制造业新产品导入计划流程.docx

1、制造业新产品导入计划流程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

2、(Suzhou) is under 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 authoriza

3、tion from 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治理过程。当一个本地新产品领导人同意治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工厂运作经理和治理层1.1 Assign factory NPI Project

4、Leader (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。假如项目较小，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

5、to manufacturing according to result of pilot run.依照试生产的结果同意或不同意新产品公布到制造时期。 Output Project Charter, announce project leader ( Local NPI Project leader)s authorization and assignment Approve Project Management Plan (Scope/Time/Cost/Quality/HR/Risk, etc) Agreement while new product need be released to

6、 manufacturing (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

7、导人由治理层提名和任命，打算、组织和操纵项目的执行。假如项目较小或简单，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.假如需要，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，供治理层决策并签署。2.3 NPI Project Leader will develop NPI Project team with head of cross function depar

8、tment. 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进展项目团队。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要紧的沟通平台。关于新产品而言

9、，工厂和研发之间；关于产品转移而言，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依照在Notes数据库中的AAA NPD/NPT标准流程，实施项目治理。2.7 NPI Project Leader will collect and review plans for sub-task from Project Team members fr

10、om 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打算，来形成新产品导入打算。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 projec

11、t team.建立团队建设打算-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 based

12、 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、遵循项目治理时刻表，定期进行会议回忆和更新项目治理时刻表。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，与打算的进程比较来衡量实际的进展，假如需要将立即提出纠正措施。2.11Submit weekly statu

13、s 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.关于新产品项目，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，爬坡量产。2.13 Projec

14、t 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。产品质量打算应该达到一个研发和生产都能够同意的通用质量和AAA专门标准。2.1

15、4 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治理层，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 sign-off of Mass Production R

16、elease. 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，递交治理层综合报告 Output Weekly meeting report ROI report if it is necessary- Transfer DB WBS( work breakdown structur

17、e) NPI schedule Manufacturing Plan for each build Recognition and rewards system Final pilot run report Project closure report3. 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 is the member of NPI project t

18、eam.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.关心本部门的新产品协调人按照打算完成项目中给予的任务。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。 Output KPI (Key Performance Indicator) for NPI Assignment for internal coordinat

19、or4. 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预备相关任务的打算时刻表，提交给新产品导入领导人。那个打算时刻表应该包含可衡量的指标。4.2 Submit weekly re

20、port 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 Mode and Effect Analysis) review with R&D during

21、alpha and beta build if it is necessary.假如可能参与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.在预备时期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 roll up) review, BOM structure review and BOM accuracy re

22、view. 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，特不是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 sample 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假如必需的话。4.8 Wo

23、rk 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，并在试生产过程中完善，最后在批量生产前正式发放。4.9 Create production line layout, process flo

24、wchart, 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打算4.10Work 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 are 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。为生产线预备一些专门的工具和夹具。4.11W

25、ork 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。4.12Direct and train cell leader and operator from production dept during beta build, pilot run and ramp up run.在新产品导入期间指导和培训线长和操作人员4.13Take over responsibility to Manufacturing Engineer to

26、in 3 months at most after pilot run.在试生产后最多三个月之内向生产部制造工程师移交所有的职责。4.14Summary 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 production, provide it to BOM maintenance person.计算工作负荷(人工小时，人工成本

27、)，提供给BOM维护人员。4.17Complete 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。4.18Work with platform engineer, test engineer and quality engineer to create DPU report according to quality plan in NPD/NPT DB.和产品工程师、测试工程师和品

28、质工程师一起完成NPD/NPT数据库中的品质打算。4.19Complete 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。 Output Schedule for all manufacturing preparation task Weekly Report for preparation period Daily

29、Report for build period Line Layout & Plan Reviewed BOM with correct attribute Assembly Work Instruction MEI/WIDB Operator training plan & NPDDBrecord Label information for unit & PCBA Cycle time and UPH report Workload ( Man hour, or Labor cost) NPDDB Mfg Stand report DFM Report ( include Issue log) FMEA Report Beta build Report ( include Issue log) NPDDB Pilot Run Report ( include Issue log) Mfg Process Audit NPDDB Ramp up daily report5. NPD Buyer (NPD Purchasing C