APQP狀態(tài)報告程序2

1、Course IntroductionAPQP Status Reporting Process APQP 狀態(tài)報告程序ParticipantIntroductionsWriteyour nameand division on anametent cardwiththemarkersprovided.在紙上寫寫下你的的姓名部部門.Prepare to introduceyourselftotheclassbysharing:向課堂上上的所有有人介紹紹:Your name你的名字字Your title你的職稱稱Whyyou areinterested in theAPQP course你為什對對

2、APQP課程感興興趣Your interest你的日常常興趣愛愛好CourseGoalsUpon completionthiscourse, Participantswillbeable to:完成本課課程培訓訓，參加加人員可可:Describetherelationship betweenFPDSandAPQP.理解FPDS和APQP的關系.Describetheimportanceofcross-functional teamcommunication.跨功能小小組合作作溝通的的重要性性.3.ExplaintheAPQPelementsrequiredinproduct/processde

3、sign.解釋在產產品/過過程設計計中APQP各要素的的要求.4.ExplaintheAPQPelementsrequiredinpreparationformanufacturing.解釋在準準備生產產過程中中APQP各要素的的要求.5.ExplaintheAPQPStatusReporting Process.理解APQP狀態(tài)報告告過程.FPDSMonthsbefore Job1 forS1toS6programsS1-S6項目在Job1之前的時時間節(jié)點點FPDS OnlineResourcesModuleIntroduction組成部分分介紹IntroductiontotheAPQP P

4、rocessAPQP過程介紹紹1-1Ford InitiativesDefinitionAPQP (AdvancedProduct QualityPlanning) is astructuredmethodfordefiningandexecutingtheactionsnecessarytoensure thataproduct satisfiesthecustomer.APQP是一種結結構化的的方法，用來確確定和制制定確保保某產品品使顧客客滿意所所需的步步驟GoalThegoaloftheAPQPprocess is to facilitatecommunicationbetween al

5、lpersons andactivities involved in aprogramandensure thatall required steps arecompletedontime,witha highquality-of-event,atacceptablecost andquality levels.APQP的目的是是使所有有參加該該項目的的人員和和行為便便于溝通通，確保保所有開開發(fā)階段段按時，以可接受受的成本本和質量量水準完完成.APQP PurposeThepurposeiftheAPQPprocess is to establish:APQP的目的是是建立:Commonexp

6、ectations forinternalandexternalsuppliers對內外部部供應商商共同的的要求Commonprocessmetrics通用的過過程表格格A commonprogram statusreportingformat共同的狀狀態(tài)報告告格式Rolesandresponsibilitiesforthe APQPelementsAPQP各要素的的職責和和角色A betterunderstanding of howtheAPQPelementsrelatetoFPDS更好理解解APQP各要素和和FPDS的聯(lián)系APQP BenefitsAPQP aidsthe program

7、teamby:APQP幫助項目目小組:Addingdiscipline增加紀律律Facilitatingearlyidentificationofrequiredchanges早期確定定可能的的更改Avoidinglate changes避免晚期期更改Providingaquality productontime,atacceptablecost,tosatisfy customers用可接受受的價格格，準時時提供優(yōu)優(yōu)質的產產品，滿滿足客戶戶Facilitatingcontinuousimprovement使持續(xù)改改進更方方便APQP Benefits (Contd)Elements要素Tea

8、mwork小組工作作Communication溝通Timing/Planning時間/計計劃IdentifyActivities定義行動動Roles角色Program Management項目管理理Quality andReliability質量和可可靠性Team Leaders小組領導導Engineers工程師Suppliers供應商Program Team項目小組組APQP 23個要素1選點決定定2顧客輸入入要求3精致工藝藝技術4設計失效效模式后后果分析析5設計評審審6設計驗證證計劃7分承包方方APQP狀態(tài)8設施、工工具和量量具9樣件制造造計劃10樣件制造造11圖紙和規(guī)規(guī)范12小組可行行性

9、承諾諾13制造過程程流程圖圖14過程失效效模式后后果分析析15測量系統(tǒng)統(tǒng)評價16試生產控控制計劃劃17操作工過過程指導導書18包裝規(guī)范范19產品試生生產20生產控制制計劃21初始過程程能力研研究22生產確認認試驗23生產件批批準(PSW)福特四項項特殊要要素1.SourcingDecision選點決定定 ；2.CustomerInputRequirements顧客輸入入要求;3.Craftsmanship精致工藝藝；4.Subcontractor APQPStatus分承包方方APQP狀態(tài);檢查清單單中的重重要要素素DesignFMEA設計FMEADesignVerification Plan

10、&Report設計驗證證計劃和和報告PrototypeBuildControlPlan樣件制造造控制計計劃Manufacturing ProcessFlowchart制造過程程流程圖圖Process FMEA過程FMEAPre-Launch ControlPlan試生產控控制計劃劃OperatorProcess Instructions作業(yè)指導導書Production ControlPlan生產控制制計劃16Feedback Assessment & Corrective Action反饋、評估和糾正措施Product & Process Validation產品與過程確認Process De

11、sign & Development過程設計和開發(fā)Product Design & Development產品設計和開發(fā)Prototype Build樣件制造Plan & Define計劃與定義1-2APQP指南目的的Includesbest practice APQPevaluationprocess,process metrics, andstatusreportingLinkstheAPQPprocess to ProductDevelopmentand manufacturingprocesses把APQP過程與產產品開發(fā)發(fā)和制造造過程相相聯(lián)系。Defines roles andres

12、ponsibilities fortheAPQPprocess定義APQP過程的角角色和職職責Developsa commonAPQP processfor bothinternaland external manufacturingand assembly suppliers為內部制制造和外外部供應應商提供供一個通通用的開開發(fā)過程程Accessingthe APQPGuidelines訪問APQP指南Both theGuidelineand theformsareavailable.指南和表表格均可可由此獲獲得。1-4ModuleIntroductionFPDS TimingRelation

13、shipand ResponsibilitiesFPDS時間進度度關系和職職責ScaleabilityVehicle ScaleabilityManufacturing ScaleabilityPowertrain ScaleabilityS1 - Modifications to trim, e.g., new seat sew style modifications only for seats or insert material changes for interior appliqus. M1 - Carry-over engine/transmission with minor c

14、alibration revisions to, i.e., no machining changes, very minor assembly revisions, and no plant facilities/infrastructure revisions.P1 - No base engine/transmission/catalyst changes, e.g., wire routing, dipsticks.S2 - Minor freshening, e.g., new seat pads, lamp decoration with carryover tooling, op

15、tics.M2 - Carry-over engine/transmission with moderate calibration revisions, i.e., no machining changes, minor assembly revisions, and no plant facilities/infrastructure revisions.P2 - Very minor package-driven changes, e.g., engine actions (such as corrosion upgrades and oil coolers).S3 - Moderate

16、 freshening, e.g., carry-over inner panels, new outers.M3 - Minor engine/transmission upgrade, i.e., minor machining/assembly changes (retool existing equipment in place), minor CNC programming changes, and very minor plant facilities/infrastructure revisions.P3 - Minor package-driven changes, e.g.,

17、 revised exhaust manifolds, non-structural oil pan.S4 - Carry-over platforms, i.e., all new to the customer.M4 - Moderate engine/transmission upgrade, i.e., retool existing machining/assembly lines (minimal number of new or reworked machines), CNC programming changes, and minor plant facilities/infr

18、astructure revisions.P4 - New use of P/T for non-structural engine actions, e.g., new exhaust manifolds, new catalysts.S5 - Modified platforms, i.e., carry-over platforms with structural changes.M5 - Major engine/transmission upgrade, i.e., significant portion of machining (assembly lines are new, r

19、eworked, or retooled), and major plant facilities/infrastructure revisions.P5 - P/T design actions are within correlation of analytical tools, e.g., major engine/transmission upgrade.S6 - New platforms, i.e., all new platform and structure. M6 - All new engine/transmission, i.e., nearly all machinin

20、g (assembly lines are new, reworked, or retooled), and major plant facilities/infrastructure revisions.P6 - Analytical tools are not sufficiently developed, e.g., new engine/combustion. APQP GenericProgramGanttChartRelationshipTableVONMPLaunchEngineerMatrixfor QualityPlanning質量策劃劃矩陣1-6ModuleIntroduc

21、tionAPQP RiskAssessmentandKick-offAPQP風險評審審和起動APQP Systemic FlowAPQP系統(tǒng)流程程APQP過程流程精致工藝資源決定顧客輸入要求小組可行性承諾圖紙/規(guī)范P-圖失效模式和后果分析規(guī)范和目標（VDS/SDS/CDS）車輛/系統(tǒng)/子系統(tǒng)/部件的設計設計失效模式后果分析（DFMEA）圖紙/規(guī)范（文件/電子檔）設計驗證計劃（DVP）樣件制造控制計劃樣件制造測量系統(tǒng)評價（尺寸控制）設施/工具/量具制造過程流程操作工過程指導書（過程定義）試生產控制計劃過程失效模式后果分析（PFMEA）操作工過程指導書（驗證和培訓）生產控制計劃產品試生產初始過程能

22、力生產確認試驗零件提交保證書（PSW）向前的信息流向后的信息流設計/制造評審（在所有APQP要素后）1-3-CAPQP起動會議議Step 1. Initiate theAPQP process第一步.開始APQP過程Step 2. Educatethe attendees第二步.培訓參加加人員Step 3. Finalize roles andresponsibilities第三步.定義角色色和職責責Step 4. Discussand finalize workplans第四步.討論和決決定工作作計劃風險評估估的目的的Thepurposeistohelp determinetheextent

23、 to which theAPQP statusreportingprocessneedstobeperformedbythe supplier:目的是為為了決定定各個供供應商在在APQP狀態(tài)報告告的范圍圍：Atthebeginning of anew model program在每一個個新項目目開始的的時候Anytimea PSWiscompletedPSW完成的時時間風險評估估檢查清清單Isused as athoughtstarter to assistinassessingpotential riskinasupplier用作開始始支持對對潛在的的風險供供應商的的評估方方法Requir

24、essubjective experiencetobeusedmost effectively利用個人人經驗使使評審效效果最佳佳Parts/Systems Priority零件/系系統(tǒng)優(yōu)先先級High Impactparts/systems arethosethat requirespecialattention.高影響度度零件/系統(tǒng)需需要特別別關注。Prioritizedparts/systems maximize theuseofSupplerTechnicalAssistance(STA)andteamresources.優(yōu)先的零零件/系系統(tǒng)使供供方技術術支持（STA）和小組資資源的使使

25、用最大大化。Mediumand LowImpactparts/systemsaremonitored,butdonot getthehighlevelofattention.中等和低低影響度度零件/系統(tǒng)被被監(jiān)視，但不會會引起高高度關注注。PrioritySelectionCriteria優(yōu)先選擇擇準則Program Teamcategorizesparts/systemsusingfour major areas of risk:項目小組組依據風風險的四四個要素素把零件件/系統(tǒng)統(tǒng)分類：#1QualityHistory#1質量歷史史#2SupplierProfile#2供方大綱綱#3Engine

26、eringProfile#3工程大綱綱#4Performancev/s target#4與目標相相對的績績效PrioritySelectionCriteria優(yōu)先選擇擇準則#1QualityHistory#1質量歷史史High warranty or ThingsGone Wrong.高的保修修記錄或或運行狀狀況不良良FrequentQuality Rejectsand/or campaigns.頻繁的質質量拒收收和/或或沖突。Similar component/systemwas thecauseofa recallaction.相似的部部件/系系統(tǒng)導致致一次召召回行動動。PriorityS

27、electionCriteria優(yōu)先選擇擇準則#2SupplierProfile#2供方大綱綱Newsupplier.新供方。Newmanufacturinglocation.新制造場場所。Product or manufacturingtechnologyisnew.產品或制制造技術術是全新新的。Supplierdoes notmeet FordQuality供方不滿滿足福特特的質量量要求Standards(Q1)orisunderQ1probation（Q1）標準或低低于Q1證明。PrioritySelectionCriteria優(yōu)先選擇擇準則#3EngineeringProfile#3工

28、程大綱綱Designisnew.新設計。Manufacturing techniquesare new.制造技術術是新的的。Similar products aresubject to numerous designchanges thatthreatenprogramtiming.相似的產產品是導導致大量量設計變變更而威威脅項目目事件進進度原因因。High productorprocesscomplexity.高的產品品或過程程復雜性性。Product is strategicallyimportant duetohigh visibilityorfunctionalperformance.

29、由于高的的可見度度或功能能性，產產品處于于戰(zhàn)略重重要地位位。PrioritySelectionCriteria優(yōu)先選擇擇準則#4Performancevs. Targets#4與目標相相對的績績效Designgoalswillbedifficulttoachieve.設計目標標將難以以完成。Reliabilitygoalswill be difficulttoachieve.可靠性目目標將難難以完成成。Quality goals willbedifficult to achieve.質量目標標將難以以完成。Program timingiscompressed.項目時間間進度被被壓縮。Cost

30、targetsare aggressive.成本目標標過高。Example RiskAssessmentChecklistExample RiskAssessmentChecklistAnswersModuleIntroductionAPQP ReportingFormsAPQP報告格式式計劃和定定義成立小組組預算批準準初始材料料清單產品保證證計劃項目追蹤蹤表資源決定定問題日志志管理者支支持顧客輸入入要求項目進度度設計目標標可靠和質質量目標標可承受的的成本目目標計劃產量量關鍵聯(lián)系系人產品質量量進度計計劃產品設計計和開發(fā)發(fā)DFMEA初始CC/SC清單設計評審審設計驗證證計劃設計驗證證分供方APQ

31、P狀態(tài)設備、工工裝和量具具樣件制作作控制計劃制造系統(tǒng)統(tǒng)分析計劃劃MSA計劃小組可行行性承諾樣件制作作包裝規(guī)范范圖紙和規(guī)規(guī)范PFMEA特殊產品品/過程特性性初始過程程能力研究究計劃MSA試生產控制計劃劃過程與產產品特性聯(lián)結結平面布景景圖特性矩陣陣表包裝標準準產品/過過程質量系統(tǒng)評審管理層評評審產品和過過程驗證證作業(yè)指導導書試生產生產控制計劃質量計劃劃批準和管管理層支持持生產件批準(PSW)在物料需需求日提交交PSW零件功能檢查報告初始過程程能力研研究生產驗證證包裝評估估信息反饋饋和糾正正措施經驗學習習交貨和服服務過程設計計和開發(fā)發(fā)SIPTPDPITDTCPCPRSOLRJIPS客戶滿意意減少偏差

32、差設計驗證證和批準準報告AccessingFormsInformationWorksheetTheInformationWorksheet summarizesprograminformationononeform.在一張信信息工作作單上總結了了項目的所有信信息Element RatingChecklistStatusReportGYRStatusRisk (color)風險（顏色）Definition定義High (Red)高（紅）Target dates and/or deliverables are at risk. A recovery work plan is not availab

33、le and/or implemented, or the work plan does not achieve program targets. 目標日期和/或可交付性是有風險的。恢復工作計劃是不可獲得的和/或不可實施的，或工作計劃沒有完成項目目標。 Moderate (Yellow)中（黃） 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

34、 the management team.目標日期和/或可交付性有風險，但恢復工作計劃已經被開發(fā)以完成項目目標，并且已經過管理小組的適當的批準。 None (Green) 低（綠）Target dates and/or deliverables are on track and meeting objectives.目標日期和可交付性被跟蹤并滿足目標。 FormsLinkageInformationWorksheetFieldsElement RatingChecklistChecklistFieldsStatusReportStatusReport (Continued)ChecklistG

35、uidelinesMost planning fortheAPQPelementsoccursfrom(KO) to .APQP要素中大大部分計計劃發(fā)生生在(KO)到階段.Program teamreporting formost APQPelementsbegins at .APQP要素中大大部分項項目小組組報告發(fā)發(fā)生階段.Both theAPQP checklistandStatus Reporthave commonfieldsthatarenotlinkedbetweentheforms.TheAPQPchecklistand StatusReportmustbeupdated for

36、eachmilestone/teameventasrequiredbytheprogramteam or customer.根據客戶戶或項目目小組要要求APQP檢查清單單和狀態(tài)態(tài)報告在在每一個個時間節(jié)節(jié)點/小小組事件件時必須須更新ModuleIntroduction組成部分分介紹Plan andDefine計劃與定定義1-7Process Flow過程流程程FeedbackAssessment &CorrectiveAction反饋、評評估和糾糾正措施施Product &ProcessValidation產品與過過程確認認Process Design& Devel opment過程設計計和開發(fā)

37、發(fā)Product Design& Development產品設計計和開發(fā)發(fā)PrototypeBuild樣件制造造Plan &Define計劃與定定義1-8SourcingDecision選點決定定Itisa document thatadvisesinternalandexternalsuppliers of keycontact personnelwithinFord(STA,purchasing,engineers, etc.).是內、外外部供方方與Ford （STA、采購、工工程等）協(xié)商關關鍵聯(lián)絡絡人的文文件。Itservesasaformalcustomercommitmenttowo

38、rk withall internal andexternalpart suppliers,toolingsuppliers, andfacilitysuppliersonaprogram.作為與項項目中的的內、外外部零件件供方、工裝供供方和設設施供方方共同工工作的正正式對顧顧客的承承諾。1-9SourcingDecisionExpectations選點決定定的期望望Allinternaland external suppliersforaprogram areidentified項目所有有的內、外部供供方已經經確定Earlysourcingtargetagreementsareestabli

39、shedand signedbyappropriateareas由適當的的區(qū)域建建立并簽簽署早期期資源指指標協(xié)議議Allnon-Q1 suppliersareidentified所有非Q1供方已經經確定Special arrangementsfornon-Q1 suppliersareidentified非Q1供方的特特殊安排排已經確確定A programtimeline, alignedtoFPDS,isestablishedfrom to 已經建立立了從到 的、與FPDS一致的項項目時間間安排1-10SourcingDecisionChecklist選點決定定檢查清清單1-11Custom

40、erInputRequirements顧客輸入入要求TheCustomerInputRequirements elementensuresthat theprogram teamappropriatelyassessesthepotential manufacturing, process, anddesignissues early in theproduct development phase.顧客輸入入要求要要素為了了要讓項項目小組組，在產產品開發(fā)發(fā)階段適適當的評評估潛在在的制造造、過程程和設計計問題。CustomerInputRequirementsare thedesigncrite

41、riaand theprogram requirementsnecessarytoinitiatethe APQPprocess.顧客輸入入要求是是啟動APQP過程的必必要的設設計準則則和項目目要求。1-12CustomerInputRequirementsExpectations顧客輸入入要求期期望Issuesfromsurrogatecomponentsorplantsare identifiedand addressedwith productand manufacturing.已經識別別了暫時時代替的的零部件件或工廠廠的問題題，并解解決了生生產和制制造問題題Componenttarge

42、tsandproductassumptionsaredefined.已經定義義了零部部件指標標和產品品假設Targets forTGW, TGR,Warranty, UsefulLife Reliability,andIncomingQualityareestablished.已經建立立TGW、TGR、保證、使使用壽命命可靠性性和進貨貨質量指指標Capacityplanningvolumes aredefined.生產量策策劃值已已定義1-13CustomerInputExpectations(Continued)顧客輸入入要求期期望（續(xù)續(xù)）Systemcomponent designsand

43、 specifications shouldinclude:系統(tǒng)部件件設計和和規(guī)范應應該包括括：Product assumptions產品假設設Functional performance性能表現現Dimensions幾何尺寸寸Weight重量Material材料Reliabilityandqualitygoals可靠性和和質量目目標1-14CustomerInputChecklist顧客輸入入檢查清清單1-15Craftsmanship is an assessmentofwhatthecustomersees,touches,uses,hears, andsmells. It affect

44、sdesign andmanufacturing,anditimprovesthe overallperceptionofvalue.精致工藝藝是對顧顧客看到到的、感感覺到的的、使用用的、聽聽到的和和聞到的的評估。影響設設計和生生產，并并改進全全面感官官的價值值。Craftsmanship精致工藝藝1-16Craftsmanship Expectations精致工藝藝期望ObtainCraftsmanshiptargets andobjectives to developCraftsmanshipplans獲得精致致工藝指指標和和目標以以開發(fā)精精致工藝藝計劃Develop theCraftsm

45、anship strategy開發(fā)精致致工藝戰(zhàn)戰(zhàn)略Implementaplan to achieveCraftsmanshiptargets實施計劃劃以達到到精致工工藝指標標IntegrateplanstosupportthefinalCraftsmanshiptheme整合各項項計劃以以支持最最終精致致工藝計計劃Ensurethatthedesign andmanufacturing processescomplywithCraftsmanship strategy andplans確保設計計和制造造過程符符合精致致工藝戰(zhàn)戰(zhàn)略和計計劃IdentifyandresolveCraftsmansh

46、ip issuesthat arise識別并解解決發(fā)生生的精致致工藝問問題1-17Craftsmanship Checklist精致工藝藝檢查清清單1-18Team Feasibility Commitment小組可行行性承諾諾TheTeamFeasibilityCommitment elementdetermineswhether theproposeddesigncan be manufacturedwithinthe programsguidelines andspecifications.小組可行行性承諾諾要素確確定了建建議的設設計是否否能根據據項目指指南和規(guī)規(guī)范進行行制造Thegoa

47、lsofthiselement aretoverifythatallofthe:本要素的的目的是是驗證所所有：Activities agree thattheycanproducetheproductwithinspecifications.活動可以以生產符符合規(guī)范范的產品品Feasibilityconcernsareresolvedand necessaryproduct andprocess changesare completedbeforefirstproductionprove-outs (1PP).在第一預預生產單單元建立立（1PP）前解決可可行性問問題和必必要的產產品和過過程更改

48、改.1-19Team Feasibility CommitmentExpectations小組可行行性承諾諾期望Theprogramteam mustestablish aformal feasibility processand document.項目小組組必須建建立正式式的可行行性過程程和文件件。Feasibilities aretracked andmajorfeasibilityconcernscanberesolvedbefore ProductionTrialRun.在產品試試生產前前追蹤可可行性，并解決決可行性性涉及的的重要問問題。WERS andAIMS concerns ar

49、eresolved,and theproduct canbemanufacturedtomeetCp/Cpkand tolerancerequirements.解決了WERS和AIMS設計的問問題，可可以在滿滿足Cp/Cpk和公差要要求的情情況下制制造產品品。Suppliersand subsupplierswere partofthe feasibility process.供方和分分承包方方式可行行性過程程的一部部分。1-20Team Feasibility CommitmentChecklist小組可行行性承諾諾檢查清清單1-21ModuleIntroduction組成部分分介紹Prod

50、uct DesignandDevelopment產品設計計和開發(fā)發(fā)1-22Product DesignandDevelopment產品設計計和開發(fā)發(fā)FeedbackAssessment &CorrectiveAction反饋、評評估和糾糾正措施施Product &ProcessValidation產品與過過程確認認Process Design& Devel opment過程設計計和開發(fā)發(fā)Product Design& Development產品設計計和開發(fā)發(fā)PrototypeBuild樣件制造造Plan &Define計劃與定定義1-23Elements要素DesignFMEA設計FMEADV

51、P&R設計驗證證計劃和和報告Subcontractor/Subsupplier APQPStatus分承包方方/分供供方APQP狀態(tài)DrawingsandSpecifications圖樣和規(guī)規(guī)范1-24DesignFMEA設計FMEAA group of activitiesintendedto:一組活動動，用于于:Identifypotential:識別潛在在的:Product failuremodesearlyinthe productdevelopmentphase產品開發(fā)發(fā)階段的的早期產產品失效效模式Product designsafetyconcerns產品設計計安全涉涉及的問問題S

52、ignificant/critical/special characteristics重要/關關鍵/特特殊特性性Establishapriorityfordesign improvement actions為設計改改進活動動建立優(yōu)優(yōu)先順序序Documenttherationale behindproduct designchanges to thedevelopmentoffutureproductdesigns將產品設設計變更更中的思思路文件件化，作作為未來來產品設設計的開開發(fā)的輸輸入1-25DFMEAExpectationsDFMEA期望Completing DFMEAsthat focu

53、s on whathas changedinthe designandits effectontheentire system完成關注注設計中中進行的的更改及及其對整整個系統(tǒng)統(tǒng)的影響響的DFMEACreatinga listofpotential SpecialCharacteristics (YC,YS) resultingfrom DFMEAsorequivalent analysis建立DFMEA或類似的的分析輸輸出的潛潛在特殊殊特性(YC, YS)清單Addressing lessonslearnedandqualityissuesfoundinelement2,CustomerInp

54、utRequirement解決在要要素2，顧客客輸入要要求中發(fā)發(fā)現的質質量問題題和學到到的經驗驗Ensuringthat theDFMEAinfo is senttoPFMEAteams, includingthespecialcharacteristicslist確保將DFMEA信息，包包括特殊殊特性清清單傳遞遞給PFMEA小組1-26DesignFMEAChecklist設計FMEA檢查清單單1-27DVP&R設計驗證證計劃和和報告Liststheengineeringevaluationsand tests required to establishthat adesign is fit

55、foruse in theintendedenvironment列出建立立適于在在預期的的環(huán)境中中使用的的設計所所要求的的工程評評價和試試驗Assists ProductDevelopment(PD)inverifyingand documenting thefunctionality,reliability,and durabilityofthe vehiclesdesignthroughplanned tests andevaluations協(xié)助產品品開發(fā)（PD）按計劃的的試驗和和評價，驗證和和文件化化車輛設設計的功功能性、可靠性性和耐久久性Documentsthe plans andre

56、ports forDesignVerification of agivendesign將對給定定設計進進行設計計驗證的的策劃和和報告文文件化Identifies tests,acceptance criteria,samplesizes, andcompletion dates in astandardformat以標準的的形式確確定試驗驗、接受受準則、樣本容容量和完完成日期期1-28DVP&RExpectations設計驗證證計劃和和報告期期望Corrective actionplansmust be completedforany testresult thatdoesnotmeetdes

57、ignspecandreliabilitygoals必須針對對任何沒沒有滿足足設計期期望和可可靠性目目標的試試驗結果果完成糾糾正措施施計劃TheDVP&Rmust:DVP&R必須：Alignwith PQOSdeliverables配合PQOS可交付性性Provide inputstocompletereports andproformas向完成報報告和形形式提供供輸入Identifyanyspecifictests, methods, equipment,acceptancecriteria,sample sizes,designlevel, andtiming確定任何何特殊的的試驗、方法、

58、設備、接收準準則、樣樣本容量量、設計計等級和和時間安安排1-29DVP&RChecklist設計驗證證計劃和和報告檢檢查清單單1-30Subcontractor APQPStatus分承包方方APQP狀態(tài)TheSubcontractorAPQP Statuselement identifiesand reportsonthe conditionofexternalcontractors(i.e., suppliers)and subcontractorsAPQP process.分承包方方APQP狀態(tài)要素素確定和和報告外外部承包包方（例例如供方方）和分分承包方方APQP過程的狀狀況Internalandexternalsuppliers identify APQPrequirements by cascadingprogram targetsAPQPrequirementstotheirsubcontractors, andbyconducting APQPreviews,asappropriate.內部和外外部供方方通過向向分承包包方逐級級傳遞項項目指