新产品导入先期品质计划的重要性(NPI).ppt

新产品导入先期品质计划的重要性(NPI).ppt

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1-1QualityStrategyMaster2001NewProductIntroductionandtheImportanceofAdvancedQualityPlanning1-2QualityStrategyMaster2001新產品導入先期品質計劃的重要性2-1QualityStrategyMaster2001WorkshopObjectivesRevisittheNewProductIntroductionstageasakeystepinyourQualityStrategyandthetypicalpitfallsduringthisstageRevisittheconceptofConcurrentEngineering（CE）&why/howitleadstoasmoothNewProductIntroduction（NPI）ExplorethecriticalsuccessfactorsofCEteams&activitiesRevisittheconceptofProcessorQualityGatesasamanagementtoolduringtheproductdevelopmentcycleandNPIstagesExplainthestrategicimportanceofestablishingtheNPIeventasanassessmentofmanufacturingreadinessandsystematicproblempreventiontechniquepriortomassproductionDefinethekeyNPIactivities,includingitsprecedinggates,post-mortemanalyses,pre-massproductiongates.2-2QualityStrategyMaster2001訓練班目的重新認識新產品導入階段在品質策略中的重要性和在此階段中一些典型的易犯錯誤.重新認識同步工程（CE）的思想和它為何及如何使新產品導入（NPI）順利進行.探討同步工程（CE）團隊及其活動關鍵的成功因素.重新認識在產品開發和新產品導入階段，將制程或品質控制關卡作為一項管理工具的思想.闡述量產前作為制造準備就緒的評估和問題系統預防的技巧，而確立新產品導入的戰略重要性.明确新產品導入（NPI）的關鍵活動,包括前期控制關卡,事后（post-mortem）分析,量產前的控制關卡.3-1QualityStrategyMaster2001NewProductDevelopment&IntroductionTimingChart*LaunchPilotPrototypeProgramApprovalConceptInitiation/ApprovalPRODUCTIONFEEDBACKASSESSMENT&CORRECTIVEACTIONPLANNINGPRODUCTDESIGN&DEV.PROCESSDESIGN&DEVELOPMENTPRODUCT&PROCESSVALIDATIONManufacturingReadinessConcurrentEngineering*ADAPTEDFROMFORDSAPQPMANUAL3-2QualityStrategyMaster2001新產品開發&導入時間表*導入試產原型方案認可設想開始實施/認可生產反饋評估及校正措施計劃產品設計&開發制程設計&開發產品&制程確認制造準備同步工程*ADAPTEDFROMFORDSAPQPMANUAL4-1QualityStrategyMaster2001Strategies（fromafailurerateperspective）Strategy#2MinimizeIntroFailureRateIntroR&D,PurchasingProductionRampAQPActivitiesStrategy#1FMEANPIControlgatesTimePresentCompetitionFutureStrategy#3EarlyProcessOptimizationduringMPDOE,SPC,CLCA,&otherCIPsStrategy#4QualityEscalation（externalfailures）Detect,contain&recoveryInherentQuality&DFM/DFTCustomerPerceivedFailureRateRISKRISKASSESSMENTASSESSMENTPREVENTIONPREVENTIONOPTIMIZATION&OPTIMIZATION&DETECTIONDETECTIONREACTION&REACTION&RECOVERYRECOVERY4-2QualityStrategyMaster2001策略（從失敗率來看）策略#2使導入失敗率最小化導入R&D,採購生產曲線圖AQP活動策略#1FMEANPI控制關卡時間目前競爭將來策略#3於MP階段,進行早期制程優化DOE,SPC,CLCA,&其它CIPs策略#4品質提升（外部失敗）偵測,受控&恢復內在品質&DFM/DFT客戶認知的失敗率風險評估風險評估風險評估風險評估預防預防預防預防優化優化優化優化&偵測偵測偵測偵測應對應對應對應對&恢復恢復恢復恢復5-1QualityStrategyMaster2001CUSTOMERSUPPORT-QualityPerformanceFeedback-ProblemResolution-Quality&MethodsMarketing-CustomerManufacturingSupport-SetQualityGoalsPRODUCTIONTECHNOLOGYCENTER-DesignforPCB-Componentguidelines-Designinherentquality-ProcessResearchSUPPORTSYSTEMS-ChangeManagement-Training-QualityAssessments&Audits-CustomerDataReporting-DocumentControl-ProductRegulations&SafetyMATERIALS-MaterialQualification-SupplierSelection&Qual.-ContinuousImprovementCUSTOMERDesignRulesProductionTechnologiesMaterialRequirementsDesignApprovedMaterialsProductPRODUCTDESIGN-ProductQualification-DesignforReliability,Manufactueability,TestManufacturing-ProductQualification-NPI-ProcessControl-QualityEscalationCustomerFeedback&Complaints123HIGHERLEVELQASYSTEM5-2QualityStrategyMaster2001客戶支援-品質績效反饋-問題解決-品質&方法推廣-客戶制造支援-確定品質目標生產技朮中心-為PCB板進行設計-元件的指導方針-設計內在品質-制程研究支援体系-改變管理-培訓-品質評估&稽核-客戶資料報告-文件管制-產品規程及安全性材料-材料評核-供應商選擇&評核-持續改善客戶設計規則生產技朮材料需要設計已認可的材料產品產品設計-產品評核-適於可靠性,可制造性及測試的設計制造-產品評核-NPI-制程管制-品質提升客戶反餽和投訴123更高級別的更高級別的QA體系實例體系實例6-1QualityStrategyMaster2001MANUFACTURINGMANUFACTURINGBLACKBOXBLACKBOXCONTINUOUSIMPROVEMENTQualityEscalationQualityImprovementProgramsRegularCustomerReviewForumsQUALIYSUPPORTSQualityAuditCorrective/preventiveactionDocConsystemCalibrationsystemTrainingSTART-UP&NPINPIChecklistFMEAProductTrainingPostMortemAnalysisProductionReleaseCriteriaCUSTOMERCUSTOMERPROCESSCONTROLSSPCPVSPCSQANESDAOISFCSYieldtriggerINCOMINGAQLMRBVFARVCAROQMAQLVOQAFOQAINPUTOUTPUTFACTORYQUALITYSYSTEM6-2QualityStrategyMaster2001生產黑盒子生產黑盒子生產黑盒子生產黑盒子持續改善持續改善品質提升品質改善計划定期客戶評估討論會品質支援品質支援品質稽核校正/預防措施文件管制體系校准體系培訓工廠品質體系-實例起點起點&NPINPI查驗表FMEA產品培訓PostMortem分析投產標准客戶客戶制程管制制程管制SPCPVSPCSQANESDAOISFCSYieldtrigger來料AQLMRBVFARVCAROQMAQLVOQAFOQA輸入輸入輸出輸出7-1QualityStrategyMaster2001TheNPIProcessR&DActivitiesConcurrentEngineeringActivitiesPilotRunPreparationPilotRunBuildReleaseToMassProductionMilestoneDefinitionsDesignReviewsGateCriteriaEarlyinformationsharingDFMReviewsR&DtreatfactoryasinternalcustomerEmphasizeAdvancedQualityPlanning,processdefectprevention.Defineprocessset-ups,testprograms,andinitialprocessparametersMinimumProcessYieldsandFirstPassYieldsaremet.Processandtestissuesareknownandaddressed.Massproductionprocessparametershavebeendefined.Collectnecessarydata,verifyallprocessset-ups,testprograms,anddeterminemassproductionprocessparameters.7-2QualityStrategyMaster2001NPI制程R&D活動同步工程活動試產準備試產量產確立里程碑般之重大問題設計評估合格標準早期資訊共享DFM評估R&D視工廠為內部客戶強調先期品質計劃,制程缺陷預防.確定制程方案,測試程式,及初步制程參數達到制程良率及直通率的最低標準.制程及測試問題已知並加以解決.量產制程參數已確定下來.收集必要數據,驗証所有制程方案,測試程式,及確定量產制程參數.PRODUCTPLANNINGCONCEPTDEVELOPMENTENGINEERINGVERIFICATIONTESTING（EVT）PILOTRUN（PR）PRE-PRODUCTION（PP）.Marketing.BusinessPlan.SpecificationReview.DesignObjectives.CostObjectivesCostObjectives.ManufacturingObjectivesManufacturingObjectives.QualityObjectivesQualityObjectives.DesignProposal.TeamOrganization.Schedule.Design&Simulation.ComponentSelection&SourcingPlan.SampleBuild&Test.DesignReviewDesignReview.ReliabilityTest.EMI/EMCTest.ManufacturabilityReviewManufacturabilityReview.Safety/ErgonomicsTest.CompatibilityTest.PilotRunReviewPilotRunReview.Process/EquipmentReview.Process/EquipmentReview.ManufacturabilityReview.ManufacturabilityReview.ReliabilityTest.RegulationsApproval.Component/MaterialApproval.ServiceDocument.ProductionReadinessReviewProductionReadinessReview（Product/Material/Process/（Product/Material/Process/Quality/Service）Quality/Service）.Non-ComplianceAnalysis&CorrectiveActions.OngoingReliabilityTest.DesignMaturityTest.ReliabilityTest.EMI/EMCTest.ManufacturabilityReviewManufacturabilityReview.RegulationApprovalTest.Component/MaterialComponent/MaterialApprovalTestApprovalTest.CompatibilityTestDESIGNMATURITYTESTING（DMT）MASSPRODUCTION.ProblemAnalysis.CorrectiveActions.OngoingReliabilityTest.ContinuousImprovementPRODUCTDEVELOPMENTPROCESS-AnExample8-1產品計劃產品計劃設想開發設想開發工程驗証測試工程驗証測試（EVT）試產試產（PR）生產前生產前（PP）.行銷.商業計劃.規格評估.設計目標.成本目標成本目標.生產目標生產目標.品質目標品質目標.設計提案.團隊組織.計劃表.設計&仿制.元件選擇&供應商開發計劃.打樣&測試.設計評估設計評估.可靠性測試.EMI/EMC測試.可制造性評估可制造性評估可制造性評估可制造性評估.安全性/人類工程學測試.兼容性測試.試產評估試產評估試產評估試產評估.制程制程制程制程/設備評估設備評估設備評估設備評估.可制造性評估可制造性評估可制造性評估可制造性評估.可靠性測試.規程認可.元件/材料認可.文件.生產準備狀況評估生產準備狀況評估生產準備狀況評估生產準備狀況評估（產品產品產品產品/材料材料材料材料/制程制程制程制程/品質品質品質品質/服務服務服務服務）.不符合性分析&校正措施.持續可靠性測試.設計完善度測試.可靠性測試.EMI/EMC測試.可制造性評估可制造性評估可制造性評估可制造性評估.規程認可測試.元件元件元件元件/材料認可測試材料認可測試材料認可測試材料認可測試.兼容性測試設計完善度測試設計完善度測試（DMT）量產量產.問題分析.校正措施.持續可靠性測試.持續改善產品開發過程實例產品開發過程實例8-29-1QualityStrategyMaster2001TheProcessasaQualityStrategyPillarThePilotRunstagesignifiestheendoftheproductdesign&developmentstage.Itisthemainverificationstageforassessingmanufacturingprocessesreadiness.Itistheculminationoftheconcurrentengineeringactivitiesfromnewproductconcepttodesignverification.DuringtheNPIrun,itwillalsobedeterminediftheDFXactivitieshadbeenproperlydoneandeffectiveinmeetingthemanufacturingrequirementsandprocessyieldtargets.ItisthetimetopreventprocessproblemsbyimplementingPFMEA,anddeterminingprocessparametersforyieldoptimization.Itisexceedinglybettertoinvestthenecessarytime&resourcesbeforeandduringNPIthenthebest“continuousimprovement”programduringMassProductionstage.9-2QualityStrategyMaster2001作為品質策略支柱的NPI制程試產階段表明產品設計及開發已進入收尾階段。

它是評估制程準備就緒的主要驗証階段。

它是同步工程從新產品設想到設計驗証的最頂峰。

於NPI過程中,同樣可確定在滿足制造需要及達到制程良率目標方面，DFX活動是否適當進行且有效。

它是通過實施PFMEA來預防制程問題以及為實現產出最優化而確定制程參數的最佳時機。

在新產品導入之前和期間，投入必要的時間和資源比在量產階段實行最佳之持續改善方案要更有效得多。

10-1QualityStrategyMaster2001PresentationonNPIprocedure10-2QualityStrategyMaster2001NPI程序介紹11-1QualityStrategyMaster2001TypicalproblemsduringNPILittleornoconcurrentengineeringactivitiesleadingtomanufacturingrequirementsnotmetatthetimeofNPIresultinginlowyieldsandhighcostsNPIprocedureisnotwelldefinedortoosimplisticleadingto:

inadequaterecords/informationandpoormanagementdecisionmakingProperprocessorqualitygatesnotproperlyenforcedattheupperstreamandbeforeNPIstartsNoformalmeeting&checklisttodetermineproductionreadiness&sign-offbeforeNPIstartsInadequateformaldatacollectionatkeyprocessandformalreviewmeeting/recordsofprocessissuesInadequateorlackofformalcriteriatoreleasetomassproduction11-2QualityStrategyMaster2001於NPI階段的典型問題於NPI階段,當導致低良品率及高成本時,沒有或很少有同步工程活動而導致不能滿足制造需要。

沒有明確規定NPI程序或太簡單而導致:

不充分的記錄/資訊及蹩腳的管理決策。

於上一階段及NPI開始前,沒有適當加強制程及品質控制關卡。

於NPI開始前,沒有正式會議及查驗表來確定生產準備情況/簽核。

於關鍵制程段的正式資料收集以及就制程問題的正式評估會議/記錄不充分。

不充分的/缺乏量產投產之正式標準。

12-1QualityStrategyMaster2001WhatarethepossiblefailurecostsduringtheCE,PilotRunandMassProductionstages?

R&Dandfactoryperceiveeachotherasadversaries.Designdatabeingprovidedatthelastminuteresultingin“rush”preparationsforthefactory.Thatis.,newproductdesignbeing“thrownoverthewall”syndrome.DFMandDFTreviewsaredonebeforeorclosetoproductionpilotrunstagewhichisoftentoolateandprocessyieldscannotbeoptimizedbecausepcblayoutshavebeenfinalized.Atthefactory,manufacturingisonlyinvolvedinthenewproductdesignatlatestagesandomittedmanynecessarybuttimeconsumingactivitiessuchasproductchecklists,FMEA,testplansandprocesscapabilitystudies.Becauseofthe“lackoftime”,and