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7.2 Customer-related Processes - Continued
ÞWhere some or all of the processes - for determining customer requirements; for contract review and customer communication; etc., are done offsite, then you must show the linkages and interaction of these offsite activities with your on-site QMS processes (see clause 4.1).
ÞThe nature of requirements review may be different for different types of product or services. Your review records must show the basis of review.
ÞMake sure you do your due diligence and risk analysis before you commit to contractual arrangements. I have seen many companies get into serious financial trouble, for taking on products transferred from another supplier, because they did not assess all the risks. Be careful of taking on other suppliers problems!
ÞManufacturing risk analysis is an assessment of your organization’s capacity and capability to effectively and efficiently provide the customer specified deliverables. Your risk analysis should include timing; resources; development costs and investments; potential for, and effects of, possible failures in processes, including your suppliers. You should also consider financial and profitability risk.
ÞSometimes it may take a few months to receive an order or contract from the customer, after you have sent them your quotation. Your review process must ensure that you compare the customer’s order or contract with your latest quotation, and resolve any differences (accept or re-negotiate), before you accept the order or contract.
ÞYour customer relations management process must include a sub-process for change control and must include - a review of the change (from customer or internal) and its impact on fit, form, functionality, other processes, financial, delivery, etc. Have a process for change control.
ÞFor significant issues or changes, obtain customer approval in writing for any waivers or changes of contractual or QMS requirements.
ÞCustomer communications may take many forms including - management representative (see clause 5.5.2); computerized interfaces and software for product (EDI; CAD); Customer provided software and interfaces for design and development, logistics, customer satisfaction feedback, etc. You must ensure that personnel at all levels have the competency and training to use these communications media and tools.
ÞClause 7.2 does not require a ‘documented’ procedure. However, you must identify and document all processes addressing this clause as part of your QMS (see clause 4.1). For these processes, you must also identify what specific documents are needed for effective planning, operation and control of production activities (see clause 4.2.1d).
These documents may include - contracts; specifications; orders; product quality plans; work instructions; a documented procedure; etc., combined with unwritten practices, procedures and methods.
ÞLook at the risks related to your product, processes and resources in determining the nature and extent of documented controls you need to have (also see clause 4.2.1 notes).
ÞPerformance indicators (to measure the effectiveness of customer-related processes in meeting requirements and achieving quality objectives) should focus on reducing variation in and improving these processes and related use of resources. Indicators may include reduction in - quote cycle time; pre and post-award review cycle time; order-entry errors and omissions; etc., and improvement in conversion ratio (i.e. ratio of contracts/orders awarded to quotes).
ÞFor performance indicators for customer communications processes, see clause 5.5.3 first paragraph of key explanation points and tips.
