产品实现策划控制程序Product Realization Planning Control ProcedureHiP-WSHT-IOP-Q034 V2.0.doc

赫比（上海）通讯科技有限公司Hi-P (Shanghai) Technology Co., Ltd.内部作业程序Internal Operation Procedure文件名File Name产品实现策划控制程序Product Realization Planning Control Procedure 文件编号File No.HiP-WSHT-IOP-Q034版本号Version 2.0发布日期Released date4 April 2006页次PagePage 1 of 5修订记录Revision History编制人日期修订内容版本号AuthorDateChange DescriptionRevHao Dahai郝大海2 Dec 2005First release首次发布1.0Hao Dahai郝大海4 April 2006Changed format更改格式2.0批准Approvals职位姓名签名日期PositionNameSignatureDateMRJasmine Yan1.0目的 1.0 Purpose1.1针对公司各项由于新项目要求之下，具体说明及规定产品实现的规划方式及流程，以确保生产顾客最满意产品。1.1 To provide details and specifications for various planning methods and processes for product realization under the requirements of new project of the company, to ensure to produce the most satisfactory products for the customers.2.0范围2.0 Scope2.1凡本公司为实现新项目的规划及流程均属本范围。2.1 All plans and processes of the company to achieve the new project belong to this scope.3.0权责3.0 Duties3.1工程部负责组织产品实现的各项规划，组织试生产、文件标准化。3.1 The engineering department is responsible to organize various plans for product realization, and organize trial production and document standardization.3.2PMD（NPI项目工程负责人）负责新产品转移过程前的组织，并协助工程部做好新产品的转移工作3.2 PMP (NPI project engineering principal) is responsible to organize before transfer process of new products, and assist the engineering department to perform the transfer of new products.3.3相关部门配合策划和实施全过程。3.3 Related departments cooperate in the whole process of planning and implementation.4.0定义 4.0 Definitions4.1质量策划：致力于制定质量目标并规定必要的运行过程和相关资源以实现质量目标；4.1 Quality planning: seek to formulate the quality target and specify necessary operation process and related resources to achieve quality target;4.2项目：由一组有起止日期的，相互协调的受控活动组成的独特过程，该过程要达到符合包括时间、成本和资源的约束条件在内的规定要求的目标。4.2 Project: a unique process consisting of a group of controlled activities with starting and ending dates which coordinate with each other, this process should reach the target of conformance to specified requirements including limiting conditions of time, costs and resources.4.3本处所指新项目是赫比公司NPI已经完成了试生产，得到客户确认可以批量生产转移过来的项目。4.3 new project here refers to the transferred project for which the companys NPI has completed the trial production, and which can be put into bulk production with the customers confirmation.5.0 程序5.0 PROCEDURE5.1 Project transfer chart5.1项目转移图 WIRELESSNPI范围 Scope时间 Time项目开始 Project start批量生产前 Before bulk production批量生产后 After bulk production5.2 新项目策划准备5.2 Planning and preparation of new project5.2.1当NPI项目部（以下简称PMD）接到客户要求进行新产品的策划时，为了保证批量生产前的项目转移顺利进行，在成立小组之初，WIRELESS 工程部（以下简称工程部）便参与项目的先期策划。5.2.1 When NPI project department (hereinafter referred as PMD) receives the customer request to perform planning of new products, in order to ensure the smooth operation of project transfer before bulk production, at the beginning of establishment of the group, Wireless engineering department (hereinafter referred as Engineering Department) already participates in the prior planning of the project.5.2.2工程部指定项目负责人，由其负责整个项目的策划和实施。5.2.2 The engineering department specifies the project principal, who should be responsible for the planning and implementation of the whole project.5.2.2.1项目负责人负责按照PMD的项目计划编制 “Project Role and Responsibilities Matrix”，确定前期参与的项目小组的人员和时机，报运营经理审批。5.2.2.1 The project principal is responsible to prepare “Project Role and Responsibilities Matrix” according to PMDs project plan, confirm the participant staff at earlier stage and timing, and report to the operation manager for approval.5.2.2.2项目负责人负责从项目的开始参与NPI的工作，了解进度，及时调配项目小组人员参与和了解对应部门得进度情况，保证在批量生产前与项目相关的事宜都得到恰当的信息，对整个项目批量生产得转移进行策划和组织。5.2.2.2 The project principal is responsible to participate in NPIs work from the beginning of the project, learn about the progress, and distribute the staff of project group in time to participate and learn about the progress of the corresponding department, and ensure appropriate information has been received about the issues related with the project before the bulk production, for planning and organization of the bulk production transfer of the whole project.5.2.3VQE（供应商质量工程师，以下简称VQE）的先期介入，由于供应商转移涉及公司对外要求一致性，为了保证在批量生产时供应商的稳定，在前期选择供应商时应由NPI和WIRELESS共同进行，供应商的选择可以由NPI 的VQE负责，在决定是否为合格供应商时要双方共同确认合格才可以申请为合格供应商。5.2.3 Participation of VQE (vendors quality engineer, hereinafter referred as VQE) at an earlier stage, as the supplier transfer involves the consistence of the companys external requirements, in order to ensure the stability of suppliers during bulk production, should be performed together by NPI and Wireless for selection of suppliers at an earlier stage, and VQE of NPI can be responsible for the selection of suppliers, while deciding on which are qualified suppliers, only suppliers that have been jointly confirmed by both parties as qualified, can apply as qualified suppliers.5.2.4CQE（客户质量工程师，以下简称CQE）的先期介入，为了更好的了解客户要求，CQE应熟悉每一次客户的反馈和NPI的任何项目变化，确保在批量生产时发生的任何已经得到解决的问题得到及时处理。5.2.4 Participation of CQE (customer quality engineer, hereinafter referred as CQE) at an earlier stage, in order to better learn about the customer requirements, CQE should be familiar with every feedback of customers and any project variation of NPI, and ensure any solved problems occurred during bulk production are settled in time.5.3项目转移5.3 Project transfer5.3.1项目转移的部门对应5.3.1 Department correlation for project transfer：NPI team交接对应Exchange correlationWIRELESS teamPMD-ENGINEERINGLogistic -MaterialPlastic Tooling -BenchIE -ENGINEERINGAssembly-AssemblySAP / Packaging-ENGINEERINGCS-CSMolding-MoldingBusiness Development -CSPainting-Painting5.3.2其它当得到PMD通知进行项目转移时，工程部负责指定项目转移负责人（以下称项目负责人），由其全权负责项目转移的相关事宜。5.3.2 Others while receiving the PMDs notice for performance of project transfer, the engineering department is responsible to specify the project transfer principal (hereinafter referred as project principal), who is wholly responsible for related issues of project transfer.5.3.3项目小组与PMD移交过程的双方接洽人员应考虑以下内容：5.3.3 The project group and the contact persons of both parties for PMD transfer process should consider the following contents:A) 设施与环境的规划A) Planning of facilities and environment当考虑此项新产品实现的状况，如果需要做各项的设施添置或调整时，由项目管理部与相关部门人员依据现时的情形，做以下的策划：While considering the status of the realization for this new product, if acquisition or adjustment should be made for various facilities, the project management department and staff of related departments should make the following plans according to the current situations:1)设备的部分，如果需新添购或做修改时，按设备管理制度执行，并做后续的跟踪，以便能满足交期要求。1) For the equipment part, if new acquisition or change is needed, it should be implemented according to Equipment Management System, and subsequent tracking should be performed, in order to meet the requirements of delivery term.2)工装的部分，Bench按工装夹具管理制度和模具管理制度执行，并做后续的跟踪，以便能满足交期要求。2) For the tooling part, Bench implements according to Fixtures and Tooling Management System and Mould Management System, and performs subsequent tracking, in order to meet the requirements of delivery term.3)厂房部分，生产部与相关部门应考虑此项产品的实现是否需要新的空间，目前公司是否有此空间，如果没有时应及时做出规划并予以跟踪落实。3) For the factory building part, the manufacturing department and related departments should consider whether the realization of this product needs new space, and whether the company currently has such space, if not, planning should be made in time and its implementation should be tracked.4)为实现产品，生产部与相关部门还应考虑相关的水、电、气、灯光、通讯和空调等的配套是否到位，是否有特殊的环境要求，如果有不足之处，应提出规划方案，并据以执行。4) In order to realize products, the manufacturing department and related departments should also consider whether the facilities of related water, power, gas, light, telecommunication and air conditioning etc. is ready, whether there are special environmental requirements, if there are any defects, plan should be proposed and implementation should be performed based on it.B)人力资源的规划B) Planning of human resources人力资源部应依照各相关部门所提供的人力需求，而进行相关的人力资源规划，这包括生产人员、品管人员、包装人员、工程人员、技术人员等的需求，并对这些人员实施适当的培训，以及上岗资格考核。具体依人力资源管理程序执行。The human resources department should perform related planning of human resources according to the human resources demand provided by various related departments, such demand includes the demand for production personnel, quality management personnel, packaging personnel, engineering personnel, technical personnel etc., and appropriate training and job qualification assessment should be implemented for these staff. The details should be implemented according to Human Resources Management Procedure.C) 检测设备规划C) Planning of inspection equipments1) 品管部应依据产品检测要求，衡量公司目前的测量能力是否充足，进行检测设备的规划；1) The QC department should perform the planning the inspection equipments by measuring whether the companys current measuring capabilities are sufficient according to the requirements of product inspection;2) 若有新的检测设备要求时，提出请购申请，经公司同意后购买，并注意后续的跟踪，以满足客户的交期要求。If there are new requirements of inspection equipments, apply for requisition and purchase after being approved by the company, and pay attention to the subsequent tracking, to meet the customers requirements for delivery term.D) 原辅材料规划D) Planning of raw and accessory materials此时应考虑有哪些材料需重新开发供应商，重新进行采购，才能满足生产需求，具体依采购管理程序执行。并必须注意跟催动作，以满足交期要求。At this time it should be considered which materials need to redevelop suppliers and repurchase in order to meet the production needs, the details should be implemented according to Purchase Management Procedure. We should also pay attention to the tracking, in order to meet the requirements for delivery term.E) 验收准则、工艺方法的规划E) Planning of acceptance guidelines and technical methods项目管理部考虑现有的工艺流程、作业标准哪些要做增加或改动后才能满足生产需求。The project management department should consider which among the existing technical procedures and operation standards need to be added or changed in order to meet the production needs.品管部考虑现有的验证、确认、监控、检验与试验过程，以及各项验收准则哪些要做增加或更改后才能满足生产需求。The quality management department should consider the existing verification, confirmation, monitoring, inspection and testing procedure, and which among various acceptance guidelines need to be added or changed in order to meet the production needs.5.3.4项目计划编制完成后报总经理审批通过后实施。5.3.4 After preparation, the project plan should be submitted to the general manager for approval before implementation.5.3.5实施5.3.5 Implementation5.3.5.1文件转移5.3.5.1 File transfer5.3.5.1.1所有部门移交文件由接收人编制“文件移交评审单”，并评审签字确认，必要时组织相关部门人员评审，在评审表中签字确认。评审时应针对文件的完整性进行审核。5.3.5.1.1 For transfer files of all departments, the receiving person should prepare “File Transfer Review Form”, and review and sign for confirmation, when necessary, staff of related departments should be organized for review, and signature and confirmation in the review form. During review, the integrity of the files should be reviewed.5.3.5.1.2如果有问题，应及时要求NPI的相关部门和人员予以解释和补充，对修订后的文件应重新检查是否符合要求。5.3.5.1.2 If theres any problem, related departments and staff of NPI should be required in time for explanation and supplement, and revised documents should be rechecked whether they conform to the requirements.5.3.5.1.3所有的转移文件均要求软、硬拷贝各一份，并且版本一致为最新版。5.3.5.1.3 All transfer documents will require one soft copy and one hard copy for each, and the versions should be consistently the latest version.5.3.5.1.4评审完成后，将所有移交文件的原件和评审记录交文控中心（DCC）存档，并按照文件的需求按照文件控制程序中“试用文件”进行发放。5.3.5.1.4 After review is completed, submit the original copies and review records of all transfer files to Documents Control Center (DCC) for archiving, and distribute as the “trial documents” in the “File Control Procedure” according to the demand of documents.5.3.5.1.5项目转移时的“试用文件”的更改和审批权属于NPI责任部门，文件控制中心只负责对更改记录的保存和更改的文件替换。5.3.5.1.5 The right to amend and review the “trial documents” during project transfer belongs to responsible department of NPI, and DCC is only responsible for the storage of amendment records and replacement of amended documents.5.3.5.2设施转移5.3.5.2 Facilities transfer5.3.5.2.1设施包括：模具、工装、夹具、量具等。5.3.5.2.1 The facilities include: moulds, tooling, fixtures, measuring instruments etc.5.3.5.2.2工程部负责对模具、生产工装夹具的验收。5.3.5.2.2 The engineering department is responsible for acceptance inspection of moulds and tooling and fixtures for production.5.3.5.2.3品管部负责对量具的验收。5.3.5.2.3 The quality management department is responsible for acceptance of measuring instruments.5.3.5.3确定转移标准5.3.5.3 Confirming transfer standards生产部门工程部负责确认上次批量订单的数据记录是否满足BOM表(如生产数量的不良率，报废状况等)，直到达到BOM表的要求，才可以作为接收的准则。The engineering section of the production department is responsible to confirm whether the data records of the previous batch order meet the requirements of BOM form (such as defective rate of the production quantity, scrap conditions etc.), until it meets the requirements of BOM form, before it can be the guidelines for acceptance.5.4批量生产5.4 Batch production5.4.1在批量生产前，由生产部门工程部负责组织相关的部门开量产会议，对是否具备量产条件进行评估，将评估结果记录在“量产评审表”中，并经运营经理审批。5.4.1 Before batch production, the engineering section of the production department is responsible to organize related department for the batch production meeting, to evaluate whether the conditions for batch production are met, and the evaluation results will be recorded in the “batch production review form”, and reviewed by operation department manager.5.4.2首次量产过程中，工程部负责收集BOM表中规定的各项指标的数据，作为项目是否可以正式移交的证据，相关部门负责验证转移过来的技术文件是否适用。5.4.2 In the process of first time batch production, the engineering department is responsible to collect the data of various indexes specified in BOM form, as the evidence whether the project can be officially transferred, and related department is responsible to verify whether the transferred technical documents are applicable.5.4.3生产出来的首件，应由生产部技术员送交生产部质检人员做全检。质检人员依据图纸和参数规格进行检验，如果首件全部合格才可以进行小量生产,小量合格后才可进行批量生产，若有一项参数不合格，则必须重新试制小样，如此不断循环直至合格，才可批量生产。5.4.3 The produced first item should be submitted to the quality inspector of the production department by the technician of the production department for full quantity inspection. The quality inspection staff should perform inspection according to the specifications of drawings and parameters, small quantity production can only be performed if the first items are all qualified, if theres one parameter failed, trial production of samples should be performed once again, it should be continuously circulated in this way until it is passed before batch production is possible.5.4.4量产一段时间后，由工程部负责组织量产总结会议，总结首次量产中发生的问题，并与NPI协商处理办法。直到所有的重大问题得到解决后才可以进行项目移交。5.4.4 After certain per