新产品导入先期品质计划的重要性(NPI).ppt

1、1-1Quality Strategy Master 2001New Product Introduction and the Importance of Advanced Quality Planning1-2Quality Strategy Master 2001新 產 品 導 入 先期品質計劃的重要性2-1Quality Strategy Master 2001Workshop ObjectivesRevisit the New Product Introduction stage as a key step in your Quality Strategy and the typica

2、l pitfalls during this stageRevisit the concept of Concurrent Engineering(CE)&why/how it leads to a smooth New Product Introduction(NPI)Explore the critical success factors of CE teams&activitiesRevisit the concept of Process or Quality Gates as a management tool during the product development cycle

3、 and NPI stagesExplain the strategic importance of establishing the NPI event as an assessment of manufacturing readiness and systematic problem prevention technique prior to mass productionDefine the key NPI activities,including its preceding gates,post-mortem analyses,pre-mass production gates.2-2

4、Quality Strategy Master 2001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.3-1Quality Strategy Master 200

5、1New Product Development&Introduction Timing Chart*LaunchPilotPrototypeProgram ApprovalConcept Initiation/ApprovalPRODUCTIONFEEDBACK ASSESSMENT&CORRECTIVE ACTIONPLANNINGPRODUCT DESIGN&DEV.PROCESS DESIGN&DEVELOPMENTPRODUCT&PROCESS VALIDATIONManufacturing ReadinessConcurrent Engineering*ADAPTED FROM F

6、ORDS APQP MANUAL3-2Quality Strategy Master 2001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*ADAPTED FROM FORDS APQP MANUAL4-1Quality Strategy Master 2001Strategies(from a failure rate perspective)Strategy#2Minimize Intro Failure RateIntroR&D,PurchasingProduction RampAQP

7、ActivitiesStrategy#1FMEA NPIControl gatesTimePresentCompetitionFutureStrategy#3Early Process Optimization during MPDOE,SPC,CLCA,&other CIPsStrategy#4Quality Escalation(external failures)Detect,contain&recoveryInherent Quality&DFM/DFT Customer Perceived Failure RateRISK RISK ASSESSMENTASSESSMENTPREVE

8、NTIONPREVENTIONOPTIMIZATION&OPTIMIZATION&DETECTIONDETECTIONREACTION&REACTION&RECOVERYRECOVERY4-2Quality Strategy Master 2001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#1FMEA NPI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

9、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5-1Quality Strategy Master 2001 CUSTOMER SUPPORT-Quality Performance Feedback-Problem Resolution-Quality&Methods Marketing-Customer Manufacturing Support-Set Quality Goals PRODUCTION TECHNOLOGY CENTER-Design for PCB-Component guidelines-Design inherent quality-Pr

10、ocess Research SUPPORT SYSTEMS-Change Management-Training-Quality Assessments&Audits-Customer Data Reporting-Document Control-Product Regulations&Safety MATERIALS-Material Qualification-Supplier Selection&Qual.-Continuous ImprovementCUSTOMERDesign RulesProduction TechnologiesMaterial RequirementsDes

11、ignApproved MaterialsProductPRODUCT DESIGN-Product Qualification-Design for Reliability,Manufactueability,TestManufacturing-Product Qualification-NPI-Process Control-Quality EscalationCustomer Feedback&Complaints123HIGHER LEVEL QA SYSTEM5-2Quality Strategy Master 2001 客戶支援-品質績效反饋 -問題解決-品質&方法推廣 -客戶制造

12、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6-1Quality Strategy Master 2001MANUFACTURINGMANUFACTURINGBLACK BOXBLACK BOXC

13、ONTINUOUS IMPROVEMENT Quality Escalation Quality Improvement Programs Regular Customer Review ForumsQUALIY SUPPORTS Quality Audit Corrective/preventive action Doc Con system Calibration system TrainingSTART-UP&NPI NPI Checklist FMEA Product Training Post Mortem Analysis Production Release CriteriaCU

14、STOMERCUSTOMERPROCESS CONTROLS SPC PVS PCS QAN ESD AOI SFCS Yield triggerINCOMING AQL MRB VFAR VCAROQM AQL VOQA FOQAINPUTOUTPUTFACTORY QUALITY SYSTEM6-2Quality Strategy Master 2001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&NPI NPI 查驗表 FMEA 產品培訓

15、Post Mortem 分析 投產標准客戶客戶制程管制制程管制 SPC PVS PCS QAN ESD AOI SFCS Yield trigger來料 AQL MRB VFAR VCAROQM AQL VOQA FOQA輸入輸入輸出輸出7-1Quality Strategy Master 2001The NPI ProcessR&D ActivitiesConcurrent Engineering ActivitiesPilot Run PreparationPilot Run BuildRelease To Mass ProductionMilestone Definitions Desi

16、gn ReviewsGate CriteriaEarly information sharingDFM ReviewsR&D treat factory as internal customerEmphasize Advanced Quality Planning,process defect prevention.Define process set-ups,test programs,and initial process parametersMinimum Process Yields and First Pass Yields are met.Process and test issu

17、es are known and addressed.Mass production process parameters have been defined.Collect necessary data,verify all process set-ups,test programs,and determine mass production process parameters.7-2Quality Strategy Master 2001NPI 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

18、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.PRODUCT PLANNINGCONCEPTDEVELOPMENT ENGINEERING VERIFICATION TESTING (EVT)PILOT RUN (PR)PRE-PRODUCTION (PP).Marketing.Business Plan.Specification Review.Design Objectives.Cost ObjectivesCost Objec

19、tives.Manufacturing ObjectivesManufacturing Objectives.Quality ObjectivesQuality Objectives.Design Proposal.Team Organization.Schedule.Design&Simulation.Component Selection&Sourcing Plan.Sample Build&Test.Design ReviewDesign Review.Reliability Test.EMI/EMC Test.Manufacturability ReviewManufacturabil

20、ity Review.Safety/Ergonomics Test.Compatibility Test.Pilot Run ReviewPilot Run Review.Process/Equipment Review.Process/Equipment Review.Manufacturability Review.Manufacturability Review.Reliability Test.Regulations Approval.Component/Material Approval.Service Document .Production Readiness ReviewPro

21、duction Readiness Review (Product/Material/Process/(Product/Material/Process/Quality/Service)Quality/Service).Non-Compliance Analysis&Corrective Actions .Ongoing Reliability Test .Design Maturity Test .Reliability Test .EMI/EMC Test .Manufacturability ReviewManufacturability Review .Regulation Appro

22、val Test .Component/MaterialComponent/Material Approval TestApproval Test .Compatibility TestDESIGN MATURITYTESTING (DMT)MASS PRODUCTION .Problem Analysis .Corrective Actions .Ongoing Reliability Test .Continuous ImprovementPRODUCT DEVELOPMENT PROCESS-An Example8-1 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 (EV

23、T)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

24、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8-29-1Quality Strategy Master 2001The Pr

25、ocess as a Quality Strategy PillarThe Pilot Run stage signifies the end of the product design&development stage.It is the main verification stage for assessing manufacturing processes readiness.It is the culmination of the concurrent engineering activities from new product concept to design verifica

26、tion.During the NPI run,it will also be determined if the DFX activities had been properly done and effective in meeting the manufacturing requirements and process yield targets.It is the time to prevent process problems by implementing PFMEA,and determining process parameters for yield optimization

27、.It is exceedingly better to invest the necessary time&resources before and during NPI then the best“continuous improvement”program during Mass Production stage.9-2Quality Strategy Master 2001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

28、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。10-1Quality Strategy Master 2001Presentation on NPI procedure10-2Quality Strategy Master 2001NPI 程序介紹11-1Quality Strategy Master 2001Typical problems during NPILittle or no concurrent enginee

29、ring activities leading to manufacturing requirements not met at the time of NPI resulting in low yields and high costsNPI procedure is not well defined or too simplistic leading to:inadequate records/information and poor management decision makingProper process or quality gates not properly enforce

30、d at the upper stream and before NPI startsNo formal meeting&checklist to determine production readiness&sign-off before NPI startsInadequate formal data collection at key process and formal review meeting/records of process issuesInadequate or lack of formal criteria to release to mass production11

31、-2Quality Strategy Master 2001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。12-1Quality Strategy Master 2001What are the possible fa

32、ilure costs during the CE,Pilot Run and Mass Production stages?R&D and factory perceive each other as adversaries.Design data being provided at the last minute resulting in“rush”preparations for the factory.That is.,new product design being“thrown over the wall”syndrome.DFM and DFT reviews are done

33、before or close to production pilot run stage which is often too late and process yields cannot be optimized because pcb layouts have been finalized.At the factory,manufacturing is only involved in the new product design at late stages and omitted many necessary but time consuming activities such as product checklists,FMEA,test plans and process capability studies.Because of the“lack of time”,and