PIM-产品开发流程管理文档

编号 版本 V1 0页数 1 30 SIS Effective Date 生效日期 Product Implementation Manual Date 日期 Version 版本 Comments 备注 2017 10 091 0Rewrite of Document for SIS Function 职位 Name 姓名 Date 日期 Signature 签名 Written by 拟定 Verified by 审核 Verified by 审核 Approved by 批准 编号 版本 V1 0页数 2 30 PIM lifecycle MIR TSRPIR Production ramp up Feasibility study Opportunity study Specification Prototype development Production start up Mass production End of life Mock up Proto PIO Commercial kick off Commercial preparation Lot 0Lot 1 Technological brick development Technological brick Integration RIP Ptf DR3 ORDR0DR1DR5DR6DR2DR4 PROJECT CORE TEAM QUALIFIED PROJECT CORE TEAM CKR DR3 CKR DR6 Product creation phase Development phaseQualification phase Ramp up phase tests tests FSR 编号 版本 V1 0页数 3 30 1 Purpose and Application Field 1 1 Purpose This manual describes how to implement a project for the development of a Global Product Offer The product The accessories The end to end solutions The services 1 2 Application Field This manual applies to all projects carried out in 某 for the purpose of defining designing constructing and the product basic elements of a commercial proposal The method described here must be adapted to each project in line with the constrain specific to the product offer in question 2 Responsibility The PIM is accompanied by a Project Development Plan PDP under the responsibility of the Project Manager and in keeping with the basic procedure in includes in particular any adaptations simplification of the procedure Project core team responsibility see 4 3 3 Reference Document None 4 Description 4 1 Project Life Cycle The life cycle of a project is made up of the following as shown in the attached figure Life cycle of a product Sales cycle of a product offer Post commercialization After Sales The implementation of a project is based on compliance with this life cycle split into phases Every phase except the last finishes with an end of phase review called a decision review DR representing a formal decision making process The final phase called the end of life is initiated by a decision review in which the phase is planned A Phase is characterized by a specific objective and responsibility for the performance of the activities required for this phase to be completed in assigned to a Project Manager DR List DR PHASES DECISION REVIEW Opportunity StudyO ROpportunity Review Kick Off Review Feasibility StudyD R 0Feasibility Review SpecificationD R 1Project Commitment Review Prototype DevelopmentT S RTool Start Review M I R P I R Mock up Integration Review Prototype Integration Review 编号 版本 V1 0页数 4 30 D R 2Product Performance and Process Validation Review Commercial Kick offC K RCommercial Kick off Review Commercial PreparationD R 3Commercial Launch Review First Shipment F S RFirst Shipment Review Production Ramp upD R 4Product Release Review Mass Production End of Phase kick off Mass Production D R 5 C K R D R 6 Full Qualification Review End of phase Kick off Review Change to End of life Review End of Life Depending on the complexity of radio digital development the project team can decide to skip the mock up development phase 4 2 Project organization and management 4 2 1 Definition The PIM is intended to apply to the definition design construction and production of the base elements of our commercial offer product accessories end to end solutions e g Products Managed Purchased products developed or manufactured to specifications or document files Compatibility with services provider offer PC or PDA offer The following general objectives validated at DR1 are the reference for the project Schedule decision reviews Quality FPY return rate Quantity Ramp up production capacity Cost FCP budget Product Characteristics Marketing specifications orders and deliveries process Product Warranty Duration responsibility Liabilities Supply Chain Rules orders and deliveries process They are all mentioned in PDP In case of partners and or subcontractors both will agree 4 2 2Project Structure Projects are organized into phases Each phase ends with a Decision Review Phase Each phase has a specific objective with dedicated activities It transforms specific inputs into outputs 编号 版本 V1 0页数 5 30 Responsibility for the performance of the activities required for a phase to be completed is assigned to the project manager A decision review is performed at the end of each phase in order to validate the outputs and to acknowledge the transition to the next phase See PIM check list O RO R Check List D R 0D R 0 Check List D R 1D R 1 Check List D R 2D R 2 Check List including P I R C K R D R 3 F S R C K R to D R 3 Check List F S R Checklist D R 4D R 4 Check List D R 5D R 5 Check List D R 6D R 6 Check List Project Development Plan The conditions for applying the project performance methodology to a given case are defined in the Project Development Plan drawn up by the project manager for DR1 4 2 3 Decision to Create A Project The concept of a project is inseparable form the company s commitment to invest the resource human material and financial needed to enlarge its range A project is undertaken following a Decision Review called Kick off Review or OR Opportunity Review The process of defining the project and setting up the project team and the associated budget is a gradual one involving phases of marketing analysis and specification A budget line is started at the OR The company s commitment to carry out a project is made official by a Decision Review called the Project Commitment Review or DR1 4 2 4 Building The Project Team The Project Core Team is appointed partial or complete To prepare the O R Opportunity Review At the O R appointment of a partial or complete Project Core Team to prepare and present the DR0 Including the development of technological bricks if needed The requested resources to prepare the DR0 must be defined and scheduled At lease the Project Core Team dedicated to a Project is appointed at the DR0 If needed Major technological gaps ex new reference design new product concept new techno HWD SWD According to project requirements the project team is made up of permanent or assigned members and experts may be co opted to meet specific needs If generally comprises 编号 版本 V1 0页数 6 30 Project ManagerPJM Product ManagerPDM Technical Project ManagerTPM Industrial Project ManagerIPM Purchasing Project ManagerPPM Quality Project ManagerQPM Customer Service Project Manager CPM Operation Project ManagerOPM Software Project ManagerSPM Hardware Project ManagerHPM Mechanical Project ManagerMPM Validation Project ManagerVPM OPM advise on industrial choice Monitor compliance with production cost targets and taking corrective measures to reduce non quality costs be responsible of target presented for DR1 and mentioned into the industrial plan in order to reach cost target fixed for DR0 Write and implement the product process quality control plan Realize pilot runs from mock up analyze production results and apply corrective action plan to improve quality level Build up NPI budget and specific jig and tool budget jigs and tools for customization and packaging Monitor the development or adaptation of production lines machines test and repair tools for the project From Incoming Inspection to CCS via Global Operation Department including subcontracting production and overseas production 编号 版本 V1 0页数 9 30 Plan and follow process qualification plan regarding project planning verify the coherence between process qualification plan and capacity needs according to the FOPDI till DR5 Establish the production Ramp up in the start up phase Warranty the component industrial validation Warranty technical level of the product regarding project requirement and be in charge of producing manufactured and sold product technical level document Procure tooling supplies starting with the prototypes mock up and then the PTP Production Tooling Prototype and the pre series lots 4 3 5 Purchasing Project Manager PPM In charge of implementing the purchasing strategy for the project These missions Prepare and manage the purchasing plan Oversee the set up of PPQA and the follow up of its implementation Monitor external expenditure for the project supplies external tooling the material costs of the product BOM cost Ensuring that the purchasing strategy is implemented Ensuring consistency of supplier capacities need commitment with the needs defined in the plan DR1 FOPDI Represent the project to the Purchasing Department acting as the interface with project team and EMS through CSA implement procurement and ensure material delivery on time to meet the ramp up planning 4 3 6 Quality Project Manager QPM The QPM represents the customer within the project team He guarantees the Product Process Qualification in terms of customer representative He is the single interface of Quality under the Project These responsibilities Project quality strategy definition and deployment Guarantee the product qualification in terms of validation of the qualification test analysis of the tests results qualification means audit Insure the animation of the improvement loop of quality in conception monitor the components qualification through PLM Qualicomp Database and products Manage the preventive procedures implementation based on the quality tools implementation functional analyses FMEA procedure Guarantee that the developments are carried out in accordance with the prescribed methodologies PIM component qualification guide product qualification guide any specific methodologies applicable to the competence centers engages in the realization of the project Drive all the internal fields tests alpha including repair centre creation tools sample spare part and travel schedule Define and follow the purchase plan of E BOM spare pare and Handset BOM for repair centre Deployment the training for repair centre Define software delivery process for repair centre and finalize the repair document for 3 levels repair centre Test software qualification for service phase Download the software from MLDC and Teleweb server for qualification Equipment and tooling qualification and validation Follow up market feedback report market quality information on time The first return between DR4 Global material management for material PO shortage delivery allocation and excess control after DR4 Provide global version for forecast as the interface of sales OPM will make launch plan schedule for DR3 Production capacity and constraints management Control planning and ramp up Ensure logistic interface with supplier and logistic centers Consolidate IPM industrial capacity and PPM supplier capacity to have feasibility to project for FOPDI releasing Tooling Weekly basis Monthly basis for the report and alert of demand production delivery and inventory End of life management Global exposure and LTVS tracking and report Project exposure control from lot0 lot1 CSA ECN 4 3 9 Software Project Manager SPM In charge of development of the applicative embedded software of the product he co ordinates specifications design integration of embedded software created for the product by the Software Department and or by partners or subcontractors in accordance with technical department processes Participate to the core team weekly meeting monthly meeting These missions Co ordinate to the software team weekly meeting organization technical problem resolution Create the software development plan before DR1 Commitment on a feature list allocated resources time schedule Implement the SDP software development plan within the project Q C T 编号 版本 V1 0页数 11 30 Assure the consistency of the embedded software specifications and developments with the products approved functional and system specifications marketing ergonomics including accessories E2E and performance constant targets are met Contribute to the customization process which must be consistent with embedded software that does not include translation and content definition of customizations Responsible of the customization tools evolution Provide the software parameters for customization hardware parameters are defined by HPM Assure the consistency of the delivery for VAL HW Production Codes languages customizations technical parameters according to delivery scope defined Software releases until DR5 Switch off at SR5 Evolution of CRQ checking of resources availability and schedule impact before acceptance budget impact End of project statement soft process assessment Manage the project specific internal team training The resources allocated by the Software Department for these activities are placed under his responsibility 4 3 10Hardware Project Manager HPM The Hardware Project Manager is responsible of the design and validation activities carried out by the Hardware System Department and or partners or subcontractors These missions Responsible of the Hardware Review process to ensure HW design Q C T can meet product requirements Responsible of the hardware development and optimization antenna acoustics LCD radio digital ASIC system integration PCB aspects including interface with the accessories Responsible of the development realization and optimization of test tools Participate to mechanical architecture to optimize main subjects antenna audio acoustic display shielding ESD Responsible of the development optimization and supply of laboratory and customer care production test software Software upgrade took Cloning tool STT tool TeleWeb took Mini SW LAD Responsible of the DSP software integration Define the PCB layout constraints relying with electric and electromagnetic aspects Responsible of the system integration of the accessories jointly with the accessories team Define the technical parameters relatives on the hardware components and the software DSP Support to the mass production product ramp up The resources allocated by the Hardware Department for these activities fall under his authority 4 3 11Mechanical Project Manager MPM In charge of developments in the product s mechanical electromechanical and interface with accessories the co ordinates the design and validation activities carried out by the Mechanical Engineering Department and or partners or subcontractors These missions Drive the core team management with his team weekly meeting conflict resolution 编号 版本 V1 0页数 12 30 Responsible of the consistency of the mechanical design with the design definition the industrial hardware purchasing and marketing constraints and its conformity to environmental requirements Responsible of the development and validation of tooling for the specific parts including customization Express the specific project training needs of his Team Insure a reporting to the TPM for the technical meeting and to the PTM for the project meeting Participate in insuring Insure the product process realization The resources allocated by the Mechanical Department for these activities fall within his responsibility 4 3 12Validation Project Manager VPM In charge of validation strategy These missions Guide the teams in defining the necessary environments and in establishing test and scenario plans Implement these plans obtaining feedback and tracking corrections Organize the Problem Reports Analysis Meeting CEA PJM subcontractor is decision maker with possibility of delegation Co ordinate the different certificates approvals labels and test reports applicable to the global product offer Co ordinate the running field countries operators interoperability tests Co ordinate and or participate to spec reviews contract reviews test plan reviews of development depart Ergo off the shelf accessories e2e applications Responsible for the validation project from the planning stage through to the decision to launch the product on the market This entails Originate the project by drafting the validation project plan Control the entire project and reporting on progress to the program manager Ensure that validation constraints are incorporated into software development plans Motivate team assigned to the project Within the framework of field returns Participate in the TEAM Monitor technical support worldwide Provide technical support for customer application engineers and marketing The resources allocated by the Validation Department for these activities fall within his her authority 4 4Decision Review Principles Supervision 编号 版本 V1 0页数 13 30 Planning convoking and carrying out a decision review is defined in the decision matrix for each Design Review The convoking responsible will ensure the presence of the decision maker or a duly designated representative at the DR During the DR the following issues will be dealt with Review of critical points Inventory budget specifications planning if needed Major risks Proposals for actions Points to be settled decisions expected Main steps to follow where management will have to intervene Opinion of the Project Team about the DR accept refuse etc Decision Matrix Acceptance refusal or postponement of a decision review is the result of a group decision made by the Project Team representative of 某 management and representative of the customer based on the analysis of the identified risks D If no mutual decision can be reached during the DR the decision is made by the management E The result of decision review and related information should be shared with key persons and key department I For each project the detailed mangers name list of decision matrix has to be defined before OR It s mandatory input for OR PLM and PJM take responsibility to track and get confirmation from manager level and project level see Appendix II sample for decision matrix WNV brand 某 brand All the managers can delegate a person to participate at a Decision Review This delegation should be formal somehow e mail and this has to be included at the DR presence sheet Decision to Pass the Review ACCEPTED Possible action plan but no major problem no major discrepancy between the PIM and the status of t