APQP狀態(tài)報(bào)告程序

Course

IntroductionAPQP

Status

ReportingProcessAPQP狀態(tài)報(bào)告程序第一頁(yè)，共八十二頁(yè)。Participant

IntroductionsWrite

your

name

and

division

on

a

name

tent

card

withthe

markers

provided.在紙上寫下你的姓名部門.Prepare

to

introduce

yourself

to

the

class

by

sharing:向課堂上的所有人介紹:?Your

name?Your

title你的名字你的職稱你為什對(duì)?

Why

you

are

interested

in

the

APQP

courseAPQP課程感興趣?Your

interest你的日常興趣愛好第二頁(yè)，共八十二頁(yè)。Course

GoalsUpon

completion

this

course,

Participants

willbe

able

to:完成本課程培訓(xùn)，參加人員可:3.Describe

the

relationship

between

FPDS

and

APQP.理解FPDS和APQP的關(guān)系.Describe

the

importance

ofcross-functional

team

communication.跨功能小組合作溝通的重要性.Explain

the

APQP

elements

required

in

product/process

design.解釋在產(chǎn)品/過程設(shè)計(jì)中APQP

各要素的要求.manufacturing.5.4. Explain

theAPQP

elements

required

inpreparationfor解釋在準(zhǔn)備生產(chǎn)過程中APQP各要素的要求.Explain

the

APQP

Status

Reporting

Process.理解APQP狀態(tài)報(bào)告過程.第三頁(yè)，共八十二頁(yè)。FPDSMonths

before

Job

1

for

S1

to

S6programsS1-S6項(xiàng)目在Job

1之前的時(shí)間節(jié)點(diǎn)第四頁(yè)，共八十二頁(yè)。FPDS

Online

Resources第五頁(yè)，共八十二頁(yè)。Module

Introduction組成部分介紹Introduction

to

theAPQP

ProcessAPQP過程介紹1-1第六頁(yè)，共八十二頁(yè)。Ford

Initiatives第七頁(yè)，共八十二頁(yè)。DefinitionAPQP

(Advanced

Product

QualityPlanning)

is

a

structured

methodfor

defining

and

executing

theactions

necessary

to

ensure

that

aproduct

satisfies

the

customer.APQP是一種結(jié)構(gòu)化的方法，用來確定和制定確保某產(chǎn)品使顧客滿意所需的步驟第八頁(yè)，共八十二頁(yè)。GoalThe

goal

of

the

APQP

process

is

to

facilitatecommunication

between

all

persons

andactivities

involved

in

a

program

and

ensurethat

all

required

steps

are

completed

on

time,with

a

high

quality-of-event,

at

acceptable

costand

quality

levels.APQP的目的是使所有參加該項(xiàng)目的人員和行為

便于溝通，確保所有開發(fā)階段按時(shí)，以可接受的成本和質(zhì)量水準(zhǔn)完成.第九頁(yè)，共八十二頁(yè)。APQP

PurposeThe

purpose

if

the

APQP

process

is

to

establish:APQP的目的是建立:Common

expectationsforinternaland

externalsuppliers對(duì)內(nèi)外部供應(yīng)商共同的要求Common

process

metrics通用的過程表格A

common

program

status

reporting

format共同的狀態(tài)報(bào)告格式Roles

and

responsibilities

for

the

APQP

elementsAPQP各要素的職責(zé)和角色Abetterunderstanding

ofhow

the

APQP

elements

relate

toFPDS更好理解APQP各要素和

FPDS的聯(lián)系第十頁(yè)，共八十二頁(yè)。APQP

BenefitsAPQP

aids

the

program

team

by:APQP幫助項(xiàng)目小組:Adding

discipline增加紀(jì)律Facilitating

earlyidentification

ofrequiredchanges早期確定可能的更改Avoiding

late

changes避免晚期更改Providing

a

quality

product

on

time,

at

acceptable

cost,

to

satisfycustomers用可接受的價(jià)格，準(zhǔn)時(shí)提供優(yōu)質(zhì)的產(chǎn)品，滿足客戶Facilitating

continuous

improvement使持續(xù)改進(jìn)更方便第十一頁(yè)，共八十二頁(yè)。APQP

Benefits

(Cont’d)Elements要素Teamwork小組工作Communication溝通Timing/Planning時(shí)間/計(jì)劃Identify

Activities定義行動(dòng)Roles角色Program

Management項(xiàng)目管理Quality

and

Reliability質(zhì)量和可靠性

Team

Leaders小組領(lǐng)導(dǎo)Engineers工程師Suppliers供應(yīng)商Program

Team項(xiàng)目小組第十二頁(yè)，共八十二頁(yè)。APQP

23個(gè)要素選點(diǎn)決定顧客輸入要求精致工藝技術(shù)設(shè)計(jì)失效模式后果分析設(shè)計(jì)評(píng)審設(shè)計(jì)驗(yàn)證計(jì)劃分承包方APQP

狀態(tài)設(shè)施、工具和量具樣件制造計(jì)劃樣件制造圖紙和規(guī)范小組可行性承諾制造過程流程圖過程失效模式后果分析測(cè)量系統(tǒng)評(píng)價(jià)試生產(chǎn)控制計(jì)劃操作工過程指導(dǎo)書包裝規(guī)范產(chǎn)品試生產(chǎn)生產(chǎn)控制計(jì)劃初始過程能力研究生產(chǎn)確認(rèn)試驗(yàn)生產(chǎn)件批準(zhǔn)(PSW)第十三頁(yè)，共八十二頁(yè)。福特四項(xiàng)特殊要素Sourcing

Decision 選點(diǎn)決定；Customer

Input

Requirements顧客輸入要求;Craftsmanship精致工藝；

Subcontractor

APQP

Status分承包方APQP狀態(tài);第十四頁(yè)，共八十二頁(yè)。檢查清單中的重要要素·Design

FMEA設(shè)計(jì)FMEA·Design

Verification

Plan

&

Report設(shè)計(jì)驗(yàn)證計(jì)劃和報(bào)告·Prototype

Build

Control

Plan樣件制造控制計(jì)劃·Manufacturing

Process

Flowchart制造過程流程圖·Process

FMEA過程FMEA·Pre-Launch

Control

Plan試生產(chǎn)控制計(jì)劃·Operator

Process

Instructions作業(yè)指導(dǎo)書·Production

Control

Plan生產(chǎn)控制計(jì)劃第十五頁(yè)，共八十二頁(yè)。16Process

Design

&

Development過程設(shè)計(jì)和開發(fā)Product

&

Process

Validation產(chǎn)品與過程確認(rèn)Feedback

Assessment

&

Corrective

Action反饋、評(píng)估和糾正措施Product

Design

&

Development產(chǎn)品設(shè)計(jì)和開發(fā)Prototype

Build樣件制造Plan

&

Define計(jì)劃與定義1-2第十六頁(yè)，共八十二頁(yè)。APQP指南目的Includes

best

practice

APQP

evaluation

process,process

metrics,

and

status

reportingLinks

the

APQP

process

to

Product

Development

andmanufacturing

processes把APQP過程與產(chǎn)品開發(fā)和制造過程相聯(lián)系。

Defines

roles

and

responsibilities

for

the

APQPprocess定義APQP過程的角色和職責(zé)Develops

a

common

APQP

process

for

bothinternal

and

external

manufacturing

and

assemblysuppliers為內(nèi)部制造和外部供應(yīng)商提供一個(gè)通用的開發(fā)過程第十七頁(yè)，共八十二頁(yè)。Accessing

the

APQP

Guidelines訪問APQP指南Both

the

Guideline

and

theforms

are

available.指南和表格均可由此獲得。1-4第十八頁(yè)，共八十二頁(yè)。Module

IntroductionFPDS

Timing

Relationship

andResponsibilitiesFPDS

時(shí)間進(jìn)度關(guān)系和職責(zé)第十九頁(yè)，共八十二頁(yè)。ScaleabilityVehicle

ScaleabilityManufacturing

ScaleabilityPowertrain

ScaleabilityS1

-

Modifications

to

trim,

e.g.,

newseat

sew

style

modifications

only

forseats

or

insert

material

changes

forinterior

appliqués.M1

-

Carry-over

engine/transmission

with

minor

calibrationrevisions

to,

i.e.,

no

machining

changes,

very

minor

assemblyrevisions,

and

no

plant

facilities/infrastructure

revisions.P1

-

No

base

engine/transmission/catalystchanges,

e.g.,

wire

routing,

dipsticks.S2

-

Minor

freshening,

e.g.,

newseat

pads,

lamp

decoration

withcarryover

tooling,

optics.M2

-

Carry-over

engine/transmission

with

moderate

calibrationrevisions,

i.e.,

no

machining

changes,

minor

assemblyrevisions,

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

freshening,

e.g.,carry-over

inner

panels,

new

outers.M3

-

Minor

engine/transmission

upgrade,

i.e.,

minormachining/assembly

changes

(retool

existing

equipment

inplace),

minor

CNC

programming

changes,

and

very

minor

plantfacilities/infrastructure

revisions.P3

-

Minor

package-driven

changes,

e.g.,revised

exhaust

manifolds,

non-structural

oilpan.S4

-

Carry-over

platforms,

i.e.,

allnew

to

the

customer.M4

-

Moderate

engine/transmission

upgrade,

i.e.,

retool

existingmachining/assembly

lines

(minimal

number

of

new

or

reworkedmachines),

CNC

programming

changes,

and

minor

plantfacilities/infrastructure

revisions.P4

-

New

use

of

P/T

for

non-structural

engineactions,

e.g.,

new

exhaust

manifolds,

newcatalysts.S5

-

Modified

platforms,

i.e.,

carry-over

platforms

with

structuralchanges.M5

-

Major

engine/transmission

upgrade,

i.e.,

significant

portionof

machining

(assembly

lines

are

new,

reworked,

or

retooled),and

major

plant

facilities/infrastructure

revisions.P5

-

P/T

design

actions

are

within

correlationof

analytical

tools,

e.g.,

majorengine/transmission

upgrade.S6

-

New

platforms,

i.e.,

all

newplatform

and

structure.M6

-

All

new

engine/transmission,

i.e.,

nearly

all

machining(assembly

lines

are

new,

reworked,

or

retooled),

and

majorplant

facilities/infrastructure

revisions.P6

-

Analytical

tools

are

not

sufficientlydeveloped,

e.g.,

new

engine/combustion.第二十頁(yè)，共八十二頁(yè)。APQP

Generic

ProgramGantt

Chart第二十一頁(yè)，共八十二頁(yè)。Relationship

TableVONMPLaunch

Engineer第二十二頁(yè)，共八十二頁(yè)。Matrix

for

Quality

Planning質(zhì)量策劃矩陣1-6第二十三頁(yè)，共八十二頁(yè)。Module

IntroductionAPQP

Risk

Assessmentand

Kick-offAPQP

風(fēng)險(xiǎn)評(píng)審和起動(dòng)第二十四頁(yè)，共八十二頁(yè)。APQP

Systemic

FlowAPQP系統(tǒng)流程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(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）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）圖紙/規(guī)范（文件/電子檔）設(shè)施/工具/量具制造過程流程操作工過程指導(dǎo)書（過程定義）試生產(chǎn)控制計(jì)劃

過程失效模式后果分析（PFMEA）

操作工過程指導(dǎo)書（驗(yàn)證和培訓(xùn)）生產(chǎn)控制計(jì)劃產(chǎn)品試生產(chǎn)初始過程能力生產(chǎn)確認(rèn)試驗(yàn)零件提交保證書（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-C第二十五頁(yè)，共八十二頁(yè)。APQP起動(dòng)會(huì)議Step

1.

Initiate

the

APQP

process第一步.開始APQP過程Step

2.

Educate

the

attendees第二步.培訓(xùn)參加人員Step

3.Finalize

roles

and

responsibilities第三步.定義角色和職責(zé)Step

4.

Discuss

and

finalize

work

plans第四步.討論和決定工作計(jì)劃第二十六頁(yè)，共八十二頁(yè)。風(fēng)險(xiǎn)評(píng)估的目的The

purpose

is

to

help

determine

theextent

towhich

the

APQP

status

reporting

process

needsto

be

performed

by

the

supplier:目的是為了決定各個(gè)供應(yīng)商在APQP狀態(tài)報(bào)告的范圍：At

the

beginning

of

a

new

model

program在每一個(gè)新項(xiàng)目開始的時(shí)候Any

time

a

PSW

is

completedPSW

完成的時(shí)間第二十七頁(yè)，共八十二頁(yè)。風(fēng)險(xiǎn)評(píng)估檢查清單Is

used

as

a

thought

starter

to

assistin

assessing

potential

risk

in

asupplier用作開始支持對(duì)潛在的風(fēng)險(xiǎn)供應(yīng)商的評(píng)估方法Requires

subjective

experienceto

beused

most

effectively利用個(gè)人經(jīng)驗(yàn)使評(píng)審效果最佳第二十八頁(yè)，共八十二頁(yè)。Parts/Systems

Priority零件/系統(tǒng)優(yōu)先級(jí)High

Impact

parts/systems

are

those

that

require

special

attention.高影響度零件/系統(tǒng)需要特別關(guān)注。Prioritized

parts/systems

maximize

theuse

of

Suppler

Technical

Assistance(STA)

and

team

resources.優(yōu)先的零件/系統(tǒng)使供方技術(shù)支持（STA）和小組資源的使用最大化。Medium

and

Low

Impact

parts/systems

are

monitored,

but

do

not

get

thehigh

level

of

attention.中等和低影響度零件/系統(tǒng)被監(jiān)視，但不會(huì)引起高度關(guān)注。第二十九頁(yè)，共八十二頁(yè)。Priority

Selection

Criteria優(yōu)先選擇準(zhǔn)則Program

Team

categorizes

parts/systems

using

four

major

areasof

risk:項(xiàng)目小組依據(jù)風(fēng)險(xiǎn)的四個(gè)要素把零件/系統(tǒng)分類：#1

Quality

History#1

質(zhì)量歷史#2

Supplier

Profile#2

供方大綱#3

Engineering

Profile#3

工程大綱#4

Performance

v/s

target#4

與目標(biāo)相對(duì)的績(jī)效第三十頁(yè)，共八十二頁(yè)。Priority

SelectionCriteria優(yōu)先選擇準(zhǔn)則#1

Quality

History#1

質(zhì)量歷史High

warranty

or

Things

Gone

Wrong.高的保修記錄或運(yùn)行狀況不良Frequent

Quality

Rejects

and/or

campaigns.頻繁的質(zhì)量拒收和/或沖突。Similar

component/system

was

the

cause

of

arecall

action.相似的部件/系統(tǒng)導(dǎo)致一次召回行動(dòng)。第三十一頁(yè)，共八十二頁(yè)。Priority

Selection

Criteria優(yōu)先選擇準(zhǔn)則#2

Supplier

Profile#2

供方大綱New

supplier.新供方。New

manufacturing

location.新制造場(chǎng)所。Productormanufacturingtechnologyis

new.產(chǎn)品或制造技術(shù)是全新的。Supplier

does

not

meet

Ford

Quality供方不滿足福特的質(zhì)量要求Standards

(Q1)

or

is

under

Q1

probation（Q1）標(biāo)準(zhǔn)或低于Q1證明。第三十二頁(yè)，共八十二頁(yè)。Priority

Selection

Criteria優(yōu)先選擇準(zhǔn)則#3

Engineering

Profile#3工程大綱Design

is

new.新設(shè)計(jì)。Manufacturing

techniques

are

new.制造技術(shù)是新的。Similar

products

are

subject

to

numerous

design

changes

that

threatenprogram

timing.相似的產(chǎn)品是導(dǎo)致大量設(shè)計(jì)變更而威脅項(xiàng)目事件進(jìn)度原因。High

product

or

process

complexity.高的產(chǎn)品或過程復(fù)雜性。Product

is

strategically

important

due

to

high

visibility

or

functionalperformance.由于高的可見度或功能性，產(chǎn)品處于戰(zhàn)略重要地位。第三十三頁(yè)，共八十二頁(yè)。Priority

Selection

Criteria優(yōu)先選擇準(zhǔn)則#4

Performance

vs.Targets#4

與目標(biāo)相對(duì)的績(jī)效Design

goals

will

be

difficult

to

achieve.設(shè)計(jì)目標(biāo)將難以完成。Reliability

goals

will

be

difficult

to

achieve.可靠性目標(biāo)將難以完成。Quality

goals

will

be

difficult

to

achieve.質(zhì)量目標(biāo)將難以完成。Program

timing

is

compressed.項(xiàng)目時(shí)間進(jìn)度被壓縮。Cost

targets

are

aggressive.成本目標(biāo)過高。第三十四頁(yè)，共八十二頁(yè)。Example

Risk

Assessment

Checklist第三十五頁(yè)，共八十二頁(yè)。Example

Risk

Assessment

Checklist

Answer第三十六頁(yè)，共八十二頁(yè)。Module

IntroductionAPQP

Reporting

FormsAPQP報(bào)告格式第三十七頁(yè)，共八十二頁(yè)。計(jì)劃和定義成立小組預(yù)算批準(zhǔn)初始材料清單產(chǎn)品保證計(jì)劃項(xiàng)目追蹤表資源決定問題日志管理者支持顧客輸入要求·項(xiàng)目進(jìn)度設(shè)計(jì)目標(biāo)可靠和質(zhì)量目標(biāo)可承受的成本目標(biāo)計(jì)劃產(chǎn)量關(guān)鍵聯(lián)系人產(chǎn)品質(zhì)量進(jìn)度計(jì)劃產(chǎn)品設(shè)計(jì)和開發(fā)DFMEA初始CC/SC清單設(shè)計(jì)評(píng)審設(shè)計(jì)驗(yàn)證計(jì)劃設(shè)計(jì)驗(yàn)證分供方APQP狀態(tài)設(shè)備、工裝和量具樣件制作控制計(jì)劃制造系統(tǒng)分析計(jì)劃MSA計(jì)劃小組可行性承諾樣件制作包裝規(guī)范圖紙和規(guī)范PFMEA特殊產(chǎn)品/過程特性初始過程能力研究計(jì)劃MSA試生產(chǎn)控制計(jì)劃過程與產(chǎn)品特性聯(lián)結(jié)平面布景圖特性矩陣表包裝標(biāo)準(zhǔn)產(chǎn)品/過程質(zhì)量

系統(tǒng)評(píng)審管理層評(píng)審產(chǎn)品和過程驗(yàn)證作業(yè)指導(dǎo)書試生產(chǎn)生產(chǎn)控制計(jì)劃質(zhì)量計(jì)劃批準(zhǔn)和管理層支持生產(chǎn)件批準(zhǔn)

(PSW)在物料需求日提交PSW零件功能檢查報(bào)告初始過程能力研究生產(chǎn)驗(yàn)證包裝評(píng)估信息反饋和糾正措施過程設(shè)計(jì)和開發(fā)SIPTPDPITDTCPCPRSOLRJIPS客戶滿意

減少偏差

經(jīng)驗(yàn)學(xué)習(xí)交貨和服務(wù)設(shè)計(jì)驗(yàn)證和批準(zhǔn)報(bào)告第三十八頁(yè)，共八十二頁(yè)。Accessing

Forms第三十九頁(yè)，共八十二頁(yè)。Information

WorksheetThe

InformationWorksheet

summarizesprograminformation

onone

form.在一張信息工作單上總結(jié)了項(xiàng)目的所有信息第四十頁(yè)，共八十二頁(yè)。Element

Rating

Checklist第四十一頁(yè)，共八十二頁(yè)。Status

Report第四十二頁(yè)，共八十二頁(yè)。GYR

StatusRisk

(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

isnot

available

and/or

implemented,

or

the

work

plan

does

not

achieveprogram

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)劃沒有完成項(xiàng)目目標(biāo)。Moderate(Yellow)中（黃）Target

dates

and/or

deliverables

are

at

risk,

but

a

resourcedrecovery

work

plan

has

been

developed

to

achieve

program

targetsand

has

been

approved

by

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)被開發(fā)以完成項(xiàng)目目標(biāo)，并且已經(jīng)過管理小組的適當(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)。第四十三頁(yè)，共八十二頁(yè)。Forms

Linkage第四十四頁(yè)，共八十二頁(yè)。Information

Worksheet

Fields第四十五頁(yè)，共八十二頁(yè)。Element

Rating

Checklist第四十六頁(yè)，共八十二頁(yè)。Checklist

Fields第四十七頁(yè)，共八十二頁(yè)。Status

Report第四十八頁(yè)，共八十二頁(yè)。Status

Report

(Continued)第四十九頁(yè)，共八十二頁(yè)。Checklist

GuidelinesMost

planning

forthe

APQP

elements

occurs

from

(KO)

to

<SI>.APQP要素中大部分計(jì)劃發(fā)生在(KO)到<SI>階段.Program

team

reporting

for

most

APQP

elements

begins

at<SC>.APQP要素中大部分項(xiàng)目小組報(bào)告發(fā)生<SC>階段.Both

the

APQP

checklist

and

Status

Report

have

common

fieldsthat

are

not

linked

between

the

forms.The

APQPchecklistand

Status

Report

must

be

updated

for

eachmilestone/team

event

as

required

by

the

program

team

orcustomer.根據(jù)客戶或項(xiàng)目小組要求APQP檢查清單和狀態(tài)報(bào)告在每一個(gè)時(shí)間節(jié)點(diǎn)/小組事件時(shí)必須更新第五十頁(yè)，共八十二頁(yè)。Module

Introduction組成部分介紹Plan

and

Define計(jì)劃與定義1-7第五十一頁(yè)，共八十二頁(yè)。Process

Flow過程流程Feedback

Assessment

&

CorrectiveAction反饋、評(píng)估和糾正措施Product

&

Process

Validation產(chǎn)品與過程確認(rèn)Process

Design

&

Devel

opment過程設(shè)計(jì)和開發(fā)Product

Design

&

Development產(chǎn)品設(shè)計(jì)和開發(fā)Prototype

Build樣件制造Plan

&

Define計(jì)劃與定義1-8第五十二頁(yè)，共八十二頁(yè)。Sourcing

Decision選點(diǎn)決定It

is

a

document

that

advises

internal

and

externalsuppliers

of

key

contact

personnel

within

Ford

(STA,purchasing,

engineers,etc.).是內(nèi)、外部供方與

Ford

（STA、采購(gòu)、工程等）協(xié)商關(guān)鍵聯(lián)絡(luò)人的文件。It

serves

as

a

formal

customer

commitment

to

work

withall

internal

and

external

part

suppliers,

tooling

suppliers,and

facility

suppliers

on

a

program.作為與項(xiàng)目中的內(nèi)、外部零件供方、工裝供方和設(shè)施供方共同工作的正式對(duì)顧客的承諾。1-9第五十三頁(yè)，共八十二頁(yè)。SourcingDecisionExpectations選點(diǎn)決定的期望All

internalandexternalsuppliersfora

programareidentified項(xiàng)目所有的內(nèi)、外部供方已經(jīng)確定Early

sourcing

target

agreements

are

established

and

signed

byappropriate

areas由適當(dāng)?shù)膮^(qū)域建立并簽署早期資源指標(biāo)協(xié)議

All

non-Q1

suppliers

are

identified所有非Q1供方已經(jīng)確定Specialarrangementsfornon-Q1suppliersareidentified非Q1供方的特殊安排已經(jīng)確定A

program

timeline,alignedto

FPDS,

is

established

from

<SI>to<J1>已經(jīng)建立了從<SI>到<J1>的、與FPDS

一致的項(xiàng)目時(shí)間安排1-10第五十四頁(yè)，共八十二頁(yè)。SourcingDecisionChecklist選點(diǎn)決定檢查清單1-11第五十五頁(yè)，共八十二頁(yè)。Customer

InputRequirements顧客輸入要求The

Customer

Input

Requirements

element

ensures

thatthe

program

team

appropriately

assesses

the

potentialmanufacturing,

process,

and

design

issues

early

in

theproduct

development

phase.顧客輸入要求要素為了要讓項(xiàng)目小組，在產(chǎn)品開發(fā)階段適當(dāng)?shù)脑u(píng)估潛在的制造、過程和設(shè)計(jì)問題。Customer

Input

Requirements

are

the

design

criteria

andthe

program

requirements

necessary

to

initiate

the

APQPprocess.顧客輸入要求是啟動(dòng)

APQP

過程的必要的設(shè)計(jì)準(zhǔn)則和項(xiàng)目要求。1-12第五十六頁(yè)，共八十二頁(yè)。Customer

InputRequirements

Expectations顧客輸入要求期望Issues

from

surrogate

components

or

plants

are

identifiedandaddressed

with

product

and

manufacturing.已經(jīng)識(shí)別了暫時(shí)代替的零部件或工廠的問題，并解決了生產(chǎn)和制造問題Component

targetsand

product

assumptions

aredefined.已經(jīng)定義了零部件指標(biāo)和產(chǎn)品假設(shè)Targets

for

TGW,

TGR,

Warranty,

Useful

Life

Reliability,

andIncoming

Quality

are

established.已經(jīng)建立TGW、TGR、保證、使用壽命可靠性和進(jìn)貨質(zhì)量指標(biāo)Capacity

planning

volumes

are

defined.生產(chǎn)量策劃值已定義1-13第五十七頁(yè)，共八十二頁(yè)。Customer

Input

Expectations

(Continued)顧客輸入要求期望（續(xù)）System

component

designs

and

specifications

should

include:系統(tǒng)部件設(shè)計(jì)和規(guī)范應(yīng)該包括：Product

assumptions產(chǎn)品假設(shè)Functionalperformance性能表現(xiàn)Dimensions幾何尺寸Weight

重量Material材料Reliability

andqualitygoals可靠性和質(zhì)量目標(biāo)1-14第五十八頁(yè)，共八十二頁(yè)。Customer

InputChecklist顧客輸入檢查清單1-15第五十九頁(yè)，共八十二頁(yè)。Craftsmanship

is

an

assessment

of

what

thecustomer

sees,

touches,

uses,

hears,

andsmells.

It

affects

design

and

manufacturing,and

it

improves

the

overall

perception

ofvalue.精致工藝是對(duì)顧客看到的、感覺到的、使用的、聽到的和聞到的評(píng)估。影響設(shè)計(jì)和生產(chǎn)，并改

進(jìn)全面感官的價(jià)值。Craftsmanship精致工藝1-16第六十頁(yè)，共八十二頁(yè)。CraftsmanshipExpectations精致工藝期望Obtain

Craftsmanship

targets

and

objectives

to

developCraftsmanship

plans獲得精致工藝指標(biāo)和目標(biāo)以開發(fā)精致工藝計(jì)劃

Develop

the

Craftsmanship

strategy開發(fā)精致工藝戰(zhàn)略Implementa

plan

to

achieve

Craftsmanship

targets實(shí)施計(jì)劃以達(dá)到精致工藝指標(biāo)Integrate

plans

to

support

the

final

Craftsmanship

theme整合各項(xiàng)計(jì)劃以支持最終精致工藝計(jì)劃Ensure

that

the

design

and

manufacturing

processes

complywith

Craftsmanship

strategy

and

plans確保設(shè)計(jì)和制造過程符合精致工藝戰(zhàn)略和計(jì)劃Identifyand

resolveCraftsmanshipissuesthatarise識(shí)別并解決發(fā)生的精致工藝問題1-17第六十一頁(yè)，共八十二頁(yè)。CraftsmanshipChecklist精致工藝檢查清單1-18第六十二頁(yè)，共八十二頁(yè)。Team

FeasibilityCommitment小組可行性承諾The

Team

Feasibility

Commitment

element

determines

whether

the

proposeddesign

can

be

manufactured

withintheprogram"s

guidelinesand

specifications.小組可行性承諾要素確定了建議的設(shè)計(jì)是否能根據(jù)項(xiàng)目指南和規(guī)范進(jìn)行制造The

goals

of

this

elementare

toverify

thatall

ofthe:本要素的目的是驗(yàn)證所有：Activities

agree

that

they

can

produce

the

product

withinspecifications.活動(dòng)可以生產(chǎn)符合規(guī)范的產(chǎn)品Feasibility

concerns

are

resolved

and

necessary

product

and

processchanges

arecompleted

before

first

production

prove-outs

(1PP).在第一預(yù)生產(chǎn)單元建立（1PP）前解決可行性問題和必要的產(chǎn)品和過程更改.1-19第六十三頁(yè)，共八十二頁(yè)。Team

Feasibility

Commitment

Expectations小組可行性承諾期望The

program

team

must

establish

a

formal

feasibility

process

and

document.項(xiàng)目小組必須建立正式的可行性過程和文件。Feasibilities

are

tracked

and

major

feasibility

concerns

can

be

resolvedbefore

Production

Trial

Run.在產(chǎn)品試生產(chǎn)前追蹤可行性，并解決可行性涉及的重要問題。WERS

and

AIMS

concerns

are

resolved,

and

the

product

can

bemanufactured

to

meet

Cp/Cpk

and

tolerance

requirements.解決了WERS

和AIMS設(shè)計(jì)的問題，可以在滿足Cp/Cpk

和公差要求的情況下制造產(chǎn)品。Suppliers

and

subsuppliers

were

part

of

the

feasibility

process.供方和分承包方式可行性過程的一部分。1-20第六十四頁(yè)，共八十二頁(yè)。Team

Feasibility

Commitment

Checklist小組可行性承諾檢查清單1-21第六十五頁(yè)，共八十二頁(yè)。Module

Introduction組成部分介紹Product

Design

andDevelopment產(chǎn)品設(shè)計(jì)和開發(fā)1-22第六十六頁(yè)，共八十二頁(yè)。Product

Design

and

Development產(chǎn)品設(shè)計(jì)和開發(fā)Feedback

Assessment

&

Corrective

Action反饋、評(píng)估和糾正措施Product

&

Process

Validation產(chǎn)品與過程確認(rèn)Process

Design

&

Devel

opment過程設(shè)計(jì)和開發(fā)Product

Design

&

Development產(chǎn)品設(shè)計(jì)和開發(fā)Prototype

Build樣件制造Plan

&

Define計(jì)劃與定義1-23第六十七頁(yè)，共八十二頁(yè)。Elements要素Design

FMEA設(shè)計(jì)

FMEA

DVP&R設(shè)計(jì)驗(yàn)證計(jì)劃和報(bào)告Subcontractor/Subsupplier

APQPStatus分承包方/分供方APQP

狀態(tài)Drawings

and

Specifications圖樣和規(guī)范1-24第六十八頁(yè)，共八十二頁(yè)。Design

FMEA設(shè)計(jì)FMEAA

group

of

activities

intended

to:一組活動(dòng)，用于:Identify

potential:識(shí)別潛在的:?Product

failure

modes

early

in

the

product

developmentphase產(chǎn)品開發(fā)階段的早期產(chǎn)品失效模式?Productdesign

safetyconcerns產(chǎn)品設(shè)計(jì)安全涉及的問題?

Significant/critical/special

characteristics重要/關(guān)鍵/特殊特性Establish

a

priority

for

design

improvement

actions為設(shè)計(jì)改進(jìn)活動(dòng)建立優(yōu)先順序Document

the

rationale

behind

product

design

changes

to

the

development

offuture

product

designs將產(chǎn)品設(shè)計(jì)變更中的思路文件化，作為未來產(chǎn)品設(shè)計(jì)的開發(fā)的輸入1-25第六十九頁(yè)，共八十二頁(yè)。DFMEA

ExpectationsDFMEA期望Completing

DFMEAs

that

focus

on

what

has

changed

in

thedesign

and

its

effect

on

the

entire

system完成關(guān)注設(shè)計(jì)中進(jìn)行的更改及其對(duì)整個(gè)系統(tǒng)的影響的

DFMEACreating

a

list

of

potential

Special

Characteristics(YC,YS)resulting

from

DFMEAs

or

equivalent

analysis建立DFMEA

或類似的分析輸出的潛在特殊特性(YC,YS)清單Addressing

lessons

learned

and

qualityissues

found

in

element

2,Customer

Input

Requirement解決在要素2，顧客輸入要求中發(fā)現(xiàn)的質(zhì)量問題和學(xué)到的經(jīng)驗(yàn)

Ensuring

thatthe

DFMEA

info

is

sent

to

PFMEA

teams,includingthe

special

characteristics

list確保將DFMEA

信息，包括特殊特性清單傳遞給PFMEA

小組1-26第七十頁(yè)，共八十二頁(yè)。Design

FMEA

Checklist設(shè)計(jì)FMEA檢查清單1-27第七十一頁(yè)，共八十二頁(yè)。DVP&R設(shè)計(jì)驗(yàn)證計(jì)劃和報(bào)告Lists

the

engineering

evaluations

and

tests

required

to

establish

thata

design

is

fit

for

use

in

the

intended

environment列出建立適于在預(yù)期的環(huán)境中使用的設(shè)計(jì)所要求的工程評(píng)價(jià)和試驗(yàn)

Assists

Product

Development(PD)in

verifying

and

documenting

the

functionality,reliability,and

durability

of

the

vehicle"s

design

through

planned

tests

andevaluations協(xié)助產(chǎn)品開發(fā)（PD）按計(jì)劃的試驗(yàn)和評(píng)價(jià)，驗(yàn)證和文件化車輛設(shè)計(jì)的功能性、可靠性和耐久性Documents

the

plans

and

reports

forDesign

Verification

of

a

given

design將對(duì)給定設(shè)計(jì)進(jìn)行設(shè)計(jì)驗(yàn)證的策劃和報(bào)告文件化Identifies

tests,

acceptance

criteria,

sample

sizes,

and

completion

dates

ina

standard

format以標(biāo)準(zhǔn)的形式確定試驗(yàn)、接受準(zhǔn)則、樣本容量和完成日期1-28第七十二頁(yè)，共八十二頁(yè)。DVP&R

Expectations設(shè)計(jì)驗(yàn)證計(jì)劃和報(bào)告期望Corrective

action

plans

must

be

completed

for

any

test

result

that

doesnot

meet

design

spec

and

reliability

goals必須針對(duì)任何沒有滿足設(shè)計(jì)期望和可靠性目標(biāo)的試驗(yàn)結(jié)果完成糾正措施計(jì)劃The

DVP&R

must:DVP&R

必須：?

Alignwith

PQOS

deliverables配合

PQOS

可交付性?Provideinputs

to

complete

reports

and

proformas向完成報(bào)告和形式提供輸入?

Identify

any

specific

tests,

methods,

equipment,

acceptancecriteria,

sample

sizes,

design

level,

and

timing確定任何特殊的試驗(yàn)、方法、設(shè)備、接收準(zhǔn)則、樣本容量、設(shè)計(jì)等級(jí)和時(shí)間安排1-29第七十三頁(yè)，共八十二頁(yè)。DVP&R

Checklist設(shè)計(jì)驗(yàn)證計(jì)劃和報(bào)告檢查清單1-30第七十四頁(yè)，共八十二頁(yè)。Subcontractor

APQP

Status分承包方APQP狀態(tài)The

Subcontractor

APQP

Status

element

identifies

andreports

on

the

condition

of

external

contractors"

(i.e.,suppliers)

and

subcontractors"

APQP

process.分承包方

APQP

狀態(tài)要素確定和報(bào)告外部承包方（例如供方）和分承包方APQP

過程的狀況Internal

and

external

suppliers

identify

APQP

requirementsby

cascading

program

targets

APQP

requirements

to

theirsubcontractors,

and

by

conducting

APQP

reviews,

asappropriate.內(nèi)部和外部供方通過向分承包方逐級(jí)傳遞項(xiàng)目指標(biāo)APQP要求和適當(dāng)時(shí)進(jìn)行

APQP評(píng)審確定

APQP

要求1-31第七十五頁(yè)，共八十二頁(yè)。SubcontractorExpectations分承包方期望Subcontractor

APQPStatus

general

expectations

are

that

all

internaland

external

suppliers

must:分承包方

APQP

狀態(tài)的總的期望是所有內(nèi)部和外部供方必須：Assess

the

risk

and

specify

the

level

of

thei