product conformance linked factors):

The questionnaire present clear questions such as the ones underneath that are accessible to supplier/dealers of a producer of medical devices:

  • Has your business received the quality prerequisites on the product and agreed that they may be completely met?
  • Are your ultimate examination grades known?
  • Do you be in agreement to provide the buyer with advance note of any change in your manufactured goods design?
  • What protective clothes do your workers wear to decrease manufactured good contamination?
  • Describe the system of air-filtration in your industrialized areas (Benito & Dale, 2001, 189-195).

Evaluating of Supplier/dealer Products:

The assessment of the supplier/dealer manufactured goods (according to Juran) must be base on the methodology below.

Evaluating of first samples of product:

Under a variety of circumstances, it is important that the supplier/dealer send in experiment results of a small early sample prepared from produce tooling. They must also send in a model from the primary production consignment earlier to the full delivery being made. The final assessment may be completed when a purchaser's representative visits the supplier/dealer's plant and overviews the examination of a casual sample chosen from the first manufacture lot. A check can also be formed from procedure capability or procedure management kind data from that lot (Benito & Dale, 2001, 189-195).

Surveillance of supplier/dealer quality:

Quality examination is the ongoing monitoring and confirmation of circumstances, procedures, products, procedural actions, methods, services, and analysis of records. These are all related to stated references. This certifies that specified prerequisites for quality are being met.

In the ancient times, inward examination frequently took up a great segment of time and attempt. With the opening of modern intricate products, there were quite a lot of companies that exposed that they do not have the wanted examination skills or tools. This led them to rely more on the supplier/dealer's quality/standard system or examination and test data (Aaker, 2004, 138-139).

Dobler-Burt Methodology for Dealer/Supplier/dealer Quality in connection with Product Growth- Plan and Specifications:

Dobler and Burt [1990] speaks about four major factors that validate the quality assurance stage of a firm's bought products;

  1. Formation of total and suitable specifications for quality/standard prerequisites.
  2. Option for supplier/dealers with technical and production ability to carryout the needed excellence/cost job.
  3. Expansion of a realistic insight with supplier/dealers of quality prerequisites, and establishment of the incentive to perform accordingly.
  4. Overseeing of supplier/dealers' quality/cost performance, and use of suitable control.

Product Specifications:

In accordance with Dobler and Burt, a solid manufactured goods specification stand for a combination of the four considerations below:

  1. Design prerequisites.
  2. Production features.
  3. Commercial buying considerations.
  4. Sales and marketing features.

While handling commercial purchasing considerations, purchasing employees need to carry out the following examinations with regard to quality/standard:

  • Examine the quality prerequisites.
  • Assure that quality prerequisites are completely and plainly stated in the specifications.
  • Assess their rationality, relative to cost.
  • Assure that specifications are printed in a method that allows competition among potential supplier/dealers.
  • Determine whether or not present supplier/dealers can develop the wanted quality into the objects.
  • Assure the viability of the examinations and tests required to guarantee quality (Evans and Dean, 2000, 53-72).

They also declare the need for more generalised specifications that are appropriate to the broad industrial condition. They assert: "When preparing its own condition, a corporation should aim at making them as close as probable to industry standards". If certain dimensions, tolerances, or description are required, every go must be made to attain these "specials". This must be done by scheming them as added extras or alteration to framework components, and it shall save time and money (Wolfe, 2002, 137-146).

Different Methods of Manufactured good Specification Establishment:

Dobler and Burt express the use of specification growth procedure as follows. They say: "Many firms now make use of a cross-functional manufactured good growth team in the overall plan process. The approach is perfect for integrate the view of purchase, as well as the other appropriate function, in the specification development procedure. In some cases it is desirable to include appropriate designers or use engineers from the supplier/dealer's company in the specification development procedure before the specs are done".

They discuss about various types of condition growth system as well as their implementations.

Designing Drawings:

Drawings are perhaps the most exact method of detailing what is necessary, particularly when one needs exact shapes, measurements, and spatial relationships. Engineering drawing are ready to use of significantly when there is need to detail quality/standard for construction projects, particularly in foundry and machine shop work to manufacture a variety of particular mechanical components and components.

There are four fundamental rewards in using drawing for description:

  • They are exact and precise.
  • They are the most practical way of detail mechanical items requiring very close tolerance.
  • They encourage wide competition.
  • They clearly establish the standards for examination (Aaker, 2004, 138-139).

Material and Method-of-Production Specifications:

When this procedure is used, potential supplier/dealers are instructing accurately as to the supplies to be used and how they are to be implement. The buyer assumes full legal responsibility for product performance.

Performance Specifications:

A performance condition for wire may need it to tolerate a given temperature, have a certain resistance to scratch, and have particular conductivity capability. No mention is rendered in the specifications with consider to what resources are to be implement or how the wire is to be equipped or encapsulate to construct the desired character. (Aaker, 2004, 138-139).

Branding:

Some organisations produce brands to attain their objectives that comprise quality/standard assurance (de Chernatony, 2001, 3 & 4).

Samples:

Samples are recognized as the lazy person's method of describing prerequisites. When samples are implemented, the buyer doesn't have to look for for an identical brand, choose a standard requirement, or exemplify the presentation wanted. Sample is not the most cost experienced or the most suitable means of buying. Generally, the cash used for examination costs significantly goes further than the cash cut via description costs. It often is tough to resolve by examination that the product manufactured is, in fact, the identical as the model. Superiority of equipment and workmanship are frequently quite tricky to decide via routine assessment. Therefore, in a number of cases, approval or rejection becomes quite a personal decision (Wolfe, 2002, 137-146).

Samples are generally used only in the case if other methods of explanation not succeed. Darkness and touch, printing, and grading are three broad areas in that other methods of description are not feasible. A specific shade of blue, for example, is not easy to explain without a taster. Planned lithographic workmanship is best described by the supplier/dealer's proof. Setting grades for commodities such as wheat, corn, and cotton by samples has apparently been the most appropriate method of describing these products (Cram, 2001, 22-30).

This literature review is not in the last state but has some ideas about methodological features of Supplier/dealer Quality Evaluation/assessment. Different companies and in fact greater names in market or what we must call them world-class organizations have considered Supplier/dealer Quality Evaluation an essential part of their Procurement and up to some degree, their Quality Assurance purpose. Suzuki (Pakistan) model/framework of supplier/dealer quality assurance assessment is a good implement in this regard and it is a progressive methodology deals with the supplier/dealer assortment and over all quality assurance enhancement of the products and components and also founded on cost effectiveness (Cram, 2001, 22-30).

Suzuki Pakistan:

Suzuki (Pakistan) assesses its supplier/dealers on the basis of advancement they made concerning manufactured goods growth, if it's a fresh creation (this means Suzuki includes supplier/dealers in the early phases of production), Suzuki also examines their supplier/dealers assesses planning for quality/standard assurance. Below is a brief step-wise description of Suzuki Supplier/dealer Quality Assurance Exercise in connection with Product Conformance (Fankel, 2002, 24-29).

It is imperative to discuss the Suzuki policy of applying its own efforts in execution of rules at its own side, in its part dealing with the vendors. Suzuki starts Supplier/dealer Evaluation/assessment Procedure along with the assortment and therefore it is mainly apply during the product development procedure or when a new modern set up is established. Formulation of SQAE procedure generally consists of following step-wise methodologies.

Supplier/dealer Involvement in product development procedure. The supplier/dealer requested the provision of a planning schedule for production of fixtures, jigs and many more experiment equipments for individual product (de Chernatony, 2001, 3 & 4).

Plan for assessments that shall be apply to absolute part under supply. Particulars of necessary evaluation/assessment must be precise on the part evaluation/assessment plan.

There should be evaluations for material, measurements, appearance, performance and operations.

Planning must be done for the Internal Quality system growth at the dealer/supplier/dealer. It includes:

  • Standard work.
  • Maintaining Logs.
  • Receiving assessment check sheets. (For components of sub contractors or supplier/dealers of secondary level)
  • Daily/routine check Sheets.
  • Procedures
  • Systems (Cram, 2001, 22-30).

Information in connection with the following items should be present and given to Suzuki.

  • Sample Data sheets
  • Investigative standards.
  • Procedure FMEA.
  • Material Documentation.
  • Engineering modification (if any) Implementation and its assessment.
  • Approval based on Part assessment.

Suzuki involves supplier/dealers in establishing condition and standard so there is no accident with regard to these matters and contribution of information is not a problem.

Suzuki demands for the planned and system explanation of all developed and quality/standard control performance necessary to guarantee the quality of components for Mass Production. (Holt, 2004, 133-136).

Manufacturing Quality Chart, Procedure Flow, Procedure Format and Procedure FMEA must be developed at the supplier/dealer's position and these are standardized products and checked during SQAE.

A supplier/dealer should have on-line quality/standard checking method, not just the last examination and correct certification should have been completed to teach employees in standard work procedures and quality standards.

Definition of essential characteristics of supplied components (or part under development) in conditions of dimension, look and purpose and the process should be confirmed along with the rate by that the components must be checked.

As lots of automobile components require examination via inspecting fixture due to their character of fitment and use in assembly, so examining fixtures must be developed and tested.

Boundary Exhibits (limit samples) for those features related to emergence of any manufactured goods must be prepared.

Each product complete, should be checked and tested against Suzuki Standards before mass production and appropriate evaluation/assessment of each part must be done.

Supplier/dealer must also have needs (if any) for obtaining assistance from Suzuki and this must be discussed formally (de Chernatony, 2001, 3 & 4).

Minimum Quality/standard Standards concerning specific product conformation are as follows;

  • Part Examination Standard.
  • Checking fixtures/Gauges.
  • Boundary exhibits.
  • Producing Quality Chart.
  • Countermeasure Activity description for any Issue occurred regarding part quality (Wolfe, 2002, 137-146).

All points describe on top are related to manufactured goods development stage; however, Suzuki founded its SQAE methodology on the same basis and has put up the above described aspects in their Supplier/dealer Assessment criteria. Suzuki in fact looks for the supplier/dealers to know whether they are capable of executing and incorporating these methodologies into their quality/standard assurance system.

Suzuki set up its Vendor Assessment Criteria on monthly and annual base, analyse the product conformance potential of the dealer/supplier/dealer. Results of this SQAE scrutiny used to give Quality award to the supplier/dealers and these outcomes tabulate in the form of point, these point given in accordance to vendor rating.

Monthly Assessment factors and their standards are

  • Investigation data (Suzuki Receiving Examination). Rating system is established (Wolfe, 2002, 137-146).
    "A" for less than 600 defected components per million.

  • Resolving any problem occurred in components concerning excellence.
    "A" for denial (no problem). "D" for frequent trouble and no timely reply over it.

  • Submission of Merchant Quality report.
    Annual monitor base on

  • Re-occurrence of defect.
  • Buyer advice/complaints about any precise part.
  • Vendor Excellence System assessment.
    Vendor Excellence System assessment (based on product conformance) consist of following items.

Assessment:

  • Presence of Border Samples.
  • Identification of issues and defects. Defects definition and recognition criteria, in the form of check list.
  • Examination Gear Calibration.
  • Accessibility of appropriate Examination tools.
  • Accessibility of Examination Procedures.
  • Fault feedback and monitoring system.
  • In-procedure defect control system.
  • Use of examination records for quality/standard enhancement activity.
  • Receiving Examination of bought material.
  • Control and direction of sub-supplier/dealers.
  • Preparation of examination standards
  • Maintenance of standards.
  • Assessment facilities and technology at supplier/dealer end.
  • Skilled staff for assessment.
  • Maintenance of measuring tools, examining fixtures, gages and other examination equipment.
  • Quality Audit set up for products and their frequency.

Considering the feature of modern developed struggle and surroundings, one comes to the end that though Suzuki (Pakistan) has described well the Supplier/dealer Assessment Criteria and has come up with its SQAE policy in a concealed manner it doesn't emphasize some vital factors like usage of technology at the dealer/supplier/dealer end (for any specific product or component) (Wolfe, 2002, 137-146).

METHODOLOGY:

In the preceding chapter we discuss the necessary literature of SQAE. Now we shall review the data compilation methods that are accessible to a researcher. After making a discussion on each methodology, the researcher shall examine the chosen mode and explanation for choosing the precise mode for this research.

Research Philosophy:

In whichever research for the most part necessary part is the research philosophy. After reviewing the literature linked to the research philosophy, the philosophy was separated in to three main categories that help out the researcher to bring out the research. The philosophy is a parameter, via that the researcher carries out the research and get the answers of the research problem(s). Those three main philosophies are Positivism, Phenomenology and Realism.

Positivism:

Mainly the normal science researcher makes use of this philosophy to give explanation the cause and special effects of the actions (Proctor, 2003). In accordance with Proctor positivism is an, "essential methodology in the social sciences and mainly in business research. Inside a positivist methodology the ontological assumption views the collective world as an external environment, where exact structure influence people in parallel ways and where people recognize and act in response to these structures in parallel ways. The epistemological suppositions in this advance are that the researcher is autonomous of what is being researched and their job is to observe and gauge social structures" (Proctor, 2003).

In accordance with Saunders et al (2003) "If your research philosophy mirrors the principles of positivism then you shall probably take on the philosophical attitude of the normal scientist".

Phenomenology:

Proctor (2003 p.7) elucidates that "phenomenology advance the meaning rather than size and it is inductive in nature". Phenomenology that is primarily made use of in the common and organization science research, in that the researcher relates "people's understanding of event rather than the events themselves" (Proctor, 2003). Proctor additional elucidates the phenomenology as "the ontological assumption here is that people are not inactive in simply responding to structures but instead reality is itself socially made up" (Proctor 2003).

Realism:

Saunders et al (2003) say that "realism is based on the belief that a reality exists that is self-determining and independent of human thoughts and belief. In the social science and in the study of business and management this may be seen as demonstrating that there are large scale social forces and procedurees that affect people without their essentially being aware of the existence of such influences on their interpretations and behaviours". So it is obvious that the realism philosophy discuss the reality that what the people process in thoughts regarding the organization and products.

For this research project on Suzuki (Pakistan), the researcher makes use of the philosophy of realism because he or she shall discuss the current procedure for SQAE in Suzuki (Pakistan).

Research Design:

Research design is mainly imperative part in research methodology. It help the researcher on how to gather the information and statistics and how to make use of that information. The construction of the research depends on the research plan (Saunders et al 2003). Malhotra et al (2003) stated that "A research plan is a model or blueprint for conducting a plan research project. It details the actions essential for attaining the information necessary to organize or explain marketing research trouble. A good explorative design shall be clear in mind that the marketing research project is passed out effectively and efficiently".

There are three major types of research design; these are (1) Investigative research (2) Descriptive research and (3) Causal research.

Explorative Research:

Explorative research emphasizes on the difficulty in explore. Chisnell (1997) describe this "Exploratory design target identify or explore the real character of research problem. While the quantitative method is not able of identify or explain the research problem than this way shall facilitate to explain the research problem, because according to Malhotra (2004) investigative research allow the researcher to produce the "structured questionnaires, large samples, and possibility sampling plans". Via this the researcher is able to total the whole research by using the range of research methods. Malhotra (2004) deliberate many objectives that shall be achieve by using the explorative like, problems are identify, researcher has different choice to solve the trouble, researcher can extend information, help to make a rule for extra research [Golder, 2000, 157-171].

Descriptive Research:

Malhotra (2004) says the descriptive research "As the name imply, the chief objective of descriptive research is to give explanation of some thing, usually market description or operation. A major difference between investigative and descriptive research is that descriptive research is feature by the prior information needed is obviously defined". In accordance with Malhotra (2004) the grounds to conduct the descriptive research are to know the customer activities toward the product, the amount of market for the business, measurement the prospect of market etc [Ghauri & Cromhaug, 2002, 34-40].

Therefore to carry out this research the researcher has to know the exact problem, skill and knowledge. Due to this research require to be "well-structured pre-planned and base on a sizable spokesperson samples" Malhotra (2004).

Causal-Research:

Causal research is to set up the relationship of reason and consequence (Malhotra 2004). To carry out the causal research a planned and structure design is needed for the research. A test is the principal technique for the causal research. Malhotra (2004) more said that "similar to the descriptive research, planned and structured designs are vital for causal research as well". But the expressive research is not capable to gauge the fundamental connection between variables. Malhotra (2004) says that "investigating causal relationships need causal design, under that the causal or free variables are controls in a comparatively controlled environment".

Methods of Data Collection:

Many kinds of research are available for collection of data but it divided in to two main categories.

  • Secondary Data
  • Primary Data

Secondary Data:

"Any good marketing research study must start with secondary data" [Churchill 2002, p.199]. Those information and statistics that is available and composed by another individual is a secondary data. For the researcher the quickest and the easiest means to collect the data is the collection of secondary data in a given time structure for the research. Examination of secondary data is also simple because the research is already passed out. The main source for reaching the secondary data is internal data sources and outside data sources. The invoices of sales, call report by salesman and the guarantee cards are some of the example for the collection of data from inside source and the data from general, magazine, newspaper, fiscal records are the examples of data from external source.

Secondary data aids in identify the issue and objectives of the research. But it gives the base to the research via that the researcher concludes the research.

Primary Data:

Kotler says that "information collected for the exact purpose at offer is called primary data". To attain the good research ending it is necessary the researcher must have a entire primary data. It is hard, expensive and time consuming way for the data compilation, but this data is very important in the research as it shall direct the researcher toward the answer of the issue. There are primarily two kind of primary data (1) Qualitative and (2) Quantitative.

Qualitative Research:

Qualitative research when researcher investigates the subject within restricted variables, via this methodology the researcher can acquire in more detail information. "Qualitative researches examine the approach, feeling and motivation of the product users" [Proctor 2003, p.208]. A variety of techniques may be exercise for qualitative research like interview, focus group interview/investigation or projective techniques. For example in interview or focus group interview the researcher can speak with a personality or crowd, and it aids the researcher to figure out their experience or sentiment about the issue.

Qualitative research helps to achieve a data from small group of respondents [Kotler et al 1999, p.326].

Quantitative Research:

Quantitative research permits the researcher to explain the issues via statistical methods; it requires a huge number of respondents and all respondents have to answer the same questions. This helps the researcher to determine the attitude, opinion and the actions of all participants towards the issue.

Comparison of Qualitative and Quantitative Research:

If the organization board chooses quantitative research rather than qualitative it is because the quantitative research permit them to observe the reaction and the mind-set on the broader spectrum rather than making the main assessment on a lesser spectrum that shall be achieve via the qualitative research. But due to the following reason the qualitative research still increasing.

  • Need low financial plan to conduct the research.
  • Participant activities analyze easily.
  • The efficiency of quantitative research shall be stronger.

Questionnaire Design:

A good talent is necessary to create a legit questionnaire that leads the research issue in the direction of the solution. Chisnall (1997) stated that "A Questionnaire is the way of obtaining precise information about a definite issue so that, the data after analysis and interpretation, outcome in a better approval of the problem". Basically there are two kinds of questionnaire (1) Structured and (2) Unstructured.

Structured questionnaire may be formed in "multiple option", dichotomous or a scale" Malhotra (2004). In multiple choice questions, the options shall be known to the respondent, in dichotomous questions the member answer in 'yes' or 'no' and in a scale questions the options are given in numeric figures in that respondent mark that number that is close to his view. Structured questionnaire are simple to analyze.

Those questions that let the respondents to declare their feeling liberally are called unstructured survey questionnaire (Malhotra 2004). The examples of the unstructured question are like: who is your preference character? What do you be fond of? Etc.

In accordance with for structuring the questionnaire the following instruction must be followed:

  • "The general questionnaire must go from topic to topic in a logical manner, with all questions on one topic finished before moving to the next.
  • Responsive questions, such as the respondent's takings, must be at end.
  • The opening questions must be simple, purpose and interesting.
  • The questionnaire must be designed so as to minimize recording errors and support analysis.
  • The questionnaire has to be pre-tested with respondents like to ones who shall be incorporated in the final survey".

The reason of this project that how the SQAE procedures result in the supplier/dealer selection and how it impact the supply chain procedure. For this research the mixture of structured and unstructured questions are implement. The questionnaire is available in Appendix 1, that were gathered from Suzuki (Pakistan). Following is the example of questions that is used in the questionnaire for this project.

Do you rank supplier/dealers differently on the basis of nature of the article being supplied like Products for Assembly/Consumables/Spare components for machinery? YES/NO.

How do you assess the quality/standard of (company as well as) dealer products: (methods/examination technique/Quality Tools like SQC/Quality Audits/or any other methodology). Kindly state all methods and tools. (Explanatory Question)

Sampling Techniques:

Malhotra (2004) clarify that there are two methods for sampling (1) Probability and (2) Non Probability sampling. In Probability sampling the sure size of a crowd or number of people is selected unwillingly and then the researcher analyzes the data for a sure group and in non probability the sampling is passed out by the researcher's conclusion. In non probability sampling the researcher chooses the respondents according to the research requirement.

For this assignment, researcher makes use of the probability sampling technique, because the research is found on one organization Suzuki (Pakistan).

Sample Size:

"Sample size refers to the number of elements to be incorporated in a study" Malhotra (2003). The following factors shall help in the collection of the sample size (Malhotra, 2003)

  • What types of research propose to use, for example exploratory design needs small size of sample, but in open design large sample are required.
  • For data compilation time, cash and practised people must be available.

For this research project, the size of the sample consists of one applicant and he or she is a Manager of the department in Suzuki (Pakistan) (Dando, 2005).

STUDY OF SQAE SYSTEMS WITHIN THE INDUSTRY (SUZUKI PAKISTAN (IMC) METHODOLOGY FOR DEALER/SUPPLIER/DEALER QUALITY ASSURANCE EVALUATION/ASSESSMENT):

Company Introduction:

Suzuki Pakistan, Indus Motor Company (IMC) is a joint undertaking among the Suzuki Motor Corporation Japan (TMC), House of Habib (one of the largest industrial groups of Pakistan), as well as Suzuki Tsusho Corporation Japan (TTC) for setting up, producing and marketing Suzuki vehicles in Pakistan (Govt attaches high importance to auto industry: PM, daily Times, 2007).

Few specifics in sight of industrialized, HR and plant operation are specified below:

  • Production Size: 58,000 (December 2005).
  • Workforce Strength: 1,600 (2 shifts/ day)
  • Plant Capability: 235 vehicles (2 shifts/day)
  • Number of contractor/dealers: 121
  • Products: Suzuki Alto, Baleno, Liana and Suzuki APV (All Purpose Van).
  • Percentage of Supply machinery (Localised Components): Collective % for all models: 65%

The opening questions of the survey are about the company and how many supplier/dealers are working with the Suzuki. The answer that I get from the manager is that the company come on the group of "manufacturing and assembling" and "around 123" number of service provider/dealers are trading with Suzuki (Pakistan) (Wolfe, 2002, 137-146).

  • Localisation:
  • Localisation of automobile assemblage components has been implement in Pakistan, as the government wants to increase the manufacture sector. Pakistan Government has set up a capability for this, EDB, for that it has determined a sure criterion for the required percentage of machinery/parts need to be produced near by restricted (produced by local/domestic supplier/dealers). They established a diversity of targets for the localisation of various groups of automobile. These were mainly averaging approximate 50-60% of the ISDP points (Total 100%). ISDP points are calculated by a particular formula that is evaluated on the centre of the nature of the module, technology and price participation, accessibility of rare supply of substances and a number of other factors. Each industry/producer has to adhere to the ISDP points for that there is a sure system of ISDP audit and liability (Wolfe, 2002, 137-146).

    Modern Industry in the Country:

    The construction or modern segment in Pakistan has blossomed considerably since its commencement; it largely rotates around Automobiles that is one of the major Modern industries in Pakistan. Firmly based on Japanese technologies and information of Modern, the assembly segment tends to hold up the supplier/dealer in the most suitable method. The supply chain is complex due to definite political, geographical and industrial fronts, although the management method is quite similar to the other countries (PAMA (Pakistan Automotive Producers Association) 2007).

    Supplier/dealer Quality has always stayed as a significant issue, while considering Localisation that is a peak prerequisite (Vargo & Lusch, 2004, 2-16). Supplier/dealer relations also have a massive role in assessing and development of supplier/dealer quality; the improved the relations, the superior the final quality of supply components shall be (Wolfe, 2002, 137-146).

    Supply Chain in IMC:

    IMC has a massive web of supplier/dealers, supplying consumables, tools and a wide range of automobile components, ranging up to 2000 components/vehicle, including a variety of sub-assemblies (produced by one or more supplier/dealer), electronic machinery, metallic, synthetic and rubber goods.

    As localisation is a mandatory part of their modern operation and IMC has to begin arrangement for localisation. This is because it is the beginning of product development, and they have to connect with supplier/dealers in the manufactured goods growth procedure.

    An important and most significant part of IMC creation is the act of Suzuki-Japan that is the main organisation. The product is conceptualized and planned in Japan. All sketches and specifications have been developed by Suzuki Japan. Also, the body end engine mechanism are complete by Suzuki Japan, so as to rate as CKD (Completely Knock Down) components (Graham, 2001, 24-29).

    IMC also holds up assessment in terms of manufactured goods growth, bearing in mind different factors that compact with the automobile marketplace in Pakistan. A variety of car accessories and additional components have been used in view of unlike road, surroundings and market circumstances for automobiles (Wolfe, 2002, 137-146).

    Localisation of Machinery in IMC:

    The system verified above, generally takes more than a year to get done. Every action holds its own precise information about functioning methodology. IMC, under the Suzuki Management Style, process Quality Assurance as one of the most important product's features. Particulars of its terms and Evaluation/assessment of Product Conformance are basically furnished in the Prescribed Localisation Proposals (Dando, 2005).

    SQAE in IMC:

    Supplier/dealer Quality Assessment, in IMC is an important facet of Localisation of goods and the suitable SQAE procedure begins at the 8th phase of localisation cycle prior to the finalisation of the trader for the supply.

    VIR-VER:

    There are two parts for revealing the Supplier/dealer Evaluation results VIR and VER (Vendor Information and Vendor Assessment Reports correspondingly). These reporting measures are prepared use of at the product development phase, and so, research aspects of supplier/dealer value are completely put under measurement.

    Product Development section implements, both VIR and VER, when handling the surveys at this stage. VIR just gives evidence the presence of sound QA/QC section in the modern process and marks the situation of the supplier/dealers' quality/standard organization process.

    VER caters to the Vendor capabilities largely, and so vendor's superiority control capabilities are monitiored. VER has got a whole section for excellence and it evaluates the product conformance related description in every segment of vendor's developed structure (Dando, 2005).

    Supplier/dealer contribution in Product Development procedure:

    Supplier/dealer is asked to Supplier/dealer asked to supply the development timetable for development of jigs, fixtures and other test gear for individual product (Balakrishnan, 1997, 754-753).

    Testing:

    VER-Vendor ability review report is an comprehensive instrument for Vendor Evaluation/assessment. IMC-PD also charge the different objects in accordance with their comparative significance but the Quality/standard department must measure matters concerning quality control and product conformance. Development Engineers always gives the benefit of doubt to the vendors as their hard work are focussed on serving vendors for speedy progress of product progress, especially bearing in mind the number of restricted components involved in the manufacturing. There is a possible drawback of this method and this often results in confusing quality/standard assurance judgment of the supplier/dealers and subsequently it affects both quality and growth of the localisation, as it become more tedious to get better the quality in the final phase.

    The second major thing is the understanding of general results, to classify the result into three classes: Good, Fair and Poor. This might also misinform both supplier/dealer and buyer companies to whether allow or refuse the supplier/dealer ability level. This uncertainty has always been a member of the supply chain function of IMC, with further classification of Conditionally Acceptable supplier/dealers into (+) and (-), its not easy to make a decision whether supplier/dealer is able or not to maintain the desired quality/standard level and to what extent supplier/dealer must go forward its quality control activities. These results must be summarised in terms of Acceptable and Non-Acceptable place and improvement points must be highlighted with particular objectivity (Holt, 2004, 133-136).

    This interpretation methodology shall be in addition analysed in the critical analysis (analysing different products from the information attained: end of this chapter) related to the quality/standard evaluation of different products belonging to the SC of IMC.

    The direct involvement of IMC-PD in supplier/dealer judgment ends up here, however, its IMC-PD's accountability to protect coordination among supplier/dealers and IMC-QA regarding value matters. IMC-QA has not got a straight message system with the supplier/dealers and so IMC-PD practices a great demands on quality evaluation/assessment and progress of IMC-QA Supplier/dealer Quality monitoring for the period of and after product improvement. The working procedure of IMC-QA regarding supplier/dealer quality assurance assessment is described in the following section (Balakrishnan, 1997, 754-753).

    evaluation

    2QA-IMC VENDOR EVALUATION:

    QA-IMC, possibly carry out buyer quality evaluation in a complete manner, however, QA starts to be involved in Vendor evaluation only after when IMC-PD finalises VER-VIR and verify the vendor as the permitted supplier/dealer. This arrangement is more complete and methodically defines the criterion to found vendors' routine location on certain items, considerable regarding quality/standard and consequently product conformance.

    Following is the management of the Vendor excellence study report, conducted by QA-IMC. This is a superior elaborative arrangement and weighting system is totally defined according to the grade of the standards set by supplier/dealer in terms of different items in association with quality/standard assurance. This format analyses quality circumstances in a better way with the full understanding and user facilitation of Quality division in IMC. It could perform as the Basic Supplier/dealer Quality System Evaluation tool (Balakrishnan, 1997, 754-753).

    Insight of the points described above, it's appropriate to present this report. It's quite sufficient to apply in any production environment or more specifically in automotive assembly environment. Ratings are well described and action plans along with comments are included for each assessment item. Everyday jobs related to different activities are also clear in this approach. Some points are well incorporated like In-procedure defect control system, Control and supervision of sub-supplier/dealers and assessment of shipping quality/standard. These standards in fact follow supplier/dealers to apply in-procedure quality management checks and not only buyer organisation gets the advantage but supplier/dealers also get the manufacturing advantage. So, this reporting format, also with certain improvement points related to ever changing and advanced production concepts (Cram, 200122-30).

    The above supplier/dealer evaluation description is a complete tool to control the supplier/dealers' quality assurance assessment. Product Conformance issues have been considerably addressed and assessment criterion are clearly defined in terms of assessable items. This format also realizes the current developed capability of domestic supplier/dealers in Pakistan and both worst and best possible conditions put under examination. This arrangement could be used as the key tool for the supplier/dealer quality system evaluation/assessment in IMC and with a single-page summary; this coverage document can provide as the sole SQAE tool. However, it is vital to acknowledge the need of acknowledging the constant enhancement concepts and a structure of annual/half-yearly review must be introduced to include the advanced manufacturing theories. A very important issue to be realised is that this tool is more related to casual supplier/dealer quality audits performed by QA-IMC during the delivery and just used as a development tool, not as the formal exercise for SQAE that reduces the efficiency of this tool (de Chernatony, 2001, 3).

    QA-IMC PRODUCT CONFORMANCE AND EVALUATION:

    QA-IMC starts supplier/dealers' product evaluation at the OTS-Off Tool Sample phase. After the support of vendor, IMC-PD issues tooling orders and product development process starts (refer 4.2.1 -Localisation procedure). This is the central point for the excellence conformance of the supply product and QA-IMC carryout a in depth evaluation for this purpose as OTS review feedback acts as the backbone of the quality/standard presentation of the product in mass supplies (Yadin, 2001, 16-20).

    QA_IMC conducts OTS Evaluation/assessment in their location largely, tough supplier/dealers to submit information related to raw material, machinery, their quality evaluation/assessment report, MQC charts, etc. For this purpose,QA-IMC has developed a guiding principle booklet "SQAM-Supplier/dealer Quality Assurance Manual", dealing with the requirements related to OTS submission, pre-production quality procedures to be implemented by supplier/dealers and mass supplies quality control. SQAM also provides guidelines to the supplier/dealers with regard to use of MQC, PFMEA and other tools in modern function. It also defines the model way of certification and sequential flow of QC behavior regarding product design, development and production (Hair et al, 2000, 35-38).