APQP狀態(tài)報(bào)告程序課件

1、Course IntroductionAPQP Status Reporting Process APQP 狀態(tài)報(bào)告程序ParticipantIntroductionsWriteyour nameand division on anametent cardwiththemarkersprovided.在紙上寫(xiě)寫(xiě)下你的的姓名部部門(mén).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(duì)對(duì)

2、APQP課程感興興趣Your interest你的日常常興趣愛(ài)愛(ài)好CourseGoalsUpon completionthiscourse, Participantswillbeable to:完成本課課程培訓(xùn)訓(xùn)，參加加人員可可:Describetherelationship betweenFPDSandAPQP.理解FPDS和APQP的關(guān)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(chǎn)產(chǎn)品/過(guò)過(guò)程設(shè)計(jì)計(jì)中APQP各要素的的要求.4.ExplaintheAPQPelementsrequiredinpreparationformanufacturing.解釋在準(zhǔn)準(zhǔn)備生產(chǎn)產(chǎn)過(guò)程中中APQP各要素的的要求.5.ExplaintheAPQPStatusReporting Process.理解APQP狀態(tài)報(bào)告告過(guò)程.FPDSMonthsbefore Job1 forS1toS6programsS1-S6項(xiàng)目在Job1之前的時(shí)時(shí)間節(jié)點(diǎn)點(diǎn)FPDS OnlineResourcesModuleIntroduction組成部分分介紹IntroductiontotheAPQP P

4、rocessAPQP過(guò)程介紹紹1-1Ford InitiativesDefinitionAPQP (AdvancedProduct QualityPlanning) is astructuredmethodfordefiningandexecutingtheactionsnecessarytoensure thataproduct satisfiesthecustomer.APQP是一種結(jié)結(jié)構(gòu)化的的方法，用來(lái)確確定和制制定確保保某產(chǎn)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(xiàng)目的的人員和和行為便便于溝通通，確保保所有開(kāi)開(kāi)發(fā)階段段按時(shí)，以可接受受的成本本和質(zhì)量量水準(zhǔn)完完成.APQP PurposeThepurposeiftheAPQPprocess is to establish:APQP的目的是是建立:Commonexp

6、ectations forinternalandexternalsuppliers對(duì)內(nèi)外部部供應(yīng)商商共同的的要求Commonprocessmetrics通用的過(guò)過(guò)程表格格A commonprogram statusreportingformat共同的狀狀態(tài)報(bào)告告格式Rolesandresponsibilitiesforthe APQPelementsAPQP各要素的的職責(zé)和和角色A betterunderstanding of howtheAPQPelementsrelatetoFPDS更好理解解APQP各要素和和FPDS的聯(lián)系A(chǔ)PQP BenefitsAPQP aidsthe program

7、teamby:APQP幫助項(xiàng)目目小組:Addingdiscipline增加紀(jì)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(jià)格格，準(zhǔn)時(shí)時(shí)提供優(yōu)優(yōu)質(zhì)的產(chǎn)產(chǎn)品，滿滿足客戶戶Facilitatingcontinuousimprovement使持續(xù)改改進(jìn)更方方便APQP Benefits (Contd)Elements要素Tea

8、mwork小組工作作Communication溝通Timing/Planning時(shí)間/計(jì)計(jì)劃IdentifyActivities定義行動(dòng)動(dòng)Roles角色Program Management項(xiàng)目管理理Quality andReliability質(zhì)量和可可靠性Team Leaders小組領(lǐng)導(dǎo)導(dǎo)Engineers工程師Suppliers供應(yīng)商Program Team項(xiàng)目小組組APQP 23個(gè)要素1選點(diǎn)決定定2顧客輸入入要求3精致工藝藝技術(shù)4設(shè)計(jì)失效效模式后后果分析析5設(shè)計(jì)評(píng)審審6設(shè)計(jì)驗(yàn)證證計(jì)劃7分承包方方APQP狀態(tài)8設(shè)施、工工具和量量具9樣件制造造計(jì)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(guò)程程流程圖圖14過(guò)程失效效模式后后果分析析15測(cè)量系統(tǒng)統(tǒng)評(píng)價(jià)16試生產(chǎn)控控制計(jì)劃劃17操作工過(guò)過(guò)程指導(dǎo)導(dǎo)書(shū)18包裝規(guī)范范19產(chǎn)品試生生產(chǎn)20生產(chǎn)控制制計(jì)劃21初始過(guò)程程能力研研究22生產(chǎn)確認(rèn)認(rèn)試驗(yàn)23生產(chǎn)件批批準(zhǔn)(PSW)福特四項(xiàng)項(xiàng)特殊要要素1.SourcingDecision選點(diǎn)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(shè)計(jì)FMEADesignVerification Plan

10、&Report設(shè)計(jì)驗(yàn)證證計(jì)劃和和報(bào)告PrototypeBuildControlPlan樣件制造造控制計(jì)計(jì)劃Manufacturing ProcessFlowchart制造過(guò)程程流程圖圖Process FMEA過(guò)程FMEAPre-Launch ControlPlan試生產(chǎn)控控制計(jì)劃劃OperatorProcess Instructions作業(yè)指導(dǎo)導(dǎo)書(shū)Production ControlPlan生產(chǎn)控制制計(jì)劃16Feedback Assessment & Corrective Action反饋、評(píng)估和糾正措施Product & Process Validation產(chǎn)品與過(guò)程確認(rèn)Process De

11、sign & Development過(guò)程設(shè)計(jì)和開(kāi)發(fā)Product Design & Development產(chǎn)品設(shè)計(jì)和開(kāi)發(fā)Prototype Build樣件制造Plan & Define計(jì)劃與定義1-2APQP指南目的的Includesbest practice APQPevaluationprocess,process metrics, andstatusreportingLinkstheAPQPprocess to ProductDevelopmentand manufacturingprocesses把APQP過(guò)程與產(chǎn)產(chǎn)品開(kāi)發(fā)發(fā)和制造造過(guò)程相相聯(lián)系。Defines roles andres

12、ponsibilities fortheAPQPprocess定義APQP過(guò)程的角角色和職職責(zé)Developsa commonAPQP processfor bothinternaland external manufacturingand assembly suppliers為內(nèi)部制制造和外外部供應(yīng)應(yīng)商提供供一個(gè)通通用的開(kāi)開(kāi)發(fā)過(guò)程程Accessingthe APQPGuidelines訪問(wèn)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(shí)間進(jìn)度度關(guān)系和職職責(zé)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(zhì)量策劃劃矩陣1-6ModuleIntroduc

21、tionAPQP RiskAssessmentandKick-offAPQP風(fēng)險(xiǎn)評(píng)審審和起動(dòng)APQP Systemic FlowAPQP系統(tǒng)流程程APQP過(guò)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(biāo)（VDS/SDS/CDS）車輛/系統(tǒng)/子系統(tǒng)/部件的設(shè)計(jì)設(shè)計(jì)失效模式后果分析（DFMEA）圖紙/規(guī)范（文件/電子檔）設(shè)計(jì)驗(yàn)證計(jì)劃（DVP）樣件制造控制計(jì)劃樣件制造測(cè)量系統(tǒng)評(píng)價(jià)（尺寸控制）設(shè)施/工具/量具制造過(guò)程流程操作工過(guò)程指導(dǎo)書(shū)（過(guò)程定義）試生產(chǎn)控制計(jì)劃過(guò)程失效模式后果分析（PFMEA）操作工過(guò)程指導(dǎo)書(shū)（驗(yàn)證和培訓(xùn)）生產(chǎn)控制計(jì)劃產(chǎn)品試生產(chǎn)初始過(guò)程能

22、力生產(chǎn)確認(rèn)試驗(yàn)零件提交保證書(shū)（PSW）向前的信息流向后的信息流設(shè)計(jì)/制造評(píng)審（在所有APQP要素后）1-3-CAPQP起動(dòng)會(huì)議議Step 1. Initiate theAPQP process第一步.開(kāi)始APQP過(guò)程Step 2. Educatethe attendees第二步.培訓(xùn)參加加人員Step 3. Finalize roles andresponsibilities第三步.定義角色色和職責(zé)責(zé)Step 4. Discussand finalize workplans第四步.討論和決決定工作作計(jì)劃風(fēng)險(xiǎn)評(píng)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(gè)供供應(yīng)商在在APQP狀態(tài)報(bào)告告的范圍圍：Atthebeginning of anew model program在每一個(gè)個(gè)新項(xiàng)目目開(kāi)始的的時(shí)候Anytimea PSWiscompletedPSW完成的時(shí)時(shí)間風(fēng)險(xiǎn)評(píng)估估檢查清清單Isused as athoughtstarter to assistinassessingpotential riskinasupplier用作開(kāi)始始支持對(duì)對(duì)潛在的的風(fēng)險(xiǎn)供供應(yīng)商的的評(píng)估方方法Requir

24、essubjective experiencetobeusedmost effectively利用個(gè)人人經(jīng)驗(yàn)使使評(píng)審效效果最佳佳Parts/Systems Priority零件/系系統(tǒng)優(yōu)先先級(jí)High Impactparts/systems arethosethat requirespecialattention.高影響度度零件/系統(tǒng)需需要特別別關(guān)注。Prioritizedparts/systems maximize theuseofSupplerTechnicalAssistance(STA)andteamresources.優(yōu)先的零零件/系系統(tǒng)使供供方技術(shù)術(shù)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(huì)會(huì)引起高高度關(guān)注注。PrioritySelectionCriteria優(yōu)先選擇擇準(zhǔn)則Program Teamcategorizesparts/systemsusingfour major areas of risk:項(xiàng)目小組組依據(jù)風(fēng)風(fēng)險(xiǎn)的四四個(gè)要素素把零件件/系統(tǒng)統(tǒng)分類：#1QualityHistory#1質(zhì)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(biāo)相相對(duì)的績(jī)績(jī)效PrioritySelectionCriteria優(yōu)先選擇擇準(zhǔn)則#1QualityHistory#1質(zhì)量歷史史High warranty or ThingsGone Wrong.高的保修修記錄或或運(yùn)行狀狀況不良良FrequentQuality Rejectsand/or campaigns.頻繁的質(zhì)質(zhì)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(dǎo)致致一次召召回行動(dòng)動(dòng)。PriorityS

27、electionCriteria優(yōu)先選擇擇準(zhǔn)則#2SupplierProfile#2供方大綱綱Newsupplier.新供方。Newmanufacturinglocation.新制造場(chǎng)場(chǎng)所。Product or manufacturingtechnologyisnew.產(chǎn)品或制制造技術(shù)術(shù)是全新新的。Supplierdoes notmeet FordQuality供方不滿滿足福特特的質(zhì)量量要求Standards(Q1)orisunderQ1probation（Q1）標(biāo)準(zhǔn)或低低于Q1證明。PrioritySelectionCriteria優(yōu)先選擇擇準(zhǔn)則#3EngineeringProfile#3工

28、程大綱綱Designisnew.新設(shè)計(jì)。Manufacturing techniquesare new.制造技術(shù)術(shù)是新的的。Similar products aresubject to numerous designchanges thatthreatenprogramtiming.相似的產(chǎn)產(chǎn)品是導(dǎo)導(dǎo)致大量量設(shè)計(jì)變變更而威威脅項(xiàng)目目事件進(jìn)進(jìn)度原因因。High productorprocesscomplexity.高的產(chǎn)品品或過(guò)程程復(fù)雜性性。Product is strategicallyimportant duetohigh visibilityorfunctionalperformance.

29、由于高的的可見(jiàn)度度或功能能性，產(chǎn)產(chǎn)品處于于戰(zhàn)略重重要地位位。PrioritySelectionCriteria優(yōu)先選擇擇準(zhǔn)則#4Performancevs. Targets#4與目標(biāo)相相對(duì)的績(jī)績(jī)效Designgoalswillbedifficulttoachieve.設(shè)計(jì)目標(biāo)標(biāo)將難以以完成。Reliabilitygoalswill be difficulttoachieve.可靠性目目標(biāo)將難難以完成成。Quality goals willbedifficult to achieve.質(zhì)量目標(biāo)標(biāo)將難以以完成。Program timingiscompressed.項(xiàng)目時(shí)間間進(jìn)度被被壓縮。Cost

30、targetsare aggressive.成本目標(biāo)標(biāo)過(guò)高。Example RiskAssessmentChecklistExample RiskAssessmentChecklistAnswersModuleIntroductionAPQP ReportingFormsAPQP報(bào)告格式式計(jì)劃和定定義成立小組組預(yù)算批準(zhǔn)準(zhǔn)初始材料料清單產(chǎn)品保證證計(jì)劃項(xiàng)目追蹤蹤表資源決定定問(wèn)題日志志管理者支支持顧客輸入入要求項(xiàng)目進(jìn)度度設(shè)計(jì)目標(biāo)標(biāo)可靠和質(zhì)質(zhì)量目標(biāo)標(biāo)可承受的的成本目目標(biāo)計(jì)劃產(chǎn)量量關(guān)鍵聯(lián)系系人產(chǎn)品質(zhì)量量進(jìn)度計(jì)計(jì)劃產(chǎn)品設(shè)計(jì)計(jì)和開(kāi)發(fā)發(fā)DFMEA初始CC/SC清單設(shè)計(jì)評(píng)審審設(shè)計(jì)驗(yàn)證證計(jì)劃設(shè)計(jì)驗(yàn)證證分供方APQ

31、P狀態(tài)設(shè)備、工工裝和量具具樣件制作作控制計(jì)劃制造系統(tǒng)統(tǒng)分析計(jì)劃劃MSA計(jì)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(chǎn)品品/過(guò)程特性性初始過(guò)程程能力研究究計(jì)劃MSA試生產(chǎn)控制計(jì)劃劃過(guò)程與產(chǎn)產(chǎn)品特性聯(lián)結(jié)結(jié)平面布景景圖特性矩陣陣表包裝標(biāo)準(zhǔn)準(zhǔn)產(chǎn)品/過(guò)過(guò)程質(zhì)量系統(tǒng)評(píng)審管理層評(píng)評(píng)審產(chǎn)品和過(guò)過(guò)程驗(yàn)證證作業(yè)指導(dǎo)導(dǎo)書(shū)試生產(chǎn)生產(chǎn)控制計(jì)劃質(zhì)量計(jì)劃劃批準(zhǔn)和管管理層支持持生產(chǎn)件批準(zhǔn)(PSW)在物料需需求日提交交PSW零件功能檢查報(bào)告初始過(guò)程程能力研研究生產(chǎn)驗(yàn)證證包裝評(píng)估估信息反饋饋和糾正正措施經(jīng)驗(yàn)學(xué)習(xí)習(xí)交貨和服服務(wù)過(guò)程設(shè)計(jì)計(jì)和開(kāi)發(fā)發(fā)SIPTPDPITDTCPCPRSOLRJIPS客戶滿意意減少偏差

32、差設(shè)計(jì)驗(yàn)證證和批準(zhǔn)準(zhǔn)報(bào)告AccessingFormsInformationWorksheetTheInformationWorksheet summarizesprograminformationononeform.在一張信信息工作作單上總結(jié)了了項(xiàng)目的所有信信息Element RatingChecklistStatusReportGYRStatusRisk (color)風(fēng)險(xiǎn)（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(biāo)日期和/或可交付性是有風(fēng)險(xiǎn)的?；謴?fù)工作計(jì)劃是不可獲得的和/或不可實(shí)施的，或工作計(jì)劃沒(méi)有完成項(xiàng)目目標(biāo)。 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(biāo)日期和/或可交付性有風(fēng)險(xiǎn)，但恢復(fù)工作計(jì)劃已經(jīng)被開(kāi)發(fā)以完成項(xiàng)目目標(biāo)，并且已經(jīng)過(guò)管理小組的適當(dāng)?shù)呐鷾?zhǔn)。 None (Green) 低（綠）Target dates and/or deliverables are on track and meeting objectives.目標(biāo)日期和可交付性被跟蹤并滿足目標(biāo)。 FormsLinkageInformationWorksheetFieldsElement RatingChecklistChecklistFieldsStatusReportStatusReport (Continued)ChecklistG

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

36、eachmilestone/teameventasrequiredbytheprogramteam or customer.根據(jù)客戶戶或項(xiàng)目目小組要要求APQP檢查清單單和狀態(tài)態(tài)報(bào)告在在每一個(gè)個(gè)時(shí)間節(jié)節(jié)點(diǎn)/小小組事件件時(shí)必須須更新ModuleIntroduction組成部分分介紹Plan andDefine計(jì)劃與定定義1-7Process Flow過(guò)程流程程FeedbackAssessment &CorrectiveAction反饋、評(píng)評(píng)估和糾糾正措施施Product &ProcessValidation產(chǎn)品與過(guò)過(guò)程確認(rèn)認(rèn)Process Design& Devel opment過(guò)程設(shè)計(jì)計(jì)和開(kāi)發(fā)

37、發(fā)Product Design& Development產(chǎn)品設(shè)計(jì)計(jì)和開(kāi)發(fā)發(fā)PrototypeBuild樣件制造造Plan &Define計(jì)劃與定定義1-8SourcingDecision選點(diǎn)決定定Itisa document thatadvisesinternalandexternalsuppliers of keycontact personnelwithinFord(STA,purchasing,engineers, etc.).是內(nèi)、外外部供方方與Ford （STA、采購(gòu)、工工程等）協(xié)商關(guān)關(guān)鍵聯(lián)絡(luò)絡(luò)人的文文件。Itservesasaformalcustomercommitmenttowo

38、rk withall internal andexternalpart suppliers,toolingsuppliers, andfacilitysuppliersonaprogram.作為與項(xiàng)項(xiàng)目中的的內(nèi)、外外部零件件供方、工裝供供方和設(shè)設(shè)施供方方共同工工作的正正式對(duì)顧顧客的承承諾。1-9SourcingDecisionExpectations選點(diǎn)決定定的期望望Allinternaland external suppliersforaprogram areidentified項(xiàng)目所有有的內(nèi)、外部供供方已經(jīng)經(jīng)確定Earlysourcingtargetagreementsareestabli

39、shedand signedbyappropriateareas由適當(dāng)?shù)牡膮^(qū)域建建立并簽簽署早期期資源指指標(biāo)協(xié)議議Allnon-Q1 suppliersareidentified所有非Q1供方已經(jīng)經(jīng)確定Special arrangementsfornon-Q1 suppliersareidentified非Q1供方的特特殊安排排已經(jīng)確確定A programtimeline, alignedtoFPDS,isestablishedfrom to 已經(jīng)建立立了從到 的、與FPDS一致的項(xiàng)項(xiàng)目時(shí)間間安排1-10SourcingDecisionChecklist選點(diǎn)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(xiàng)項(xiàng)目小組組，在產(chǎn)產(chǎn)品開(kāi)發(fā)發(fā)階段適適當(dāng)?shù)脑u(píng)評(píng)估潛在在的制造造、過(guò)程程和設(shè)計(jì)計(jì)問(wèn)題。CustomerInputRequirementsare thedesigncrite

41、riaand theprogram requirementsnecessarytoinitiatethe APQPprocess.顧客輸入入要求是是啟動(dòng)APQP過(guò)程的必必要的設(shè)設(shè)計(jì)準(zhǔn)則則和項(xiàng)目目要求。1-12CustomerInputRequirementsExpectations顧客輸入入要求期期望Issuesfromsurrogatecomponentsorplantsare identifiedand addressedwith productand manufacturing.已經(jīng)識(shí)別別了暫時(shí)時(shí)代替的的零部件件或工廠廠的問(wèn)題題，并解解決了生生產(chǎn)和制制造問(wèn)題題Componenttarge

42、tsandproductassumptionsaredefined.已經(jīng)定義義了零部部件指標(biāo)標(biāo)和產(chǎn)品品假設(shè)Targets forTGW, TGR,Warranty, UsefulLife Reliability,andIncomingQualityareestablished.已經(jīng)建立立TGW、TGR、保證、使使用壽命命可靠性性和進(jìn)貨貨質(zhì)量指指標(biāo)Capacityplanningvolumes aredefined.生產(chǎn)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(shè)計(jì)和和規(guī)范應(yīng)應(yīng)該包括括：Product assumptions產(chǎn)品假設(shè)設(shè)Functional performance性能表現(xiàn)現(xiàn)Dimensions幾何尺寸寸Weight重量Material材料Reliabilityandqualitygoals可靠性和和質(zhì)量目目標(biāo)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(duì)顧顧客看到到的、感感覺(jué)到的的、使用用的、聽(tīng)聽(tīng)到的和和聞到的的評(píng)估。影響設(shè)設(shè)計(jì)和生生產(chǎn)，并并改進(jìn)全全面感官官的價(jià)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(biāo)和和目標(biāo)以以開(kāi)發(fā)精精致工藝藝計(jì)劃Develop theCraftsm

45、anship strategy開(kāi)發(fā)精致致工藝戰(zhàn)戰(zhàn)略Implementaplan to achieveCraftsmanshiptargets實(shí)施計(jì)劃劃以達(dá)到到精致工工藝指標(biāo)標(biāo)IntegrateplanstosupportthefinalCraftsmanshiptheme整合各項(xiàng)項(xiàng)計(jì)劃以以支持最最終精致致工藝計(jì)計(jì)劃Ensurethatthedesign andmanufacturing processescomplywithCraftsmanship strategy andplans確保設(shè)計(jì)計(jì)和制造造過(guò)程符符合精致致工藝戰(zhàn)戰(zhàn)略和計(jì)計(jì)劃IdentifyandresolveCraftsmansh

46、ip issuesthat arise識(shí)別并解解決發(fā)生生的精致致工藝問(wèn)問(wèn)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(shè)設(shè)計(jì)是否否能根據(jù)據(jù)項(xiàng)目指指南和規(guī)規(guī)范進(jìn)行行制造Thegoa

47、lsofthiselement aretoverifythatallofthe:本要素的的目的是是驗(yàn)證所所有：Activities agree thattheycanproducetheproductwithinspecifications.活動(dòng)可以以生產(chǎn)符符合規(guī)范范的產(chǎn)品品Feasibilityconcernsareresolvedand necessaryproduct andprocess changesare completedbeforefirstproductionprove-outs (1PP).在第一預(yù)預(yù)生產(chǎn)單單元建立立（1PP）前解決可可行性問(wèn)問(wèn)題和必必要的產(chǎn)產(chǎn)品和過(guò)過(guò)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(xiàng)目小組組必須建建立正式式的可行行性過(guò)程程和文件件。Feasibilities aretracked andmajorfeasibilityconcernscanberesolvedbefore ProductionTrialRun.在產(chǎn)品試試生產(chǎn)前前追蹤可可行性，并解決決可行性性涉及的的重要問(wèn)問(wèn)題。WERS andAIMS concerns ar

49、eresolved,and theproduct canbemanufacturedtomeetCp/Cpkand tolerancerequirements.解決了WERS和AIMS設(shè)計(jì)的問(wèn)問(wèn)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(chǎn)品品。Suppliersand subsupplierswere partofthe feasibility process.供方和分分承包方方式可行行性過(guò)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(chǎn)品設(shè)計(jì)計(jì)和開(kāi)發(fā)發(fā)1-22Product DesignandDevelopment產(chǎn)品設(shè)計(jì)計(jì)和開(kāi)發(fā)發(fā)FeedbackAssessment &CorrectiveAction反饋、評(píng)評(píng)估和糾糾正措施施Product &ProcessValidation產(chǎn)品與過(guò)過(guò)程確認(rèn)認(rèn)Process Design& Devel opment過(guò)程設(shè)計(jì)計(jì)和開(kāi)發(fā)發(fā)Product Design& Development產(chǎn)品設(shè)計(jì)計(jì)和開(kāi)發(fā)發(fā)PrototypeBuild樣件制造造Plan &Define計(jì)劃與定定義1-23Elements要素DesignFMEA設(shè)計(jì)FMEADV

51、P&R設(shè)計(jì)驗(yàn)證證計(jì)劃和和報(bào)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(shè)計(jì)FMEAA group of activitiesintendedto:一組活動(dòng)動(dòng)，用于于:Identifypotential:識(shí)別潛在在的:Product failuremodesearlyinthe productdevelopmentphase產(chǎn)品開(kāi)發(fā)發(fā)階段的的早期產(chǎn)產(chǎn)品失效效模式Product designsafetyconcerns產(chǎn)品設(shè)計(jì)計(jì)安全涉涉及的問(wèn)問(wèn)題S

52、ignificant/critical/special characteristics重要/關(guān)關(guān)鍵/特特殊特性性Establishapriorityfordesign improvement actions為設(shè)計(jì)改改進(jìn)活動(dòng)動(dòng)建立優(yōu)優(yōu)先順序序Documenttherationale behindproduct designchanges to thedevelopmentoffutureproductdesigns將產(chǎn)品設(shè)設(shè)計(jì)變更更中的思思路文件件化，作作為未來(lái)來(lái)產(chǎn)品設(shè)設(shè)計(jì)的開(kāi)開(kāi)發(fā)的輸輸入1-25DFMEAExpectationsDFMEA期望Completing DFMEAsthat focu

53、s on whathas changedinthe designandits effectontheentire system完成關(guān)注注設(shè)計(jì)中中進(jìn)行的的更改及及其對(duì)整整個(gè)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(xiàn)的質(zhì)質(zhì)量問(wèn)題題和學(xué)到到的經(jīng)驗(yàn)驗(yàn)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(shè)計(jì)FMEA檢查清單單1-27DVP&R設(shè)計(jì)驗(yàn)證證計(jì)劃和和報(bào)告Liststheengineeringevaluationsand tests required to establishthat adesign is fit

55、foruse in theintendedenvironment列出建立立適于在在預(yù)期的的環(huán)境中中使用的的設(shè)計(jì)所所要求的的工程評(píng)評(píng)價(jià)和試試驗(yàn)Assists ProductDevelopment(PD)inverifyingand documenting thefunctionality,reliability,and durabilityofthe vehiclesdesignthroughplanned tests andevaluations協(xié)助產(chǎn)品品開(kāi)發(fā)（PD）按計(jì)劃的的試驗(yàn)和和評(píng)價(jià)，驗(yàn)證和和文件化化車輛設(shè)設(shè)計(jì)的功功能性、可靠性性和耐久久性Documentsthe plans andre

56、ports forDesignVerification of agivendesign將對(duì)給定定設(shè)計(jì)進(jìn)進(jìn)行設(shè)計(jì)計(jì)驗(yàn)證的的策劃和和報(bào)告文文件化Identifies tests,acceptance criteria,samplesizes, andcompletion dates in astandardformat以標(biāo)準(zhǔn)的的形式確確定試驗(yàn)驗(yàn)、接受受準(zhǔn)則、樣本容容量和完完成日期期1-28DVP&RExpectations設(shè)計(jì)驗(yàn)證證計(jì)劃和和報(bào)告期期望Corrective actionplansmust be completedforany testresult thatdoesnotmeetdes

57、ignspecandreliabilitygoals必須針對(duì)對(duì)任何沒(méi)沒(méi)有滿足足設(shè)計(jì)期期望和可可靠性目目標(biāo)的試試驗(yàn)結(jié)果果完成糾糾正措施施計(jì)劃TheDVP&Rmust:DVP&R必須：Alignwith PQOSdeliverables配合PQOS可交付性性Provide inputstocompletereports andproformas向完成報(bào)報(bào)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(yàn)、方法、

58、設(shè)備、接收準(zhǔn)準(zhǔn)則、樣樣本容量量、設(shè)計(jì)計(jì)等級(jí)和和時(shí)間安安排1-29DVP&RChecklist設(shè)計(jì)驗(yàn)證證計(jì)劃和和報(bào)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(bào)告外外部承包包方（例例如供方方）和分分承包方方APQP過(guò)程的狀狀況Intern

59、alandexternalsuppliers identify APQPrequirements by cascadingprogram targetsAPQPrequirementstotheirsubcontractors, andbyconducting APQPreviews,asappropriate.內(nèi)部和外外部供方方通過(guò)向向分承包包方逐級(jí)級(jí)傳遞項(xiàng)項(xiàng)目指標(biāo)標(biāo)APQP要求和適適當(dāng)時(shí)進(jìn)進(jìn)行APQP評(píng)審確定定APQP要求1-31Subcontractor Expectations分承包方方期望Subcontractor APQPStatus generalexpectations are

60、that allinternalandexternalsuppliers must:分承包方方APQP狀態(tài)的總總的期望望是所有有內(nèi)部和和外部供供方必須須：Assessthe riskand specifythe level of their subcontractorsAPQP participation評(píng)估風(fēng)險(xiǎn)險(xiǎn)和確定定它們的的分承包包方參與與APQP的等級(jí)Cascade APQPrequirements to their subcontractors向它們的的分承包包方逐級(jí)級(jí)傳遞APQP要求Hold regularlyscheduledAPQPreviewmeetingswiththeir