If a company is tracking a supplier for tooling on-time delivery, and the tool is broken, tooling supplier states he will get it to you the next day, should he be docked for on-time if he is late? What is the standard time given for tooling to be on time?
I believe that it is very appropriate and proper to measure the supplier's performance against what he says he will to. In your example, if he said he was going to deliver the tool the next day, it should be counted as late if it is not there.
However, it is beneficial if you, in your measurement, also indicate that the supplier was not given his normal leadtime, if that is the case. While missing a promised delivery is never a good thing, it is more understandable when a supplier is a couple days late when he was only given a small percentage of his normal leadtime.
In a previous life, when showing a suppliers delivery performance for the month, I broke it down by On Time and Late (with degrees of lateness), but also showed how many short lead time orders were On Time and Late. It certainly helped with supplier relations and with management's perceptions of suppliers performance when the periodic summary shows that level of information.
Your tooling suppliers are obviosuly critical to your operation...it is most definetly appropriate to track their performance....what would YOUR customer do if you promised a due date, and then missed it?
I agree with TOm on this one...QS (and TE) require subcontractor development.....this situation is a part of that.
We are having alot of difficulty tracking tooling going in and out the door for repairs. All repairs are done by suppliers outside the facility. Any suggestions on simplifying the process for tracking would be GREATLY appreciated!!! Thanks in advance....
In my experience, the biggest problem in handling things of this nature is discipline. It is not real hard to develop a process (shipping memo, with a PO reference for the tool going out, and a receiver against the PO for the tool coming back in would cover what you need). What can be hard is the discipline to make it work. There has to be provision for paperwork following the activity (rush tool repair on second shift may necessitate the tool leaving before the paperwork is ready), but procedures can be developed to allow that to happen as long as the paperwork is completed in a timely manner; timely in this case means as soon as the right people are available to do it. Management must back this up and insist that it happen, or you'll lose the battle.
Management telling those who repair your tools that they might not get paid if they don't have a purchase order can be very helpful in making it happen; I've seen it work, but you have to be set up to support the procedures as written.
Hope this helps.