项目管理系统程序.pdf

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1、 Project Management System 项目管理系统 Prepared by C.Nigri_ Checked by C.Nigri_ Approved by G.Buga_ Scope:范围 This procedure is issued in order to define and coordinate the management processes related to the new product development.All the activities related to Original Equipment Projects must comply to

2、this procedure since the Feasibility Study to the SOP(extended to the 3rd month of production after the ramp-up phase without Major Non Conformities or Customer Claims).This procedure is valid for industrial,.any product developed for industrial customers and upon a specific customer request or need

3、.本程序用于定义和调整涉及新项目开发的管理过程 从可行性研究到批量生产（延伸至的生产爬坡阶段之后第三个月，在这三个月里且没有发生重大不合格项或客户投诉）所有涉及到初始设备计划的活动都必须遵从本程序。本程序是针对工业，比如，任何为工业客户开发的产品，并且是基于特殊客户的要求或需求 Involved functions:相关职能部门 All the departments.所有部门 1.Activities 活动 Sofima Automotive Filters has established a Project Management System based on a teamwork org

4、anization.Each Project is divided into several phases(called Milestones)that must be managed by a Project Manager(PM).The Milestones scheme is intended as a guide for the PM and the team to complete the projects successfully and should normally be followed;anyway the PM can decide to modify the sche

5、me according to the specific needs of the Project.The Project Manager organizes the work and the tasks for each team member and leads the project since its start to the 3rd month of production after the ramp up phase without major non conformities or customer claims.After that,the Project is closed

6、and the standard functions of the company must manage the production and the quality.In case of major modifications required by the customer the PM restarts to work on the project,or a new PM is assigned.The PM gets the support of the team members and collaborates with them to successfully close the

7、 Project.During the entire Project duration the PM and his team follow the Milestones scheme to execute all the activities whose outputs are parts of the APQP(Advanced Product Quality Planning).The APQP package is summarized in the APQP20 file where all the relevant information is summarized.索菲玛汽车滤清

8、器已经在团队合作的基础上建立了项目管理系统 在项目经理的管理下，每个项目被划分为若干个阶段（名为节点）每个节点的安排为项目经理和项目小组成功地完成项目指导方向，节点的安排必须正常的执行；总之项目经理可以根据项目的特殊需要决定修改项目节点。项目经理安排工作和任务给每个小组成员，并始终领导项目从项目开始阶段到在没有重大不符合项或客户投诉的情况下完成爬坡阶段后的第三个生产月 之后，项目关闭，公司的基本职能部门必须维持生产和质量 假如客户要求有重大修改，项目经理重新开始对该项目进行操作，或者任命新的项目经理。项目经理从项目小组得到支持并与之合作成功的关闭项目 整个项目的持续阶段，项目经理和他的小组按照

9、节点计划去执行所有的活动，这些活动的输出是 APQP 的一部份。APQP 所有相关的信息在 APQP20 文件中得到总结。1.1 Preliminary phase 准备阶段 Responsible:General Manager 责任人：总经理 After the first contacts with the customer to define the basic contract requirements(volumes,target price,SOP,drawings/TS/samples)1.The Area Manager submits the new project pro

10、posal to the General Manager;2.The General Manager analyzes if the project is suitable for the company in term of strategy and industrial feasibility;3.After the start-up decision,the General Manager will decide The project budget(for expenses);The PM(with the support of the Chief Engineer);The team

11、 members(with the support of each Department Manager);The Area Manager provides all the available documentation to the PM and to the Chief Engineer;4.The team members are informed about the new Project;the PM sends to the team members all the available documentation and defines a preliminary plannin

12、g(customer milestones,internal milestones);5.The PM fills the APQP20 form with the basic information concerning the Project.与客户第一次接触以定义基本的合同要求（数量，目标价格，SOP，图纸/TS/样品）1.区域经理递交新项目建议给总经理 2.总经理分析是否这个项目适合公司现阶段的策略和工业的可行性 3.决定项目启动后，总经理要决定：项目预算（开支）项目经理(在总工程师的支持下)小组成员（每个部门经理的支持下）4.区域经理向项目经理和总工程师提供所有可利用的文件 5.告知

13、每个小组成员关于该新项目的情况，项目经理发给小组成员所有可利用的文件并定义初步计划（客户节点，内部节点）6.项目经理将有关项目的基本信息填入 APQP20 表格中 1.2 Phase A:Customer requirements 阶段A：客户要求 Responsible:Project Manager 责任人：项目经理 In this phase the PM creates in the Technical Department Server(T:)with the project name,containing all the folders described in the Proje

14、ct Management Filing Procedure The PM is responsible to keep updated all the documents in this folder;this folder is the repository of all the information concerning the Project.All the activities described in the APQP20 form have to be completed in this phase.Phase conclusion The PM monitors all th

15、e activities described in the APQP20 and assign a colour to indicate the activity status;the colour is assigned according to method described in the Semaphore Tool Instruction;the PM is responsible to decide whether the activity is Target Critical or Time Critical.When all these activities(and all t

16、he additional ones that may have been added by the PM)all the team members meet together to decide together with the PM is the phase is closed.In case that the contract requirements cannot be respected,the PM must inform the General Manager immediately.在这个阶段，项目经理在技术部门服务器上(T:)用项目名称建立一个文件夹，这个文件夹包含了项目管

17、理文件归档程序中所描述的所有的文件夹。项目经理有责任持续更新文件夹中的所有文件，这个文件夹存放了有关这个项目的所有信息。在 APQP20 表格中所描述的所有活动在这个阶段一定要被完成。阶段总结 项目经理监控 APQP20 中所描述的所有活动，指定颜色来识别活动状态；颜色根据 Semaphore 工具指导书描述的方法来指定；项目经理有责任决定该活动是目标临界还是时间临界。当所有的活动完成时（和由项目经理增加的所有的附加活动）所有的小组成员聚集在一起与项目经理共同判定时表示这个阶段的结束。一旦合同的要求不能遵守，项目经理必须立刻通知总经理 1.3 Phase B:Preliminary desig

18、n 阶段B：初步设计阶段 Responsible:Project Manager 责任人：项目经理 In this phase the team prepares the preliminary design.The most relevant activities(but not all)are:1.The Design Engineer prepares the draft of the product design,based on the available TS,norms,customer drawings,etc;the DE prepares the drawings of a

19、ll the components and prepares the BOM draft fro the purchasing department;the DE writes the D-FMEA with the support of the PE and QE;2.The Purchasing Department issues the orders and buys the components for the prototypes(when necessary);the order must specify(and the supplier must agree with)all t

20、he technical and functional requirements,as well as quality requirements for the prototypes;3.The DE with the support of the Chief Engineer and HS prepares the list of all the materials,collects all the data sheets and safety sheets and evaluates the compatibility with the company HS system;4.The PE

21、 prepares a draft of the P-FMEA with the support of the DE and QE,and issues the prototypes control plan;5.The DE evaluates the required machinery to produce the finished product and defines the preliminary layout considering also(but not only)the following aspects:Automation(if possible);Ergonomic;

22、Balance of the line;Etc;6.The AM updates the contract requirements if view of any modification compared to the initial offer(if any).Phase conclusion The PM follows the same procedure as in the paragraph /Phase conclusion.在本阶段项目小组准备初步的设计 主要涉及到的活动有（但并非所有）：1.设计工程师在 TS，规范，客户图纸等的基础上准备产品的设计草图；准备所有零件的图纸，准

23、备初始材料清单给采购部；在工艺工程师和质量工程师的帮助下编写设计 FMEA。2.采购部发出订单购买原型件所需的零部件（当需要的时候）；订单必须指定（且供应商必须执行）所有的技术和功能要求,也包括原型件的质量要求 3.在总工程师和 HS 的支持下设计工程师准备所有材料的清单，收集所有的记录表和安全表单并评估与公司的健康安全系统是否一致。4.工艺工程师在设计工程师和质量工程师的帮助下准备过程 FMEA 的草稿，起草样件控制计划。5.设计工程师评估生产成品所需要的设备，定义初步的场地布局，同时也要考虑到以下方面 自动操作（如果可能）人类环境学 现场的平衡 等等 6.如果比较最初的报价（如果有）有任何

24、的变化，AM 更新合同要求 阶段总结 项目经理按照章节阶段总结 相同的程序进行阶段总结 1.4 Phase C:Definitive design(Release for investment)阶段C：最终设计 Responsible:Project Manager 责任人：项目经理 In this phase the team prepares the definitive design in order and releases the project for investments.The most relevant activities(but not all)are:1.The DE

25、 creates the BOM and distributes the definitive drawings;2.The QE with the support of QC and Prototype Team checks the quality of the prototypes raw material based on the Prototype Control Plan;3.The Purchasing Department orders the samples and PPAP to the suppliers;4.The QE checks and approved the

26、suppliers;with the support of QC and DE e checks and approved the samples from the suppliers(RELEASE OF COMPONENTS).Then he writes the definitive CP for the production with definitive machinery,tools and moulds;the QE plans a small batch of production(at least 300 pcs or 2h,called ONE-DAY Production

27、);he prepares and submit to the customer the PPAP documentation with the samples:every time the PPAP samples are sent to the customer the QE stores in a safe place at least one master sample that must be clearly identified;5.The PE sets up the new production line(when planned),prepares the working c

28、ycles and instructions,plans the and executes the training of the workers and executes a pre-series production with all the definitive tools;then he collaborates with the Maintenance Department to prepare the maintenance planning for all the new machines;6.The AM updates the contract requirements if

29、 view of any modification compared to the initial offer(if any).Phase conclusion The PM follows the same procedure as in the paragraph /Phase conclusion.设计定义阶段 主要涉及到的活动有（但并非所有）：1.设计工程师制定 BOM，分发最终图纸 2.QE 在 QC 和样件小组的支持下，按照样件控制计划对样件原材料进行质量检查。3.采购部向供应商订购样件，供应商递交 PPAP 4.QE 验证并批准供应商；在 QC 和 DE 的支持下，检查和批准来自

30、供应商的样件（零件放行）。然后编写在确定的设备工装模具下生产的最终控制计划；QE 安排小批量生产（至少 300 件或 2 小时，名为一日生产）；准备PPAP 文件并和样品一起递交给客户：每次递交 PPAP 样件给客户，QE 保存至少一个能够清晰识别的标准样品。5.PE 建立一条新的生产线，准备工作周期和指导书，计划并完成对工人的培训，用确定的工具执行一系列的生产；然后与维修部合作准备所有新设备的维修计划。6.如果比较最初的报价（如果有）有任何的变化，AM 更新合同要求 阶段总结 项目经理按照章节阶段总结 相同的程序进行阶段总结 1.5 Phase D:Mass production prepa

31、ration(Release for serial production)阶段D:大批量生产准备 Responsible:Project Manager 责任人：项目经理 In this phase the team prepares the mass production.The most relevant activities(but not all)are:1.The QE validates the machinery and the production process and organizes the MSA when necessary;he executes the ONE-

32、DAY Production planned in the Phase C;He defines the product audit with the collaboration of the Laboratory Manager;2.The AM issues a forecast of the production volumes during the ramp-up phase;3.The LE executes the training for the warehouse keepers concerning the product and its components.Phase c

33、onclusion The PM follows the same procedure as in the paragraph /Phase conclusion.准备批量生产阶段 主要涉及到的活动有（但并非所有）1.在需要的时候，QE 对机器和生产工艺进行验证，组织 MSA 分析；完成在阶段 C 中计划的一日生产活动；在实验室经理的合作下定义产品审核；2.AM 制定在生产爬坡阶段的生产数量的预测 3.LE 完成对仓库保管员关于产品和零件的培训 阶段总结 项目经理按照章节阶段总结 相同的程序进行阶段总结 1.6 Phase E:Project finalization 阶段E:项目结束 Res

34、ponsible:Project Manager 责任人：项目经理 In this phase the team concludes the activities and closes the project.The most relevant activities(but not all)are:In this phase the team makes the final review of the project and compares the initial requirements with the results.D-FMEA,P-FMEA and all the linked d

35、ocuments are updated,then the PM verifies the final cost of the product and submits the information to the General Manager.The QE executes a Process Audit.Finally the PM and the team meet together to verify that all the open activities have been closed.The PM is responsible for the last revision and

36、 to archive the Project documentation.项目总结阶段 主要涉及到的活动有（但并非所有）在这个阶段，项目小组对项目进行最终评审，将结果与最初的要求进行比较 对设计 FMEA，过程 FMEA 和所有有关的文件进行更新，然后项目经理核实最终生产成本，将信息递交给总经理 质量工程师完成过程审核 最后项目经理和小组一起检查所有问题已经关闭 项目经理负责最终的修订，并对项目文件进行归档 2.Responsibilities 职责 The following tables describe each team members responsibility.以下表格描述了每

37、个小组成员的职责 Project Manager:项目经理 He is the team leader and he is responsible for the team performance in front of the management.项目经理是项目的领导者，负责整个团队的管理。Together with the Sales Manager,he represent the company in front of the customer and he is liable to lead the project to success in term of timings,cos

38、ts and customer satisfaction.面对顾客同销售经理一起担任公司代表，负责引导项目成功的达到计划、成本和顾客满意的要求。The Project Manager gets the support of the Department Managers who must assure that the all team members will work properly.项目经理应得到各部门经理的支持，并确保所有的小组成员能够适当的工作。He collects the customer requirements and he adapts and transfers the

39、m to the company.项目经理收集顾客的要求并负责将这些信息传达给公司。He maintains the Gannt Chart,the Open Issues list,the Minutes of Meetings and the Milestones Review.维护甘特图、开放问题清单、会议纪要和项目里程碑的评审。He checks with all the permanent and temporary team members and in general with all the company that all the activities are finishe

40、d in time.同所有的永久的或临时的项目成员检查是否所有的行动已及时完成。He reports to his Supervisor and to the General Manager any problem that may have a negative impact on the project.对于任何可能对项目有负面影响的问题，项目经理负责向上级和总经理汇报。He writes and maintain a summary of all his projects and reports at least twice per month to his Supervisor and

41、 to the General Manager.编写和维护所有的项目总结并向上级和总经理汇报，每月至少两次。He participates to the solution of the problems and help the team members and the departments to communicate and to work in team.参与解决问题并帮助小组成员和部门去沟通。He has the authority to agree activities with the team members and with the Department Managers a

42、nd he has the authority to pretend the execution.有权力同意小组成员和部门经理的行动。The Project Manager tells the last word in case of conflicts or uncertain decisions.项目经理对冲突和不确定因素作出最后的决定.Area Manager:地区经理 He represent the company in front of the customer.在顾客面前代表公司。He discusses with the customer and share with the

43、PM the basis information concerning the project(Samples,SOP,Volumes,Investments,Target Price,etc).负责同顾客讨论并将关于项目的基本信息（样件、批量生产、产量、投资、预订价格，等等）与项目经理共享。He supports the Project Manager in the project timing definition providing the customer milestones.支持项目经理确定时间计划，提供顾客里程碑节点。He reviews the contract during

44、each project phase taking care of the project evolution during the time.在每一个项目阶段负责评审订单和项目进展。He agrees the production rump-up with the customer and with the Project Manager in time to assure that the SOP will take place smoothly on schedule.负责与顾客和项目经理按时批准产品试生产，以确保能够按照计划平稳地实现批量生产。Design Engineer:设计工程师

45、 The design engineer is responsible to design the product according to the customers requirements and to the Project Manager instructions;he is responsible of the product performances and quality;he must write the Test Program Plan and follow the prototypes and samples construction.设计工程师根据客户需求和项目经理的

46、要求进行产品设计；他是产品质量和性能的负责人，也必须编写测试计划并跟踪模型和样件制造.He must collaborate with the Quality Engineer to write the D-FMEA and the Control Plan and to define the Safety and Critical characteristic.他必须与质量工程师一起编写出设计失效模式分析,控制计划并定义安全及关键特性.He must collaborate with the Process Engineer to write the P-FMEA,the Process F

47、low Chart and the Control Plan;he must agree with the Process Engineer the characteristics of the components produced by the company.他必须与工艺工程师共同编写过程失效模式分析,工艺流程图和控制计划;他必须认可工艺工程师公司制造的零件的特性.He must collaborate with the Buyer to define the characteristics of the components coming from the suppliers.他必须和

48、采购人员一起定义采购零件的特性要求.He must write and maintain the BOM and the IMDS.他必须编写和维护 BOM 和 IMDS.He must assure that the product will be conforming with the Environmental requirements.他必须编写和维护 BOM 和 IMDS.Logistics Engineer:物流工程师:He is responsible to design the packaging specifications of the raw materials acco

49、rding to the quality requirements of the customer and of the Process Engineer;he must organize a proper place in the warehouse for each part and he must assure the correct material flow to feed the production.物流工程师负责按照顾客和工艺工程师的质量要求设计原材料的包装规范；他必须组织仓库适当的位置来放置每一样零件，并必须确保正确的物料传递给生产线。He is responsible to

50、 assure on-time deliveries to the customer considering all the supply chain(raw material procurement,production of batches,delivery to the customer by road/sea/air).负责考虑所有的供应链（原材料的获得，生产批次，通过陆路/海运/空运交付），以确保产品及时发运到顾客处。He is responsible to assure that the goods arrive in good conditions according to th