APQP状态报告程序.pptx

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1、Course Introduction APQP Status Reporting Process APQP 状态报告程序Participant Introductions Write your name and division on a name tent card with the markers provided. 在纸上写下你的姓名部门. Prepare to introduce yourself to the class by sharing: 向课堂上的所有人介绍: Your name 你的名字 Your title 你的职称 Why you are interested in

2、the APQP course 你为什对APQP课程感兴趣 Your interest 你的日常兴趣爱好Course GoalsUpon completion this course, Participants willbe able to:完成本课程培训，参加人员可:1.Describe the importance of cross-functional team communication.2. 跨功能小组合作沟通的重要性.3.3. Explain the APQP elements required in product/process design.4. 解释在产品/过程设计中 AP

3、QP 各要素的要求.5.4. Explain the APQP elements required in preparation for manufacturing.6. 解释在准备生产过程中APQP各要素的要求.7.5. Explain the APQP Status Reporting Process.8. 理解APQP 状态报告过程.Module Introduction组成部分介绍 Introduction to the APQP Process APQP过程介绍1-1Definition APQP (Advanced Product Quality Planning) is a st

4、ructured method for defining and executing the actions necessary to ensure that a product satisfies the customer. APQP是一种结构化的方法，用来确定和制定确保某产品使顾客满意所需的步骤Goal The goal of the APQP process is to facilitate communication between all persons and activities involved in a program and ensure that all required

5、 steps are completed on time, with a high quality-of-event, at acceptable cost and quality levels. APQP的目的是使所有参加该项目的人员和行为便于沟通，确保所有开发阶段按时，以可接受的成本和质量水准完成.APQP PurposeThe purpose if the APQP process is to establish:APQP的目的是建立: Common expectations for internal and external suppliers 对内外部供应商共同的要求 Common

6、process metrics 通用的过程表格 A common program status reporting format 共同的状态报告格式 Roles and responsibilities for the APQP elements APQP各要素的职责和角色 A better understanding of how the APQP elements relate to FPDS 更好理解APQP各要素和 FPDS的联系APQP Benefits APQP aids the program team by: APQP帮助项目小组: Adding discipline 增加纪律

7、 Facilitating early identification of required changes 早期确定可能的更改 Avoiding late changes 避免晚期更改 Providing a quality product on time, at acceptable cost, to satisfy customers 用可接受的价格，准时提供优质的产品，满足客户 Facilitating continuous improvement 使持续改进更方便APQP Benefits (Contd)Elements要素Teamwork 小组工作Communication 沟通T

8、iming/Planning 时间/计划Identify Activities 定义行动Roles角色Program Management 项目管理Quality and Reliability 质量和可靠性Team Leaders 小组领导Engineers 工程师Suppliers 供应商Program Team 项目小组APQP 23个要素个要素 1 选点决定选点决定 2 顾客输入要求顾客输入要求 3 精致工艺技术精致工艺技术 4 设计失效模式后果分析设计失效模式后果分析 5 设计评审设计评审 6 设计验证计划设计验证计划 7 分承包方分承包方 APQP 状态状态 8 设施、工具和量具设

9、施、工具和量具 9 样件制造计划样件制造计划 10 样件制造样件制造 11 图纸和规范图纸和规范 12 小组可行性承诺小组可行性承诺 13 制造过程流程图制造过程流程图 14 过程失效模式后果分析过程失效模式后果分析 15 测量系统评价测量系统评价 16 试生产控制计划试生产控制计划 17 操作工过程指导书操作工过程指导书 18 包装规范包装规范 19 产品试生产产品试生产 20 生产控制计划生产控制计划 21 初始过程能力研究初始过程能力研究 22 生产确认试验生产确认试验 23 生产件批准生产件批准 (PSW)福特四项特殊要素福特四项特殊要素1. Sourcing Decision 选点决

10、定选点决定 ；2. Customer Input Requirements 顾客输入要求顾客输入要求 ;3. Craftsmanship 精致工艺；精致工艺；4. Subcontractor APQP Status 分承包方分承包方APQP状态状态 ;检查清单中的重要要素检查清单中的重要要素Design FMEA 设计FMEADesign Verification Plan & Report 设计验证计划和报告Prototype Build Control Plan 样件制造控制计划样件制造控制计划Manufacturing Process Flowchart 制造过程流程图制造过程流程图Pr

11、ocess FMEA 过程FMEAPre-Launch Control Plan 试生产控制计划试生产控制计划Operator Process Instructions 作业指导书作业指导书Production Control Plan 生产控制计划生产控制计划13Feedback Assessment & Corrective Action反馈、评估和纠正措施反馈、评估和纠正措施Product & Process Validation产品与过程确认产品与过程确认Process Design & Development过程设计和开发过程设计和开发Product Design & Develop

12、ment产品设计和开发产品设计和开发Prototype Build样件制造样件制造Plan & Define计划与定义计划与定义1-2APQP 指南目的 Includes best practice APQP evaluation process, process metrics, and status reporting Links the APQP process to Product Development and manufacturing processes 把APQP过程与产品开发和制造过程相联系。 Defines roles and responsibilities for th

13、e APQP process 定义APQP过程的角色和职责 Develops a common APQP process for both internal and external manufacturing and assembly suppliers 为内部制造和外部供应商提供一个通用的开发过程Module Introduction FPDS Timing Relationship and Responsibilities FPDS 时间进度关系和职责APQP Element/APQP 要素要素Purchasing/采购采购Ford/SupplierPD (#1)/福特福特/供方供方PD

14、Supplier/供方供方1Sourcing Decision/选点决定Lead/领导Support/支持Support/支持2Customer Input Requirements/顾客输入要求Support/支持Lead/领导Support/支持3Craftsmanship/精致工艺Support/支持Lead/领导Support/支持4Design FMEA/设计FMEASupport/支持Lead/领导Support/支持5Design/Manufacturing Review(s)/设计、制造评审Support/支持Lead/领导Support/支持6Design Verificat

15、ion Plan & Report/设计验证计划和报告Support/支持Lead/领导Support/支持7Subcontractor APQP Status/分承包方APQP状态#Support/支持Lead/领导8Facilities, Tools & Gages/设施，工具和量具Support/支持Support/支持Lead/领导9Prototype Build Control Plan/样件制造控制计划Support/支持Support/支持Lead/领导10Prototype Build(s)/样件制造Support/支持Support/支持Lead/领导11Drawings &

16、 Specifications/图样和规范Support/支持Lead/领导Support/支持12Team Feasibility Commitment/小组可行性承诺Support/支持Support/支持Lead/领导13Manufacturing Process Flowchart/制造过程流程#Support/支持Lead/领导14Process FMEA/过程FMEA#Support/支持Lead/领导15Measurement Systems Evaluation/测量系统评估#Support/支持Lead/领导16Pre-Launch Control Plan/试生产控制计划S

17、upport/支持Support/支持Lead/领导17Operator Process Instructions/操作工过程指导书#Support/支持Lead/领导18Packaging Specifications/包装规范Support/支持Support/支持Lead/领导19Production Trial Run/产品试生产Support/支持Support/支持Lead/领导20Production Control Plan/生产控制计划Support/支持Support/支持Lead/领导21Preliminary Process Capability StudySuppor

18、t/支持Support/支持Lead/领导22Production Validation Testing/生产确认试验Support/支持Support/支持Lead/领导23Part Submission Warrant (PSW)/零件提交保证书Lead/领导Support/支持Support/支持# indicates nil participation unless otherwise requested.# 表示没有人参加，除非是要求的。Responsibility to Drive Element to Completion/职责促使各因素完成职责促使各因素完成Matrix is

19、to be used as a guideline and can be revised to suit Affiliate/program. Should be agreed when roles and responsibilities is defined/agreed.此矩阵将被作为指南使用，也可以进行修订，以符合/项目。当角色和职责确定/同意后，此矩阵就决定了。，#1 Whether Ford or Supplier PD leads would depend on whether the part/system is Ford designed, grey-box or black

20、-box.1 由福特还是由供方 PD 领导，取决于零件/系统是否由福特设计的，是灰色的还是黑色的。 Should be agreed when roles and responsibilities is being defined/agreed. 当角色和职责定义/达成一致之后，此矩阵就应该决定了。Matrix for Quality Planning质量策划矩阵1-6Module Introduction APQP Risk Assessment and Kick-off APQP 风险评审和起动APQP Systemic FlowAPQP 系统流程APQP过程流程精致工艺资源决定顾客输入要

21、求小组可行性承诺图纸/规范P-图失效模式和后果分析规范和目标（VDS/SDS/CDS）车辆/系统/子系统/部件的设计设计失效模式后果分析（DFMEA）图纸/规范（文件/电子档）设计验证计划（DVP）样件制造控制计划样件制造测量系统评价（尺寸控制）设施/工具/量具制造过程流程操作工过程指导书（过程定义）试生产控制计划过程失效模式后果分析（PFMEA）操作工过程指导书（验证和培训）生产控制计划产品试生产初始过程能力生产确认试验零件提交保证书（PSW）向前的信息流向后的信息流设计/制造评审（在所有APQP要素后）1-3-CAPQP 起动会议Step 1. Initiate the APQP proc

22、ess第一步. 开始APQP过程Step 2. Educate the attendees 第二步. 培训参加人员Step 3. Finalize roles and responsibilities 第三步. 定义角色和职责Step 4. Discuss and finalize work plans第四步. 讨论和决定工作计划风险评估的目的 The purpose is to help determine the extent to which the APQP status reporting process needs to be performed by the supplier:

23、目的是为了决定各个供应商在APQP状态报告的范围： At the beginning of a new model program 在每一个新项目开始的时候 Any time a PSW is completed PSW 完成的时间 风险评估检查清单 Is used as a thought starter to assist in assessing potential risk in a supplier 用作开始支持对潜在的风险供应商的评估方法 Requires subjective experience to be used most effectively 利用个人经验使评审效果最佳

24、High Impact parts/systems are those that require special attention.高影响度零件/系统需要特别关注。Prioritized parts/systems maximize the use of Suppler Technical Assistance (STA) and team resources.优先的零件/系统使供方技术支持（STA）和小组资源的使用最大化。Medium and Low Impact parts/systems are monitored, but do not get the high level of a

25、ttention.中等和低影响度零件/系统被监视，但不会引起高度关注。Program Team categorizes parts/systems using four major areas of risk:项目小组依据风险的四个要素把零件/系统分类：#1 Quality History#1 质量历史#2 Supplier Profile#2 供方大纲#3 Engineering Profile#3 工程大纲#4 Performance v/s target#4 与目标相对的绩效 #1 Quality History #1 质量历史High warranty or Things Gone W

26、rong.高的保修记录或运行状况不良Frequent Quality Rejects and/or campaigns.频繁的质量拒收和/或冲突。Similar component/system was the cause of a recall action.相似的部件/系统导致一次召回行动。 #2 Supplier Profile #2 供方大纲New supplier.新供方。New manufacturing location.新制造场所。Product or manufacturing technology is new.产品或制造技术是全新的。Supplier does not m

27、eet Ford Quality供方不满足福特的质量要求 Standards (Q1) or is under Q1 probation（Q1）标准或低于Q1证明。#3 Engineering Profile #3 工程大纲Design is new.新设计。Manufacturing techniques are new.制造技术是新的。Similar products are subject to numerous design changes that threaten program timing.相似的产品是导致大量设计变更而威胁项目事件进度原因 。High product or p

28、rocess complexity.高的产品或过程复杂性。Product is strategically important due to high visibility or functional performance.由于高的可见度或功能性，产品处于战略重要地位 。 #4 Performance vs. Targets #4 与目标相对的绩效Design goals will be difficult to achieve.设计目标将难以完成。Reliability goals will be difficult to achieve.可靠性目标将难以完成。Quality goals

29、will be difficult to achieve.质量目标将难以完成。Program timing is compressed.项目时间进度被压缩。Cost targets are aggressive.成本目标过高。Module Introduction APQP Reporting Forms APQP报告格式计划和定义计划和定义成立小组预算批准初始材料清单产品保证计划项目追踪表资源决定问题日志管理者支持顾客输入要求项目进度设计目标可靠和质量目标可承受的成本目标计划产量关键联系人产品质量进度计划产品设计和开发产品设计和开发DFMEA初始CC/SC清单设计评审设计验证计划设计验证分供

30、方APQP状态设备、工装和量具样件制作控制计划制造系统分析计划MSA计划小组可行性承诺样件制作包装规范图纸和规范PFMEA特殊产品/过程特性初始过程能力研究计划MSA试生产控制计划过程与产品特性联结平面布景图特性矩阵表包装标准产品/过程质量系统评审管理层评审产品和过程验证产品和过程验证作业指导书试生产生产控制计划质量计划批准和管理层支持生产件批准(PSW)在物料需求日提交PSW零件功能检查报告初始过程能力研究生产验证包装评估信息反馈和纠正措施经验学习交货和服务过程设计和开发过程设计和开发SIPTPDPITDTCPCPRSOLRJIPS客户满意减少偏差设计验证和批准报告Element Ratin

31、g ChecklistStatus ReportGYR StatusRisk (color)风险（颜色）风险（颜色）Definition定义定义High (Red)高（红）高（红）Target dates and/or deliverables are at risk. A recovery work plan is not available and/or implemented, or the work plan does not achieve program targets. 目标日期和目标日期和/或可交付性是有风险的。恢复工作计划是不可获得的和或可交付性是有风险的。恢复工作计划是不可

32、获得的和/或不可实或不可实施的，或工作计划没有完成项目目标。施的，或工作计划没有完成项目目标。 Moderate (Yellow)中（黄）中（黄） Target dates and/or deliverables are at risk, but a resourced recovery work plan has been developed to achieve program targets and has been approved by the management team.目标日期和目标日期和/或可交付性有风险，但恢复工作计划已经被开发以完成项目目标，或可交付性有风险，但恢复工作

33、计划已经被开发以完成项目目标，并且已经过管理小组的适当的批准。并且已经过管理小组的适当的批准。 None (Green) 低（绿）低（绿）Target dates and/or deliverables are on track and meeting objectives.目标日期和可交付性被跟踪并满足目标。目标日期和可交付性被跟踪并满足目标。 Status ReportStatus Report (Continued)Checklist Guidelines Most planning for the APQP elements occurs from (KO) to . APQP要素中大

34、部分计划发生在(KO)到阶段. Program team reporting for most APQP elements begins at . APQP要素中大部分项目小组报告发生阶段. Both the APQP checklist and Status Report have common fields that are not linked between the forms. The APQP checklist and Status Report must be updated for each milestone/team event as required by the pr

35、ogram team or customer. 根据客户或项目小组要求APQP检查清单和状态报告在每一个时间节点/小组事件时必须更新Module Introduction组成部分介绍 Plan and Define计划与定义1-7Process Flow过程流程Feedback Assessment & Corrective Action反馈、评估和纠正措施反馈、评估和纠正措施Product & Process Validation产品与过程确认产品与过程确认Process Design & Devel opment过程设计和开发过程设计和开发Product Design & Developm

36、ent产品设计和开发产品设计和开发Prototype Build样件制造样件制造Plan & Define计划与定义计划与定义1-8Sourcing Decision选点决定 It is a document that advises internal and external suppliers of key contact personnel within Ford (STA, purchasing, engineers, etc.).是内、外部供方与 Ford （STA、采购、工程等）协商关键联络人的文件。 It serves as a formal customer commitmen

37、t to work with all internal and external part suppliers, tooling suppliers, and facility suppliers on a program. 作为与项目中的内、外部零件供方、工装供方和设施供方共同工作的正式对顾客的承诺。1-9Sourcing Decision Expectations选点决定的期望 All internal and external suppliers for a program are identified 项目所有的内、外部供方已经确定 Early sourcing target agre

38、ements are established and signed by appropriate areas由适当的区域建立并签署早期资源指标协议 All non-Q1 suppliers are identified所有非 Q1 供方已经确定 Special arrangements for non-Q1 suppliers are identified非 Q1 供方的特殊安排已经确定 A program timeline, aligned to FPDS, is established from to 已经建立了从 到 的、与 FPDS 一致的项目时间安排1-10Customer Inpu

39、t Requirements顾客输入要求 The Customer Input Requirements element ensures that the program team appropriately assesses the potential manufacturing, process, and design issues early in the product development phase.顾客输入要求要素为了要让项目小组，在产品开发阶段适当的评估潜在的制造、过程和设计问题。 Customer Input Requirements are the design crit

40、eria and the program requirements necessary to initiate the APQP process. 顾客输入要求是启动 APQP 过程的必要的设计准则和项目要求。1-12Customer Input Requirements Expectations顾客输入要求期望 Issues from surrogate components or plants are identified and addressed with product and manufacturing.已经识别了暂时代替的零部件或工厂的问题，并解决了生产和制造问题 Compone

41、nt targets and product assumptions are defined.已经定义了零部件指标和产品假设 Targets for TGW, TGR, Warranty, Useful Life Reliability, and Incoming Quality are established.已经建立 TGW、TGR、保证、使用寿命可靠性和进货质量指标 Capacity planning volumes are defined.生产量策划值已定义1-13Customer Input Expectations (Continued)顾客输入要求期望（续）System comp

42、onent designs and specifications should include:系统部件设计和规范应该包括： Product assumptions 产品假设Functional performance性能表现Dimensions几何尺寸 Weight重量 Material材料 Reliability and quality goals可靠性和质量目标1-14 Craftsmanship is an assessment of what the customer sees, touches, uses, hears, and smells. It affects design

43、and manufacturing, and it improves the overall perception of value. 精致工艺是对顾客看到的、感觉到的、使用的、听到的和闻到的评估。影响设计和生产，并改进全面感官的价值。 Craftsmanship精致工艺1-16Craftsmanship Expectations精致工艺期望 Obtain Craftsmanship targets and objectives to develop Craftsmanship plans获得精致工艺 指标和目标以开发精致工艺计划 Develop the Craftsmanship strat

44、egy开发精致工艺战略 Implement a plan to achieve Craftsmanship targets实施计划以达到精致工艺指标 Integrate plans to support the final Craftsmanship theme 整合各项计划以支持最终精致工艺计划 Ensure that the design and manufacturing processes comply with Craftsmanship strategy and plans 确保设计和制造过程符合精致工艺战略和计划 Identify and resolve Craftsmanshi

45、p issues that arise识别并解决发生的精致工艺问题1-17Team Feasibility Commitment小组可行性承诺The Team Feasibility Commitment element determines whether the proposed design can be manufactured within the programs guidelines and specifications.小组可行性承诺要素确定了建议的设计是否能根据项目指南和规范进行制造 The goals of this element are to verify that a

46、ll of the:本要素的目的是验证所有： Activities agree that they can produce the product within specifications.活动可以生产符合规范的产品 Feasibility concerns are resolved and necessary product and process changes are completed before first production prove-outs (1PP).在第一预生产单元建立（1PP）前解决可行性问题和必要的产品和过程更改.1-19Team Feasibility Com

47、mitment Expectations小组可行性承诺期望 The program team must establish a formal feasibility process and document.项目小组必须建立正式的可行性过程和文件。 Feasibilities are tracked and major feasibility concerns can be resolved before Production Trial Run.在产品试生产前追踪可行性，并解决可行性涉及的重要问题。 WERS and AIMS concerns are resolved, and the p

48、roduct can be manufactured to meet Cp/Cpk and tolerance requirements.解决了WERS 和 AIMS 设计的问题，可以在满足Cp/Cpk 和公差要求的情况下制造产品。 Suppliers and subsuppliers were part of the feasibility process.供方和分承包方式可行性过程的一部分。1-20Module Introduction组成部分介绍 Product Design and Development产品设计和开发1-22Product Design and Development

49、产品设计和开发Feedback Assessment & Corrective Action反馈、评估和纠正措施反馈、评估和纠正措施Product & Process Validation产品与过程确认产品与过程确认Process Design & Devel opment过程设计和开发过程设计和开发Product Design & Development产品设计和开发产品设计和开发Prototype Build样件制造样件制造Plan & Define计划与定义计划与定义1-23Elements要素 Design FMEA设计 FMEA DVP&R设计验证计划和报告 Subcontracto

50、r/Subsupplier APQP Status分承包方/分供方 APQP 状态 Drawings and Specifications图样和规范1-24Design FMEA设计 FMEAA group of activities intended to:一组活动，用于: Identify potential: 识别潜在的: Product failure modes early in the product development phase产品开发阶段的早期产品失效模式 Product design safety concerns产品设计安全涉及的问题 Significant/crit