五大工具活動(dòng)apqp aiag manual

1、ADVANCEDPRODUCT QUALITY PLANNING (APQP) AND CONTROL PLANReference ManualIssued June 1994, Second Printing February 1995 (new cover only) Copyright© 1994, © 1995Chrysler Corporation, Ford Motor Company, and General Motors CorporationFOREWORDThis Reference Manual and Reporting Format were de

2、veloped by the Advanced Product Quality Planning (APQP) and the Control Plan teams that were sanctioned by Chrysler, Ford,General Motorsr Quality Requirements Task Force.The Task Force charter is to standardize the reference manuals, procedures, reporting formats, and technical nomenclature used by

3、Chrysler, Ford, and General Motors in their respective r quality systems. Accordingly, this manual and format, approved and endorsed byChrysler, Ford and General Motors, should be used by techniques into their design/manufacturing processes.rs implementing APQPIn the past, Chrysler, Ford, and Genera

4、l Motors each had their own guidelines and formats forensuringr APQP compliance.Differences between these guidelines and formats r resources.To improve upon this situation,resulted in additional demands onChrysler, Ford and General Motors agreed to develop and distribute this Manual. The work group

5、responsible for this Manual was led by Mike Mazur of Ford Motor Company.This manual provides general guidelines for preparing plans and checklists for ensuring thatAdvanced Product Quality Planning is in actuality carried out at ther. It does not givespecific instructions on how to arrive at each AP

6、QP or Control Plan entry, a task best left to each component review team.While these guidelines are intended to cover all situations normally occurring either in the early planning, design phase, or process analysis, there will be questions that arise. Thesequestions should be directed to your custo

7、mersr Quality activity. If you are uncertainas to how to contact the appropriate activity, contact your buyer in your customers Purchasing office.The Task Force gratefully acknowledges: the leadership and commitment of Vice Presidents Thomas T. Stallkamp at Chrysler, Norman F. Ehlers at Ford, and G.

8、 Richard Wagoner, Jr. of General Motors; the assistance of the AIAG in the development, production, and distribution of this manual; and the guidance of Task Force Principals Russell Jacobs (Chrysler), Radley Smith (Ford), and Dan Reid (General Motors).This procedure is copyrighted by Chrysler, Ford

9、 and General Motors, 1994.rs of the AutomotiveAdditional copies can be ordered from AIAGIndustry have permission to copy any forms and/or checklists.June 1994iACKNOWLEDGEMENTThis document, which includes a reference manual and reporting format, represents the consensus of the members of the Advanced

10、 Product Quality Planning and Control Plan teams sanctioned bythe Chrysler, Ford, General Motorsr Quality Requirements Task Force. Team members,whose names appear below, wish to acknowledge the many contributionsby individualsfrom within their respective organizations, individuals without whose supp

11、ort and assistance this document would not have been possible.Advanced Product Quality Planning Team MembersChryslerFordGeneral MotorsRobert Roush Andy KucharskirsPaul Anglin Brenda Dusek Charles R. Dykstra Donald GeisAl WaltonMichael A. Mazur Roderick A. MunroR. Dan Reid David L. KraushITT Automoti

12、ve Harvard Industries Inverness CastingFederal Mogul Corporation United TechnologiesControl Plan Team MembersFrederick N. Baz Brenda Dusek Rebecca French Gary HoytMary Ann RaymondAdditional AssistanceFordHarvard Industries General Motors ChryslerRobert Bosch CorporationBea AndersonChrysleriiTable of

13、 ContentsTABLE OF CONTENTSPage No.1235IntroductionProduct Quality Planning Responsibility Matrix Fundamentals of Product Quality PlanningProduct Quality PlanningChart1.0Plan and Define Program6788899999101010101011111.1Voice of the Customer.21.1.3Market ResearchHistorical Warranty and Qualit

14、y Information Team Experience03Business Plan/Marketing Strategy Product/Process Benchmark Data Product/Process Assumptions Product Reliability Studies Customer InputsDesign GoalsReliability And Quality Goals Preliminary Bill of Material Preliminary Process Flow

15、ChartPreliminary Listing of Special Product and Process CharacteristicsProdusurance PlanManagement Support2.0Product Design and Development1214141515151616161617171722.13Design Failure Mode and Effects Analysis (DFMEA) Design for Manufacturability and Assembly

16、Design Verification Design ReviewsPrototype Build Control PlanEngineering Drawings (Including Math Data) Engineering SpecificationsMaterial SpecificationsDrawing and Specification ChangesNew Equipment, Tooling and Facilities Requirements Special Product and Process Characteristics Gages/Testing Equi

17、pment RequirementsTeam Feasibility Commitment and Management Support3.0Process Design and DevelopmenPackaging StandardsProduct/Process Quality System Review Process Flow ChartFloor Plan LayoutiiiPage No.2021212122222203.113.12Characteristics MatrixProcess F

18、ailure Mode and Effects Analysis (PFMEA) Pre-Launch Control PlanProcess InstructionsMeasurement Systems Analysis Plan Preliminary Process Capability Study Plan Packaging SpecificationsManagement Support4.0Product and Process Validation242526262626272724.74.8Production Trial Run Me

19、asurement Systems EvaluationPreliminary Process Capability Study Production Part ApprovalProduction Validation Testing Packaging Evaluation Production Control PlanQuality Planning Sign-Off and Management Support5.0Feedback, Assessment and Corrective Action28293030Reduced Variation Customer

20、Satisfaction Delivery and Service6.0Control Plan Methodology313233374646.46.5Table of Contents OverviewControl Plan Column Descriptions Process AnalysisSupplementsivTable of ContentsPage No.636465697175777879Appendix A Product Quality Planning ChecklistsA-1A-2A-3A-4A-5A-6A-7A-8Design FMEA

21、Checklist Design Information ChecklistNew Equipment, Tooling and Test Equipment Checklist Product/Process Quality ChecklistFloor Plan ChecklistProcess Flow Chart Checklist Process FMEA Checklist Control Plan ChecklistAppendix B Analytical Techniques Assembly Build Variation Analysis BenchmarkingCaus

22、e and Effect Diagram Characteristics Matrix Critical Path MethodDesign of Experiments (DOE)Design for Manufacturability and Assembly Design Verification Plan and Report (DVP&R) Dimensional Control Plan (DCP)Dynamic Control Plan (DCP) Mistake Proofing (Poka-Yoke) Process Flow ChartingQuality Func

23、tion Deployment (QFD)System Failure Mode and Effects Analysis (SFMEA)Appendix C Special Characteristics Symbols Appendix D Reference MaterialAppendix E Team Feasibility CommitmentAppendix F Product Quality Planning Summary and Sign-off Appendix G Fords Powertrain Dynamic Control Planning Appendix H

24、GlossaryAppendix I Acronyms Appendix J Bibliography Appendix K Alphabetic IndexAppendix L Forms8181818181828282838383848484858789919395103107109111113vPRODUCT QUALITY PLANNING CYCLEviIntroductionINTRODUCTIONThe purpose of this manual is to communicate tors (internal and external) and subcontractors,

25、common Product Quality Planning and Control Plan guidelines developed jointly by Chrysler, Ford and General Motors. The manual provides guidelines designed to produce a product quality plan which will support the development of a product or service that will satisfy the customer (see Section 1.6). T

26、he term “product” will be used throughout this manual and is meant as either product orservice. The term “r” will also be used throughout this manual and is meant to apply tors and subcontractors. Some of the expected benefits in using these guidelines are:A reduction in the complexity of product qu

27、ality planning for the customers andrs.A means for subcontractors.rs to easily communicate product quality planning requirements toThis reference manual contains guidelines that support the requirements described in the Chrysler, Ford, and General Motors Quality System Requirements.All forms in this

28、 manual are provided as examples only. The purpose is to assist the Product QualityPlanning Team in develothe appropriate communication forms to support meeting customerrequirements, needs, and expectations.The words “shall,” “will” and “must” indicate mandatory requirements. The word “should” indic

29、ates apreferred approach.rs choosing other approaches must be able to show that their approachmeets the intent of this manual. Where the words “typical” and “examples” are used, the appropriate alternative for the particular commodity or process should be chosen.The Product Quality Planning Cycle sh

30、own on the facing page is a graphic depiction of a typicalprogram. The various phases are sequenced to represent planned described. The purpose of the Product Quality Cycle is to emphasize:to execute the functionsUp-front planning. The first three quarters of the cycle are devoted to up-front produc

31、t quality planning through product/process validation.The act of implementation. The fourth quarter is the stage where the importance of evaluating the output serves two functions: to determine if customers are satisfied, and to support the pursuit of continual improvement.Depicting product quality

32、planning as a cycle illustrates the never-ending pursuit of continual improvement that can only be achieved by taking the experience in one program and applying that acquired knowledge to the next program.-1-PRODUCT QUALITY PLANNING RESPONSIBILITY MATRIXThe matrix shown below depicts the Product Qua

33、lity Planning Functions for three types ofrs.It is to assistrs in defining the scope of their planning responsibilities. Refer to Fundamentalsof Product Quality Planning on the next page. The matrix does not depict all the different types ofproduct quality planning relationships that could exist amo

34、ngrs, subcontractors, and customers.*Serviceri.e. Heat Treat,Waousing,*Design Responsible*Manufacturing OnlyTransportation, etc.Define the ScopePlan and Define Section 1.0Product Design and Development Section 2.0FeasibilitySection 2.13Process Design and Development Section 3.0Product and Process Va

35、lidation Section 4.0Feedback, Assessment and Corrective Action Section 5.0Control Plan Methodology Section 6.0XX* Refer to the Chrysler, Ford, and General Motors Quality System Requirements introduction section under “applicability” to determine the appropriate sections of the manual that apply.-2-I

36、ntroductionFUNDAMENTALS OF PRODUCT QUALITY PLANNINGProduct Quality Planning is a structured method of defining and establishing the steps necessary to assure that a product satisfies the customer. The goal of product quality planning is to facilitate communication with everyone involved to assure th

37、at all required steps are completed on time. Effective product quality planning depends on a companys top management commitment to the effort required in achieving customer satisfaction. Some of the benefits of Product Quality Planning are:To direct resources to satisfy the customer.To promote early

38、 identification of required changes. To avoid late changes.To provide a quality product on time at the lowest cost.The work practices, tools, and analytical techniques described in this manual are listed in a logicalsequence to make it easy to follow. Each Product Quality Plan is unique. The actuala

39、ndsequence of execution is dependent on customer needs and expectations and/or other practical matters. The earlier a work practice, tool, and/or analytical technique can be implemented in the Product Quality Planning Cycle, the better.ORGANIZE THE TEAMThers first step in Product Quality Planning is

40、 to assign responsibility to a cross functionalteam. Effective product quality planning requires the involvement of more than just the quality department. The initial team should include representatives from engineering, manufacturing, material control, purchasing, quality, sales, field service, sub

41、contractors, and customers, as appropriate.DEFINE THE SCOPEIt is important for the Product Quality Planning Team in the earliest stage of the product program to identify customer needs, expectations, and requirements. At a minimum, the team must meet to:Select a project team leader responsible for o

42、verseeing the planning process. (In some cases it may be advantageous to rotate the team leader during the planning cycle.)Define the roles and responsibilities of each area represented. Identify the customers - internal and external.Define customer requirements. (Use QFD if applicable, as reference

43、d in Appendix B.)Select the disciplines, individuals, and/or subcontractors that must be added to the team, and those not required.Understand customer expectations, i.e., design, number of tests.Assess the feasibility of the proposed design, performance requirements and manufacturing process.-3-Iden

44、tify costs, and constraints that must be considered.Determine assistance required from the customer.Identify documentation process or method.TEAM-TO-TEAMThe Product Quality Planning Team must establish lines of communication with other customer and r teams. This may include regular meetings with oth

45、er teams. The extent of team-to-teamcontact is dependent upon the number of issues requiring resolution.TRAININGThe success of a Product Quality Plan is dependent upon an effective training program that communicates all the requirements and development skills to fulfill customer needs and expectatio

46、ns.CUSTOMER ANDR INVOLVEMENTThe primary customer may initiate the quality planning process with ar. However, therhas an obligation to establish a cross functional team to manage the Product Quality Planning process. rs must expect the same performance from their subcontractors.SIMULTANEOUS ENGINEERI

47、NGSimultaneous Engineering is a process where cross functional teams strive for a common goal. It replaces the sequential series of phases where results are transmitted to the next area for execution. The purpose is to expedite the introduction of quality products sooner. The Product Quality Plannin

48、g Team assures that other areas/teams plan and execute activities that support the common goal or goals.CONTROL PLANSControl Plans are written descriptions of the systems for controlling parts and processes. Separate Control Plans cover three distinct phases:Prototype - A description of the dimensio

49、nal measurements and material and performance tests that will occur during Prototype build.Pre-launch - A description of the dimensional measurements and material and performance tests that will occur after Prototype and before full Production.Production - A compensive documentation of product/proce

50、ss characteristics, process controls,tests, and measurement systems that will occur during mass production.CONCERN RESOLUTIONDuring the planning process, the team will encounter product design and/or processing concerns.These concerns should be documented on a matrix with assigned responsibility and

51、.Disciplined problem-solving methods are recommended in difficult situations. Analytical techniques described in Appendix B should be used as appropriate.-4-IntroductionPRODUCT QUALITYPLANThe Product Quality Planning Teams first order of business following organizational activities shouldbe the deve

52、lopment of aPlan. The type of product, complexity and customer expectationsshould be considered in selecting theelements that must be planned and charted. All teammembers should agree with each event, action, and. A well-organizedchart should listtasks, assignments, and/or other events. (The Critica

53、l Path Method may be appropriate; reference Appendix B.) Also, the chart provides the planning team with a consistent format for tracking progress and setting meeting agendas. To facilitate status reporting, each event must have a “start” and a “completion” date with the actual point of progress rec

54、orded. Effective status reporting supports program monitoring with a focus on identifying items that require special attention.PLANS RELATIVE TO THECHARTThe success of any program depends on meeting customer needs and expectations in a timely mannerat a cost that represents value. The Product Qualit

55、y PlanningChart below and the ProductQuality Planning Cycle described previously require a planning team to concentrate its efforts on defect prevention. Defect prevention is driven by Simultaneous Engineering performed by product and manufacturing engineering activities working concurrently. Planni

56、ng teams must be prepared to modify product quality plans to meet customer expectations. The Product Quality Planning Team isresponsible for assuring thatmeets or exceeds the customerplan.PRODUCT QUALITY PLANNINGCHARTConcept Initiation/ApprovalProgram ApprovalPrototypePilotLaunchPLANNINGPLANNINGPRODUCT DESIGN AND DEV.PROCESS DESIGN AND DEVELOPMENTPRODUCT AND PROCESS VALIDATIONPRODU