PPAP-汽车行业文件清单.doc

.Documentation Requirements in PEP project编号（No.）I OA/STS -10001指导书（Instruction）版本（Version）A编写人/日期(Creator / Date)检查人/日期(Checker / Date)批准人/日期(Approver/ Date)适用范围(Scope)PEP project in Scheaffler Group Automotive Greater China搜索词(search word):Documentation requirements, PEP RECORDS OF REVISIONS 修改记录Create Date编写日期Nature of Modification修改内容Place of Modified 修改位置Modificator/Dept编写人/部门InitiaiizationNA1. 目的Purpose:本指导书规定了舍弗勒中国区汽车事业部所负责的PEP项目文件要求。This instruction is to define the PEP projects documentation requirements Schaeffler Greater China is responsible.2. 职责Responsiblity项目经理负责整个项目的进度、质量、财务指标。从建立项目团队，项目文件夹，授权项目组成员（至少分项目经理）文件夹读写权利，监控项目文件状态，风险上报及更新相关项目管理文件。Project Manager is responsible for the project timing/quality/financial results, set up the project team, create project folder and grant access rights to project team members(at least sub-project managers),monitor the project documentation status，risk escalations and update the project management part in project folder.当项目经理在海外时，应用工程师（Luk: PMO指定的人员）是代理项目经理，负责该项目文件的及时追踪。When project manager is located in oversea, AE(Luk: assigned by PMO) is the proxy project manager, who is repsonsible for the documentation tracking in a timely manner.Gateway 评审时，BU PMO 负责检查文件是否存在及是否符合审核要求。（对不做Gateway的PEP项目，对设计发放、批产，移交进行文件评估）。评估频率为每个项目经理至少半年一次。Project on hold, need BU PMOs approval.项目临时搁置时需要BU PMO的批准。BU PMO is responsible to check the documentation available during gateway review.(For PEP3 no gateway reviews, need check the design release/Production/Transfer stage through internal audit), frequency is each project manager two times one year. 汽车事业部PMO至少对每个项目经理每年评审一次(可与BU PMO共同审核)。Automotvie PMO perform internal audit on each project at least one time per year（It could be communized with BU PMO）.项目组成员负责文件的准备，文件的准确性及将文件放入项目文件夹。Project Team Members responsible for the documentation preparation,accuracy and put into project folder 3. 缩写Abbreviation DefinitionPM: 项目经理Project ManagerPMO: 项目管理办公室Project Management OfficeBU: 业务单元Business UnitPEP: 产品开发流程Product Development ProcessSOP: 量产Start of ProductionAE: 应用工程师Application Engineer4. 过程Process内审、外审从现有项目中随机选取，范围从F0到F5（从项目开始批量生产后六个月）Internal audits/Third party audits will select the project randomly from existing projects, the selected projects vary from F0 to F5(From project initiation to 6 months after SOP).本章分别定义了PEP3 及PEP1/2文件要求The Process defined the PEP3 and PEP1/2 documentation requirements.对PEP3项目，文件要求如下：For PEP3, documents requirements as follows:常用文档：General items:1. 项目文件夹Project folder2. 风险评估表RLA3. 项目组织结构图（包括指导委员会，各分项目经理（需要其主管的确认）Project Organization Chart(With Steering Committee ,sub-project managers（ need function managers approval)）4. 报价Quotation5. 项目计划Project Plan6. 措施列表To do listAPQP文档APQP items:1) 客户提名信Sourcing Decision2) 客户输入要求、设计标准Customer Input Requirements /Design Specifications3) 设计失效模式分析 Design FMEA4) 设计评审Design review5) 设计验证计划Design Verification Plan6) 供应商前期质量规划状态表Sub-Contractor APQP Status7) 设备、工装、量具清单Facilities, Tools and Gauges8) 样件控制计划Prototype Build Control Plan9) 样件报告Prototype Builds (M2) 10) 图纸及标准（设计冻结）Drawings & Specifications (Design Freeze)11) 团队可行性分析Team Feasibility Commitment12) 量产用流程图、Manufacturing process flow /volume production13) 工艺FMEA Process FMEA14) 测量系统分析Measurement System Evaluation15) 预生产控制计划 Pre-Launch Control Plan16) 操作指导书Operator Process Instruction17) 包装规范Packaging Specifications18) 试生产Production Trial Run19) 量产控制计划Production Control Plan20) 工艺能力预分析Preliminary Process Capability Study21) 量产验证Production Validation Testing22) PSW 表 Production Part Approval (PSW) M422a) PSW客户批准PSW Approval from Customer23) PSW零件准备发运PSW Part Delivery at MRD24) 节拍生产Runrate对于PEP1/2，当产品线、业务单元未通过程序及指导书规定时，按下列文件进行项目文件汇总。For PEP1/2, As Product line/Business Unit not define the document requirements through procedures/instructions projects,use following items:1. 报价部分 Prepare Quotation1.1 合同评审Contract review (depends on the RLA result)1.2 成本、设计明细表Cost sheet / design BOM1.3 报价计算、样品预估Quotation calculation / preliminary estimate for prototypes/samples1.4 商务报价Commercial quotation1.5 报价图、模型Quotation drawing / model1.6 设计建议至客户Design proposal sent to customer1.7 开发协议activity interface contract / development contract2. 产品开发部分Develop Product2.1 分计划Sub project schedule2.2 来自客户设计规范Design specifications from customer2.3 设计规范发放至供应商Design specifications sent to suppliers of purchased parts2.4 设计修改冻结Agreement to freeze modifications2.5 设计报告、记录Design report / History2.6 产品图、样件图Production drawings /Prototype drawings2.7 重要特性characteristics (master-/ specific and certificate of characteristics)2.8 产品明细表、样品明细表Production BOM / Prototype BOM2.9 产品图、样件图完善Modification service production drawings / prototype drawings2.10 设计验证计划Design verification plan (DVP)2.11 测试、计算报告Test / calculation reports in-house / external2.12 产品设计FMEA System FMEA product2.13 相关法规、专利报告Law / Patent2.14 返回件分析Return analysis3. 工艺开发部分Develop Process3.1 分计划Sub project schedule3.2 样件制造计划Manufacturing plan for prototypes3.3 样件工装技术报告Tooling technology for prototypes3.4 样件控制计划Controlplan for prototypes3.5 样件包装规范Packaging specifications for prototypes3.6 PFMEA Process FMEA3.7 工艺验证计划Process verification plan (= confirmation of manufacturability)3.8 工艺试验报告Process test report3.9 制造技术，设备及设施设计规范Design specifications for technologies, machines and facilities3.10 采购件设计规范发放至供应商Design specifications sent to suppliers of purchased parts3.11 产品物流计划Logistics plan for production3.12 生产计划（可调整）、新产品预生产计划Manufacturing plan for production (adaptable) / preliminary manufacturing plan for production of new requirements3.13 生产技术计划Technology plan3.14 参数设置表Parameter sheets3.15 生产用工装技术报告Tooling technology for production3.16 平面布置图Plant / shop floor layout3.17 批量生产包装规范Packaging specifications for production4. 生产准备部分Prepare Production4.1 分计划Sub project schedule4.2 投资计划明细Investment overview in work breakdown structure4.3 投资设备申请CER (Capital Equipment Request = Investitionsantrag/-mappe, in-house orders)4.4 生产成本计算Calculation for production4.5 订单Job orders / Orders4.6 设备安装计划Machine settings plan4.7 检验报告（设备PZ73751）Inspection report (machine PZ 73751)4.8 设备能力分析Machine capability study4.9 工装批准包括Tool approval report4.10 工装追踪列表（可选）Tooling tracking list (optional)4.11 培训计划、培训认证Training scheduling/ training certificate4.12 工艺能力分析/短期能力Preliminary process capability study / short-term capability4.13 保养计划、指导书Maintenance planning / instructions4.14 操作指导书Work instructions4.15 包装规范Packaging specifications4.16 生产预运行批准Approval for production test run 4.17 首件测试报告Initial sample test report from in-house / external suppliers, PPAP (QS 9000) / PPF (VDA) / (= initial sample inspection report)4.18 可制造性确认Confirmation of manufacturability4.19 物流安排Logistics4.20 首件产品订单、发运清单Order for initial production / Packing list for initial production5. 批量生产部分Volume production5.1 生产工艺能力Process capability for production5.2 成本复核Adjusted calculation6. 质量规划部分Quality planning6.1 生产检验计划Inspection plan for production6.2 流程图Manufacturing process flow6.3 生产检验计划（内部用，所有要求）Inspection plan for production (in-house with all details)6.4 控制计划（客户用）Control plan for production (without details for customer, only HM, abstract of a control plan)6.5 近量产件用检验计划、控制计划Inspection plan / control plan for close-to-production prototype (=Pre-Launch Control Plan = PZ 70131)6.6 供应商APQP APQP subsuppliers (=part of Q plan)6.7 客户用首件测试报告Initial sample test report for customer, PPAP (QS 9000) / PPF (VDA) / (= initial sample inspection report)6.8 首件测试报告批准Approval for initial sample test report6.9 质量报告Quality report6.10 生产质量报告Report on production quality7. 项目管理部分Project Management PEP7.1 RLA/RLA Risk Level Assessment7.2 项目目标、项目申请Projekt goals / project requisition7.3 项目文件夹Project Documents Folder (these included some more Documents)7.4 项目团队Project team7.5 项目计划、关键节点计划Project schedule / milestone plan7.6 Gateway清单、报告Gateway Checklist / Gateway Report7.7 PSR报告 Project status report7.8 APQP报告（供客户，可选）APQP report (checklist start of production sent to customers optional)7.9 产品盈利分析、成本报告、计划与实际对比，PPA项目审核Product profitability analysis (PPA) / status costs report / comparison plan / actual / Post Completion Audit (PCA) (only procets with PPA)7.10 项目预算明细Work Breakdown Structure / cost centre budget plan7.11 工作包协议（需要时）Work package agreement (on demand)7.12 项目介绍、项目评估Presentation / Project review7.13 会议纪要，措施列表Meeting minutes, to do list当文件责任人认为某文件不适用时，需编制说明并得到职能部门经理或PMO的签字确认并放入项目文件夹。In case of documents in not applicable, need explaination with functional manager or PMOs signature and put this into project folder. 当文件责任人认为文件需要满足公司保密政策时，需编制文件说明文件的存放地点，并得到职能部门经理或PMO的签字确认并将其放入项目文件夹。In case of needing follow need to know policy, need explaination with functional manager or PMOs signature and put this into project folder.每条文件责任人见参考文件IN XS 40 500（PEP1/2 ）或APQP页(PEP3)Each item responsible function by IN XS 40 500（PEP1/2 ） or APQP page(PEP3).Reference documents:P170112 PDPP170113 Equiry and quotationP170113-1 RLAP173200 Project managementP170110 FMEAP170202 Review of contract documentsIN XS 40 500 Project Documents Folder - Excel TemplateModifications:NoneFormer Editions:None爱人者，人恒爱之；敬人者，人恒敬之；宽以济猛，猛以济宽，政是以和。将军额上能跑马，宰相肚里能撑船。最高贵的复仇是宽容。有时宽容引起的道德震动比惩罚更强烈。君子贤而能容罢，知而能容愚，博而能容浅，粹而能容杂。宽容就是忘却，人人都有痛苦，都有伤疤，动辄去揭，便添新创，旧痕新伤难愈合，忘记昨日的是非，忘记别人先前对自己的指责和谩骂，时间是良好的止痛剂，学会忘却，生活才有阳光，才有欢乐。不要轻易放弃感情，谁都会心疼；不要冲动下做决定，会后悔一生。也许只一句分手，就再也不见；也许只一次主动，就能挽回遗憾。世界上没有不争吵的感情，只有不肯包容的心灵；生活中没有不会生气的人，只有不知原谅的心。感情不是游戏，谁也伤不起；人心不是钢铁，谁也疼不起。好缘分，凭的就是真心真意；真感情，要的就是不离不弃。爱你的人，舍不得伤你；伤你的人，并不爱你。你在别人心里重不重要，自己可以感觉到。所谓华丽的转身，都有旁人看不懂的情深。人在旅途，肯陪你一程的人很多，能陪你一生的人却很少。谁在默默的等待，谁又从未走远，谁能为你一直都在？这世上，别指望人人都对你好，