制造业新产品导入流程.docx

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1、制造业新产品导入流程模板Scope 范围ThisprocedurecoversnewproductintroductioninAAA (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。NewproductintroductionincludeNPD(NewProduct 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 assurenewproductintroductionin AAA (Suzhou) is under control.确保 AAA

2、 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Newproductintroductionisaprojectmanagement process.ProjectinitiationmeanswhenonefactoryNPI Project leader (Project Manager)accept authorization from local management, project close

3、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 (Project Manager)for each project

4、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 manufacturing according to result of

5、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。OutputlProjectCharter,announceprojectleader(LocalNPI Project leader)s authorization and assignmentApproveProjectManagementPlanl (Scope/Time/Cost/Quality/HR/Risk, etc)Agreementwhilenewproductneedbelreleasedto manufacturing (RTM).2. NPI Project leader (Project Manage

6、r)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 Leaderwhen the project is comparatively small and simple.新产品导入项目领导人由管理层提名和任命，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

7、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 department.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 Le

8、ader 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 fo

9、llow 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 from cross functional department，then create schedule f

10、or 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 Establishteambuildplan(recognitionandrewards system) for each project team.建立团队建设计划-奖励和荣誉系统。2.10 NPI Project Leader will initia

11、te, follow-up and updatethe Project Master Schedule (Gantt-Chart template). Project reviewmeetingwithallteammembersisrequiredon regular base (for example, once a week). In regular project review meeting, discuss project status based on weekly or monthlyreportfromcrossfunction,measureactual progress

12、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 weekly status report on weekly meeting with R&D side or outgoing facility.与研发中心或输出工厂的

13、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，爬坡量产。2.13 Project Leader will ensure to deliver new product tomass production on sched

14、ule 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 deci

15、sion 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 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

16、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 DBl WBS(l work breakdown structure)NPI schedulelManufacturing Plan for eachl build Recognition and

17、 rewards systeml Final pilot run reportll 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 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

18、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 SetKPI(KeyPerformanceIndicator)forNPIas 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 NPIl Assignment for internall coordinator4. NPI Manufacturing Engineer新产品导入制造工程师4.1 Setup schedule for all

19、manufacturing preparation task andsubmitittoNPIProjectleaderintimeatproject 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

20、 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 CompleteDFM(Designformanufacturing)&FMEA (Failure Mode 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

21、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 roll up) review, BOM structure review and BOM accuracy review. Especially after ECN, provide it to BOM maintenance person to correct att

22、ribute, 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 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如果必需的话。4.8 Work with MEI specialist to create assembly work instruction for PCB assemb

23、ly 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 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

24、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。为生产线准备一些特殊的工具和夹具。4.11 Work with qualification engineer to verify local parts before beta b

25、uild 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内向生产部制造工程师移交所有的职责。

26、4.14 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 production, 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, pilo

27、t 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 Workwithplatformengineer,testengineerand quality engineer to create DPU report according to quality plan in NPD/NPT DB.和产品工程师、测试工程师和品质工程师一起完成 NPD/NPT 数据库中的品质计划。4.19 CompleteNPDstepontime,thesestepin

28、clude 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 manufacturing preparation task Weekly Report forl preparation periodDaily Report for build periodl Line Layoutl & PlanReviewed BOM with corre

29、ct attributel Assembly Work Instruction l MEI/WIDB Operator training planl &NPDDBrecord Labell information for unit & PCBACycle time and UPH reportl Workload (l Man hour, or Labor cost) NPDDB Mfg Stand report lDFM Report (l include Issue log) FMEA ReportlBeta build Report ( include Issuel log)NPDDB

30、Pilot Run Report ( include Issue log) lMfg Process AuditlNPDDB Ramp up daily reportl5. NPD Buyer (NPD Purchasing Coordinator)新产品采购 （新产品采购协调人）5.1 NPD planner is SCM (supply chain management) coordinator, he/she should submit material status report weekly during production preparation period, submit m

31、aterial status report daily during each phase production such as beta build, pilot run and ramp up run. Material status report is created according to purchasing / 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/

32、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 to NPIProjectleaderintimeatprojectbeginning.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

33、包括可衡量的目标交货计划。5.3 Submit weekly reportto NPI Project Leader & NPD plannerbeforelocalweeklymeetingontimeduring 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 an

34、d 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出席与研发中心的周会5.5 Coordinatepurchasingteammembertoupdate purchasing items status in material tracking sheet weekly before each phase production such as beta build, pilot run and ramp

35、 up run. From1 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

36、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 latest 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 prep

37、arationDaily Report from 1 week ahead of each buildll Updated Material tracking sheet regularlyCost table for scrapped andl reworked parts for ECN Completed cost BOMl6. Sourcing & Qualification Coordinator部品认证 /本地化协调人6.1 Workwithpurchasingteamandplanningteamto distinguish parts into “can be localize

38、d “ 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。6.2 Setup schedule for all sourcing items and submit it to NPIProjectleaderintimeatprojectbeginning.This schedule should include measurable goal. sourcing plan, sample delivery/ ap

39、proval 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 reportto NPI Project Leader & NPD plannerbeforelocalweeklymeetingontimeduring production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Lea

40、der 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。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

41、正式试生产前发布所有的元件6.6 Coordinatequalificationteammembertoupdate sourcingitemsstatusinmaterialtracking sheetweeklybefore 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，

42、在试生产前一周起为每天。6.7 Coordinatequalificationteammemberonparts verification with NPI manufacturing engineer during pilot runperiod.Afterverification,submitCTQ(critical dimension/itemschecklist)forcriticalpartstoVendor ImprovementdepartmentandQualityAssurance department. The check list is baseline of incom

43、ing quality check for 1st batch raw material for ramp up.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OutputSourcing& Localization PlanWeekly Report for preparationlDaily Report from 1 week aheadl of each build Updated Ma

44、terial tracking sheetlCritical dimension/itemsl check list for critical parts Tooling planl7. 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 an

45、d warehouse before each phase in time during new 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 Modifyitemsphantomattributeafter 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 updatematerial shortage report based on B

46、OM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 planner will follow up all ECO/ECN and update it into MRS or CBSR (Material tracking sheet)物料计划负责跟踪所有的 ECO/ECN 的变化,并及时更新到物料需求表或缺料表(物料跟踪表)中7.6 Planner will be responsible to do system backflush set up before Pilot and mass production计划负责系统的前期设定,以便生产线做 backflush7.7 Planner will be responsible to supply monthly demand based on communication with NPD corps planner计划负责提供成品需求计划,以便采购备料.7.8 Plannerwillarrangepilotrunschedulebasedon manpower and material, will coordinate with MFG to finish pilot on tim