《制造业新产品导入流程模板.doc》由会员分享，可在线阅读，更多相关《制造业新产品导入流程模板.doc（22页珍藏版）》请在三一办公上搜索。
1、制造业新产品导入流程模板 Scope 范围-This procedure covers new product introduction in AAA (Suzhou).凡导入AAA苏州工厂制造的新产品，均依本程序文件的规定。New product introduction include NPD (New Product Development) and NPT (New Product Transfer).新产品导入包括新产品开发和新产品转移。 Objective 目的-To make assure new product introduction in AAA (Suzhou) is u
2、nder control. 确保AAA苏州工厂新产品导入处于受控状态。Applicability 适用性-This procedure applies to only AAA (Suzhou) facility.此程序文件仅适用于AAA苏州工厂。Definition 定义-New product introduction is a project management process. Project initiation means when one factory NPI Project leader (Project Manager) accept authorization from
3、local management, project close means when new product is delivered to mass production after ramp up.新产品导入是一个项目管理过程。当一个本地新产品领导人接受管理层授权意味着项目启动，当新产品进入爬坡生产之后的大批量生产意味着项目结束。 Responsibilities 职责/ Output 输出报告-1. POM ( Plant Operation Manager) and Management工厂运作经理和管理层 1.1 Assign factory NPI Project Leader (
4、Project Manager) for each project with management, give him/her very clear assignment and authorization. NPI Engineer also can be NPI Project leader if the project is small.为每个项目任命工厂新产品导入项目领导人(项目经理)，给予此人清晰的任务分配和授权。如果项目较小，新产品导入工程师也可成为新产品导入项目领导人 1.2 Agree or disagree new product can be released to man
5、ufacturing according to result of pilot run.根据试生产的结果同意或不同意新产品发布到制造阶段。 Outputl Project Charter, announce project leader ( Local NPI Project leader)s authorization and assignmentApprove Project Management Planl (Scope/Time/Cost/Quality/HR/Risk, etc)Agreement while new product need bel released to manu
6、facturing (RTM). 2. NPI Project leader (Project Manager)新产品导入项目领导人（项目经理） 2.1 NPI Project Leader is nominated and authorized by Management to plan, organize, lead and control Project Execution. NPI Engineer also can be NPI Project Leader when the project is comparatively small and simple.新产品导入项目领导人由管
7、理层提名和任命，计划、组织和控制项目的执行。如果项目较小或简单，新产品导入工程师也可成为新产品导入项目领导人 2.2 NPI Project Leader will work on the Project ROI of NPT for Management justification and sign-off when needed.如果需要，新产品导入项目领导人将为新产品转移进行投资回报分析报告，供管理层决策并签署。2.3 NPI Project Leader will develop NPI Project team with head of cross function departme
8、nt. 新产品导入项目领导人将和各职能部门的领导一起制定和发展项目团队。 2.4 NPI Project Leader will hold Project Kick-off Meeting to initiate the execution of Project. 新产品导入项目领导人将召开启动会议，启动项目。 2.5 NPI Project Leader is the major communication interface of Factory to R&D (for NPD) or Outgoing Site (for NPT).新产品导入项目领导人是主要的沟通平台。对于新产品
9、而言，工厂和研发之间；对于产品转移而言，工厂和外部工厂之间。 2.6 NPI Project Leader will follow AAA NPD / NPT Standard Procedure, which is documented in Notes Database, to execute the Project新产品导入项目领导人将根据在Notes数据库中的AAA NPD/NPT标准流程，实施项目管理。2.7 NPI Project Leader will collect and review plans for sub-task from Project Team members
10、from cross functional department，then create schedule for NPI project.新产品导入项目领导人将收集和汇总各个职能部门的计划，来形成新产品导入计划。 2.8 NPI Project Leader will create WBS ( work breakdown structure) with team member。新产品导入项目领导人将和小组成员一起创建工作分解结构，明确职责。 2.9 Establish team build plan (recognition and rewards system) for each pro
11、ject team. 建立团队建设计划-奖励和荣誉系统。 2.10 NPI Project Leader will initiate, follow-up and update the Project Master Schedule (Gantt-Chart template). Project review meeting with all team members is required on regular base (for example, once a week). In regular project review meeting, discuss project status
12、based on weekly or monthly report from cross function, measure actual progress and compare it to planned progress, set corrective action plan immediately if it is necessary. 新产品导入项目领导人将和项目成员一起启动、遵循项目管理时间表，定期举行会议回顾和更新项目管理时间表。在例会上，讨论各职能部门提供的每周或每月项目状态报告，与计划的进程比较来衡量实际的进展，如果需要将立即提出纠正措施。 2.11 Submit weekl
13、y status report on weekly meeting with R&D side or outgoing facility. 与研发中心或输出工厂的周会上讨论每周的项目进展情况。 2.12 For NPD, Project Leader will review and document each phase result with R&D side. For example: beta build, pilot run, ramp up build, etc.对于新产品项目，新产品导入项目领导人将和研发中心一起审核和归档每次生产的结果：例如beta试产，小批量试产
14、，爬坡量产。 2.13 Project Leader will ensure to deliver new product to mass production on schedule with Quality Plan. Product Quality Plan should meet universal and AAA specific quality standard which is agreed with AAA R&D team and AAA Manufacturing Plant.新产品导入项目领导人将确保新产品按时按质递交到批量生产。产品质量计划应该达到一个研发和生产
15、都可以接受的通用质量和AAA特殊标准。 2.14 Submit final report/ information to GM & management for final decision of RTM. 提交最终的报告或信息给总经理和管理层，作为同意正式投入生产的依据。 2.15 Project Leader will lead the Project Team to support successful Production Ramp-up for the 1st three months at most. And lead the NPI ramp-up review and
16、sign-off of Mass Production Release.新产品导入项目领导人将领导NPI团队支持最多三个月(具体期限视项目复杂程度而定)的爬坡生产，并领导爬坡生产审核和签署量产生效。 2.16 Project Leader will lead the NPI Closure review and submit the wrap-up report to Management.新产品导入项目领导人将领导NPI结束审核，递交管理层综合报告OutputWeeklyl meeting reportROI report if it is necessary - Transfer DBlW
17、BS(l work breakdown structure)NPI schedulelManufacturing Plan for eachl buildRecognition and rewards systemlFinal pilot run reportll Project closure report 3. Head of cross function department各职能部门的负责人 3.1 Assign 1 member as internal coordinator from each function department for NPI project. He /shi
18、 is the member of NPI project team.指定一个成员作为本部门内部的新产品协调人，他/她是新产品导入项目团队的成员。 3.2 Assist own NPI coordinator to achieve NPI sub-task on schedule.帮助本部门的新产品协调人按照计划完成项目中赋予的任务。 3.3 Set KPI (Key Performance Indicator) for NPI as commitment.设定关键绩效指标作为支持新产品导入的承诺。 OutputKPI (Key Performance Indicator) for NPIlA
19、ssignment for internall coordinator 4. NPI Manufacturing Engineer新产品导入制造工程师 4.1 Setup schedule for all manufacturing preparation task and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal for each task. 在项目开始的时候设定与制造准备相关任务的计划时间表，提交给新产品导入领导人。这个
20、计划时间表应该包含可衡量的指标。 4.2 Submit weekly report to NPI Project Leader before local weekly meeting on time, attend weekly meeting to discuss present status.在每个本地周会前按时提交进展周报，参与周会时讨论现在的状态。 4.3 Attend weekly meeting with R&D side出席与研发中心的周会 4.4 Complete DFM (Design for manufacturing) & FMEA (Failure Mo
21、de and Effect Analysis) review with R&D during alpha and beta build if it is necessary.如果可能参与alpha 和beta 生产，并与研发一起完成DFM和FMEA审核报告 4.5 Discuss with R&D on all manufacturing issues during preparation period.在准备阶段与研发讨论一切和制造相关的问题。 4.6 Check Primary BOM, include part attribute (make/buy, based on
22、roll up) review, BOM structure review and BOM accuracy review. Especially after ECN, provide it to BOM maintenance person to correct attribute, and provide it to R&D to correct BOM.检查工程BOM，包括属性，结构和数量精准，特别是ECN之后，提供给BOM维护人员修改属性，和提供研发修改错误。 4.7 Get Gerber file, bare board, PCBA sample and unit sampl
23、e if they are necessary, 取得PCB电子文件，空线路板，样品线路板和样品整机如果必需的话。 4.8 Work with MEI specialist to create assembly work instruction for PCB assembly and final assembly for beta build, pilot run and ramp up build step by step, release formal assembly WI before mass production.和MEI工程师一起创建线路板和成品最终装配生产指导书，并在试生产过
24、程中完善，最后在批量生产前正式发放。 4.9 Create production line layout, process flowchart, station and labor assignment 创建生产线布局，流程图，以及工作站和人员的分配计划 4.10 Work with facility engineer, test engineer and MIS dept to complete production line layout design, setup, and prepare special tools and jigs for new product if they ar
25、e necessary. 和设施工程师，测试工程师和IT工程师一起完成生产线布局的设计、安装。为生产线准备一些特殊的工具和夹具。 4.11 Work with qualification engineer to verify local parts before beta build and pilot run 和部品认证工程师一起在每次试生产前验证本地产部件。 4.12 Direct and train cell leader and operator from production dept during beta build, pilot run and ramp up run.在新产品
26、导入期间指导和培训线长和操作人员 4.13 Take over responsibility to Manufacturing Engineer to in 3 months at most after pilot run.在试生产后最多三个月之Summary daily report for Ramp up创建和汇总爬坡生产的每日报告 4.15 Provide label information from PLC DB.提供标签信息。 4.16 Calculate & submit workload (Man hour or labor cost) before mass produ
27、ction, provide it to BOM maintenance person.计算工作负荷(人工小时，人工成本)，提供给BOM维护人员。 4.17 Complete build report after beta build, pilot run and ramp up run. Lead cross function to solve all problem.在每次试生产后提交生产问题报告。并领导项目小组成员解决这此问题。 4.18 Work with platform engineer, test engineer and quality engineer to create D
28、PU report according to quality plan in NPD/NPT DB.和产品工程师、测试工程师和品质工程师一起完成NPD/NPT数据库中的品质计划。 4.19 Complete NPD step on time, these step include Operator training, Mfg process Audit, Pilot run Report, Mfg Stand report, etc.完成NPD数据库中要求的文件和步骤，包括操作人员培训，制造流程审核，试生产报告，制造标准报告等。Outputl Schedule for all manufact
29、uring preparation taskWeekly Report forl preparation periodDaily Report for build periodlLine Layoutl & PlanReviewed BOM with correct attributel Assembly Work Instruction l MEI/WI DBOperator training planl & NPD DBrecordLabell information for unit & PCBACycle time and UPH reportlWorkload
30、 (l Man hour, or Labor cost)NPD DB Mfg Stand report lDFM Report (l include Issue log)FMEA ReportlBeta build Report ( include Issuel log)NPD DB Pilot Run Report ( include Issue log) lMfg Process Auditl NPD DBRamp up daily reportl 5. NPD Buyer (NPD Purchasing Coordinator)新产品采购 （新产品采购协调人） 5.1 NPD plann
31、er is SCM (supply chain management) coordinator, he/she should submit material status report weekly during production preparation period, submit material status report daily during each phase production such as beta build, pilot run and ramp up run. Material status report is created according to pur
32、chasing / sourcing / transferring material status, should including delivery date, delivery plan and risk parts list with comments.新产品采购是供应链的协调人，他/她应该在新产品准备期间提交每周的物料状态报告，在每次试生产前一周起 提交每天的物料状态报告。物料报告应该根据采购/本地化和转移物料的状态产生，包括到达日期，到达计划，和潜在危险物料的清单。 5.2 Setup schedule for all purchasing items and submit it
33、to NPI Project leader in time at project beginning. This schedule should include measurable goal- delivery plan.在项目开始前为所有采购事宜设定计划时间表，递交报告给新产品领导人。这个计划时间表应当包括可衡量的目标交货计划。 5.3 Submit weekly report to NPI Project Leader & NPD planner before local weekly meeting on time during production preparation p
34、eriod, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run.在准备阶段，需要在每个本地周会前按时向新产品领导人和计划员提交进展周报，参与周会时讨论现在的状态。在试生产期间需要提交每天的状态报告。 5.4 Attend weekly meeting with R&D side出席与研发中心的
35、周会 5.5 Coordinate purchasing team member to update purchasing items status in material tracking sheet weekly before each phase production such as beta build, pilot run and ramp up run. From 1 week before production period , need update material status daily in time 协调采购团队内部，及时更新材料跟踪表格中的采购部件状态。频率：每次试
36、生产前为每周，在试生产前一周起为每天。 5.6 Create Cost table for scrapped part and rework parts after ECN implementation, lead old revision parts rework or scrap issue.在ECN执行后为报废和返工材料创建费用表格，领导旧版本物料的返工和报废事宜。 5.7 Check if there have zero cost material in system, make sure all cost are uploaded in system according to lat
37、est PO price or average PO price.检查系统中是否有零价格的物料，确保所有在系统中的价格和最后的订单价格或平均价格一致。OutputSchedulel for all purchasing items for beta build/ pilot run and ramp upWeeklyl Report for preparationDaily Report from 1 week ahead of each buildll Updated Material tracking sheet regularlyCost table for scrapped andl
38、reworked parts for ECNCompleted cost BOMl 6. Sourcing & Qualification Coordinator部品认证 /本地化协调人 6.1 Work with purchasing team and planning team to distinguish parts into can be localized or can not be localized according to BOM? Develop localization plan for future和采购与计划一起识别BOM中的元件是否可以本地化？制定本地化计划。
39、 6.2 Setup schedule for all sourcing items and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal. sourcing plan, sample delivery/ approval plan.在项目开始前为所有部品认证 /本地化事宜设定计划时间表，递交报告给新产品领导人。这个计划时间表应当包括可衡量的目标本地化计划，样品递交和批准计划。 6.3 Submit weekly report
40、to NPI Project Leader & NPD planner before local weekly meeting on time during production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run.在准备阶段，需要在每个本
41、地周会前按时向新产品领导人和计划员提交进展周报，参与周会时讨论现在的状态。在试生产期间需要提交每天的状态报告。 6.4 Attend weekly meeting with R&D side出席与研发中心的周会 6.5 Monitor parts release status, push R&D release all parts before pilot run.监控元件的发布状态，推动研发部门在正式试生产前发布所有的元件 6.6 Coordinate qualification team member to update sourcing items status in m
42、aterial tracking sheet weekly before each phase production such as beta build, pilot run and ramp up run. During production period, need update material status daily in time.协调部品认证/本地化团队内部，及时更新材料跟踪表格中的本地化部件状态。频率：每次试生产前为每周，在试生产前一周起为每天。 6.7 Coordinate qualification team member on parts verification wi
43、th NPI manufacturing engineer during pilot run period. After verification, submit CTQ (critical dimension/items check list) for critical parts to Vendor Improvement department and Quality Assurance department. The check list is baseline of incoming quality check for 1st batch raw material for ramp u
44、p.协调部品认证/本地化团队内部和新产品导入工程师一起在试生产期间确认部品。在确认后，向供应商改善部门和品质保证部门关键部品的关键尺寸/条目检查表。这个检查表是爬坡生产原材料进料检验的依据。6.8 Develop tooling plan制定模具计划 OutputSourcingl & Localization PlanWeekly Report for preparationlDaily Report from 1 week aheadl of each buildUpdated Material tracking sheetlCritical dimension/itemsl ch
45、eck list for critical partsTooling planl 7. NPD Planner新产品计划员 7.1 Work with NPI Project Leader and NPD engineer to set each phase production plan during new product introduction period.和新产品项目领导人/新产品工程师一起制定每个试生产的计划。 7.2 Release MRS to production line and warehouse before each phase in time during new
46、 product introduction period.在每次试生产前发放物料请求清单给生产线和仓库 7.3 Modify items phantom attribute after alternative(Cell) BOM copy , If it is necessary 如有需要，在cell BOM 复制后修改虚拟阶属性 7.4 NPD material planner is responsible to do and update material shortage report based on BOM物料计划负责制作物料需求表, 供采购提供物料交货状态 7.5 NPD material plan
