New Product Introdution (NPI) Guidelines-新产品引进指导.doc

1.0 OBJECTIVE / PURPOSEThis document provides a set of guidelines for the introduction of new products that can be adapted to each sites unique requirements and incorporated in locally controlled documents.2.0 SCOPEThis Guideline covers the requirements, process, responsibilities and key elements required for the introduction of new products into manufacturing. These products can be designed either internally or externally This Guideline covers PCB Assembly, Test and System Integration activities that take place primarily after the business development and product design phases. Any product that is manufactured for the first time in a Flextronics New Product Introduction Center or Flextronics Factory should follow this guideline.3.0 DEFINITIONSNew Product - For the purposes of this procedure, a New Product is defined as a product that is introduced for the first time at Flextronics and/or requires an engineering verification or design validation and prototype build activityProduct Transfer - For the purpose of this procedure, a product transfer refers to a product that has been previously built, either internal or external. This product has already had a design verification and prototype build and only requires a PV and Pilot build to verify the process capability at the manufacturing site. (Once a product leaves the DV and moves to the PV phase, this is considered in Product Transfer mode, but may still be under the control of the NPI organization, depending on local business practices)EV Engineering VerificationEV Units are engineering samples. Units are used to verify the functionality of the design and conformance to design specifications. Typically, the design and form factor is not finalized.These units may be built in a lab environment or in a prototype center. Quantity is determined by mutual agreement with the customer, but is typically less than 10, and may be of higher quantities for high volume products such as telephones.These units are sometimes used by design engineering, marketing, and software development. The units are typically non-revenue generating for the customer.DV Design Validation DV Units are in the final design and fully debugged form. The form factor is finalized. Units are used for final validation testing of the product for conformance to design and product specifications.These units are often built on a prototype line or NPI center, but should be run on the same type of line that volume production will be using. The build quantity is determined through mutual agreement with the customer, but is often less than 100, and may be much higher for products such as telephones.These units are typically allocated to design engineering, quality engineering, test engineering, manufacturing engineering, software development, and marketing, and may be subjected to destructive level testing.The units, often called the Prototype Run, are typically non-revenue generating for the customer. Conclusion of this phase may involve a review meeting with the customer and typically a report is provided summarizing the results.PV Process ValidationPV Units are the final, customer ready units built on the designated production line in the selected production facility to validate the production process, determine process baselines for SPC, test yields, etc. and identify improvement opportunities.The build quantity is determined through mutual agreement with the customer, but can often be greater than 100.PV units, often called the Pilot Run, are typically revenue generating for the customer. Conclusion of this phase typically involves completion of some combination of the following based on customer requirements: a mutually agreed validation/qualification protocol, an exit meeting, and a final report. Abbreviations:AML/AVL Approved Manufacture List/Approved Vendor ListBOM Bill of MaterialsDFx Design for Manufacturing, Testing, and AssemblyDFM - Design for ManufacturablityDV Design ValidationECN Engineering Change NoticeECO Engineering Change OrderEDI Electronic Data InterfaceEV Engineering VerificationFAR - First Article ReportFAI First Article InspectionFMEA Failure Mode and Effects AnalysisGPM Global Program ManagerGR&R Gauge Repeatability & ReproducibilityICT In-Circuit TestLOA Letter of AuthorizationMOQ Minimum Order QuantityMPI Manufacturing Process InstructionPV Process ValidationPM Program Manager4.0 REQUIREMENTSThe following should be completed and/or available prior to the start of a New Product Introduction:4.1Customers financial position has been approved by Business Development in conjunction with Corporate Finance.4.2Manufacturing contract negotiated and signed by Business Development and Customer.4.3Complete Price Quotation with associated pricing back-up and assumptions.4.4Financial exposure for the job is covered by a PO or Mfg. Agreement.4.5The concept phase of the product has been finalized.4.6Issues with Customs, export/Import requirements, trade act implications, duty requirements etc. have been researched and understood.5.0 TRAININGTraining is highly recommended for Program Managers involved in the introduction and/or transfer of products. Training options: Flextronics University, presentation by a subject matter Expert, use of the overview of the New Product Introduction and Product Transfer process FBP-ENG124 located in the eLibrary.6.0 GENERAL RESPONSIBILITY AND AUTHORITYThe site that has been assigned the responsibility for the product, must designate a person to be the primary focal point with the appropriate responsibility and authority to ensure successful completion within the organization.The designated person and team must provide the necessary support as the product moves through the various phases.6.1Business Development / Program managementO Responsible for Completing the business development activities that includes customer pre-qualification, RFQ/RFP, Manufacturing Agreement, customer interface on new business opportunities, etc. Assures Program Manager(s) have been assigned to assume responsibility of NPI program.OA person should be assigned the leadership role, typically this is a Program Manager. This person is responsible for Facilitating and coordinating the entire NPI activities and interfaces with customer and ensures requirements to build the product are met. Holds new product start up meetings, NPI Readiness review meetings, NPI Post Build review meetings, and Product Transfer meetings with relevant departments and/or customer. Provides final proto and pilot reports to the customer.6.2Process/Product Engineering oEnsures the new products are manufacturable by performing DFM analysis and comparing customers requirements with internal capabilities.oProvides relevant work instructions and necessary tooling to build the new products. Supervises and monitors the actual build activities. Interfaces with customer for any process related issues. Ensures the new products are transferable to volume factory.6.3Test EngineeringoDevelops Test Strategy that includes ICT, MDA, FT, System Test, Structural Test, e.g. Laminography. oEnsures the new products are testable by performing DFT analysis and comparing customers requirements with internal capabilities.oProvides relevant test instructions and necessary test fixture/instrument to test the new products. Created TPI. Supervises and monitors the test activitiesoEnsures the new products are transferable to volume factory.6.4Quality EngineeringoEnsures the new products meet customer requirement/specification.oPerforms inspection and verification as deemed required from FMEA.oProvides relevant work instruction, documentation and inspection equipment to ensure product quality. Performs First Article Inspection and ReportoInterfaces with customer for quality related issues. Ensures the new products are transferable to volume factory.6.5Materials/LogisticsProcures parts required to run the proto and pilot builds of the new product. Pipelines materials for future production runs.Research and develop plans and address any issues regarding Customs and trade , export/import, taxes, fees & duties, embargos, shipping and delivery methods etc.6.6PlanningMaster SchedulerThe master scheduler should focus on material availability and factory capacity. The master scheduler should interface with program management, as a conduit to understanding customer needs when loading the plan. The master scheduler should be responsible for the accuracy of the MPS load, and Schedules the target proto and pilot build run dates.PlannerThe planner should focus on the daily operations of factory management with emphasis on both internal and external customer satisfaction. This position should be responsible for creating and executing a factory schedule. This position should also be responsible for any short-term material status requests. 6.7ProductionExecutes build per MPI and TPI and provides feedback to relevant departments for Manufacturability and Testability.6.8 Documentation ServicesReceives and maintains customer documentation in Document Control area and/or Agile. Distributes customer documents to relevant departments. Ensures only current and controlled documentation are distributed. 6.9Environmental, Health & Safety (EHS)o Evaluates all Environmental Aspects and Labor Hazards related with the NPI, in order to ensure the compliance with the legal requirements associated with these topics, environment protection and employee safety. oReceive and implement on the process any customer requirement associated with Environment, Health & Safety Performance.As per requested in FBP-ENG101 NPI Checklist7.0 PROCEDURE7.1 Finalize Business Development deliverables oApproval of business by VP Business Development & Site GM per regional Business Development Bid pre-approval process.oPre-Qualification of potential customer financials by Business Development in conjunction w/corporate finance per regional Business Development Customer Qualification process.oComplete and submit RFQ/RFP per regional Business Development RFQ Procedure.oReceive Purchase Order.oNotify site of Business Award.oGM notifies Business Development of Program Manager assigned.oForward complete RFQ with associated pricing back up and assumptions to site GM/PM (include survey if applicable).oAttend site Launch meeting for review of quotation pricing, costed BOMs, assumptions, advise of customer contacts, hot buttons, meet NPI team, etc.oNegotiate and put in place signed Manufacturing Agreement.7.2 Develop Team Composition and Formation7.2.1The NPI team is typically comprised of people with the following functions:Program ManagementProduct EngineeringProcess Engineering (PCBA Level)Process Engineering (System Level)Test Engineering (Development)Test Engineering (Operation)Quality EngineeringSupply Quality EngineeringPurchasingPlanningDocument ServicesProductionMaterial LogisticsInformation TechnologyEnvironmental, Health & SafetyCustomer representatives7.2.2 After the contract award, the Program Manager should initiate a meeting with the managers of each department to review the contract requirements. Based on the nature of the products, each department manager determines candidate(s) to support the product(s) or customer.7.2.3Upon formation of the NPI team, the Program Manager should prepare a list of these individuals along with their contact information in the NPI Checklist, Form FBP-ENG101 or REF-142, NPI Enclosures Check list.7.3 Develop NPI Checklist 7.3.1As a primary contact for the entire program, the Program Manager initiates the NPI Checklist (Form FBP-ENG101 and REF-142 NPI Enclosures Check list.), checks the items that are applicable to the product(s), and fills out as much information as possible in the checklist. Those areas or items that are unclear should be marked and discussed in the team meeting.7.3.2The Program Manager distributes the checklist to the NPI team members. The checklist should be dated for traceability and revision control.7.4 Develop Implementation Plan and Schedule7.4.1Communicate build deliverables The Program Manager should initially make clear to the customer the timeline of key deliverables to meet prototype and pilot build deadlines. This should be in writing and the acknowledgement from the customer should be archived for reference.For example (needs be adapted to local requirements):EV/DV/Prototype BuildSchedule/plane defined30 days before buildComplete Doc Package5 days before buildMaterials kit2 days before buildPCB0-1 day before build1st built board2-3 days from materials/PCB receipt1st Flying probe4-5 days from materials/PCB receiptComplete Proto5-7 days from materials/PCB receiptPV/Pilot BuildComplete Doc Package20 days before buildTest Equipment List30 days before shipDelivery of Test Equipment10 days before shipDelivery of Known good unit10 days before shipTest Equipment Training10 days before shipPilot Build cycle time10 days7.4.2Develop a Detailed Plan oNPI projects should have an implementation plan and schedule that at a minimum covers the primary activities. The Program Manager should draft up the implementation plan and schedule based on the customer requirement and timeline along with long lead-time material information from Purchasing. As a guideline, refer to FBP-ENG102 NPI or FBP-ENG103 Schedule Templates. For a more detailed sample of a proto and pilot schedule refer to FBP-ENG104.oThe plan and schedule should be reviewed by the team members in the kick-off meeting. With customer and NPI team members participation, a finalized plan and schedule should be derived.7.5 Conduct the NPI Kick-off MeetingoThe NPI program should start with a kickoff meeting chaired by the responsible Program Manager. NPI team members should attend the meeting.oPreliminary checklist, implementation plan and schedule should be available and/or distributed to the team members prior to the kick-off meeting. The ownership of each area in the NPI Checklist (Form FBP-ENG101 or REF-142 NPI Enclosures Check list.) and Build Readiness Checklist (Form FBP-ENG105) should be clearly defined in the kick-off meeting.oThe NPI team members in the kick-off meeting should review the implementation plan and schedule. Critical path and action items with due dates should be defined accordingly. oA periodic meeting date to review the checklist and plan/schedule should be defined in the kickoff meeting.7.6 Obtain Customer Review and ApprovaloThe Program Manager should share the NPI Checklist with the customer. Any customer deliverables in the critical path of the project should be emphasized and brought to the customers attention immediately.oWhen the implementation plan and schedule have been reviewed and finalized internally, the Program Manager should submit the plan and schedule to the customer for review and approval.7.7 Define the Volume Manufacturing Site; preplanning for transfer.At EV phase, the Program Manager should recommend the volume-manufacturing site(s) to the customer. At DV phase, the volume-manufacturing site should be determined and a tentative transfer time should be scheduled. It is recommended that the receiving site program manager be assigned during this time and should start forming a transfer team. Refer to FBP-ENG120 Product Transfer guidelines. This should be done to ensure a smooth transition from DV/proto, to a PV/Pilot at the receiving facility.7.8 Conduct Program Management Reviewo Interface with customer and ensure all requirements to introduce the product are metoHold new product start up meetings, NPI Readiness review meetings, NPI Post Build review meetings, and Product Transfer meetings with relevant departments and/or customer.oFill out and update the NPI checklist FBP-ENG101 or REF-142 NPI Enclosures Check list. and the Build Readiness Checklist FBP-ENG105 for the product information.oAcquire and distribute, in coordination with Documentation Services, all pertinent documents at customer controlled revision levels.oEnsure all materials required to build the product are available prior to the build.7.9 Perform Documentation ServicesPerform activities as outlined in Checklist template FBP-ENG101 or REF-142, NPI Enclosures Check list. and Planning template FBP-ENG102oAssemble the Document PackageoA typical document package includes:P Bill of Materials (BOM)P Approved Manufacturer List (AML)P Assembly DrawingP Electrical SchematicP CAD/Gerber filesP Manufacturing Specifications P Test Plan and test procedureP ECO / DeviationsP Special InstructionoReview Document Package and ReleasePThe document package shall be reviewed for accuracy and completeness prior to release. The customer code, new part numbers and BOM structure are entered into the database and an ECO is generated and released by Doc. Services. BOM, AML/AVL are entered into the ERP database (BAAN) upon release of ECO.PThe customer should be informed of any document discrepancies.PReview and Sign-off ECOs per established procedures a