APQP状态报告程序(ppt 82页).ppt

CourseIntroduction,APQPStatusReportingProcessAPQP状态报告程序,ParticipantIntroductions,Writeyournameanddivisiononanametentcardwiththemarkersprovided.在纸上写下你的姓名部门.Preparetointroduceyourselftotheclassbysharing:向课堂上的所有人介绍:Yourname你的名字Yourtitle你的职称WhyyouareinterestedintheAPQPcourse你为什对APQP课程感兴趣Yourinterest你的日常兴趣爱好,CourseGoals,Uponcompletionthiscourse,Participantswillbeableto:完成本课程培训，参加人员可:DescribetherelationshipbetweenFPDSandAPQP.理解FPDS和APQP的关系.Describetheimportanceofcross-functionalteamcommunication.跨功能小组合作沟通的重要性.3.ExplaintheAPQPelementsrequiredinproduct/processdesign.解释在产品/过程设计中APQP各要素的要求.4.ExplaintheAPQPelementsrequiredinpreparationformanufacturing.解释在准备生产过程中APQP各要素的要求.5.ExplaintheAPQPStatusReportingProcess.理解APQP状态报告过程.,FPDS,MonthsbeforeJob1forS1toS6programsS1-S6项目在Job1之前的时间节点,FPDSOnlineResources,ModuleIntroduction组成部分介绍,IntroductiontotheAPQPProcessAPQP过程介绍,1-1,FordInitiatives,Definition,APQP(AdvancedProductQualityPlanning)isastructuredmethodfordefiningandexecutingtheactionsnecessarytoensurethataproductsatisfiesthecustomer.APQP是一种结构化的方法，用来确定和制定确保某产品使顾客满意所需的步骤,Goal,ThegoaloftheAPQPprocessistofacilitatecommunicationbetweenallpersonsandactivitiesinvolvedinaprogramandensurethatallrequiredstepsarecompletedontime,withahighquality-of-event,atacceptablecostandqualitylevels.APQP的目的是使所有参加该项目的人员和行为便于沟通，确保所有开发阶段按时，以可接受的成本和质量水准完成.,APQPPurpose,ThepurposeiftheAPQPprocessistoestablish:APQP的目的是建立:Commonexpectationsforinternalandexternalsuppliers对内外部供应商共同的要求Commonprocessmetrics通用的过程表格Acommonprogramstatusreportingformat共同的状态报告格式RolesandresponsibilitiesfortheAPQPelementsAPQP各要素的职责和角色AbetterunderstandingofhowtheAPQPelementsrelatetoFPDS更好理解APQP各要素和FPDS的联系,APQPBenefits,APQPaidstheprogramteamby:APQP帮助项目小组:Addingdiscipline增加纪律Facilitatingearlyidentificationofrequiredchanges早期确定可能的更改Avoidinglatechanges避免晚期更改Providingaqualityproductontime,atacceptablecost,tosatisfycustomers用可接受的价格，准时提供优质的产品，满足客户Facilitatingcontinuousimprovement使持续改进更方便,APQPBenefits(Contd),Elements要素Teamwork小组工作Communication沟通Timing/Planning时间/计划IdentifyActivities定义行动Roles角色ProgramManagement项目管理QualityandReliability质量和可靠性TeamLeaders小组领导Engineers工程师Suppliers供应商ProgramTeam项目小组,APQP23个要素,1选点决定2顾客输入要求3精致工艺技术4设计失效模式后果分析5设计评审6设计验证计划7分承包方APQP状态8设施、工具和量具9样件制造计划10样件制造11图纸和规范,12小组可行性承诺13制造过程流程图14过程失效模式后果分析15测量系统评价16试生产控制计划17操作工过程指导书18包装规范19产品试生产20生产控制计划21初始过程能力研究22生产确认试验23生产件批准(PSW),福特四项特殊要素,1.SourcingDecision选点决定；2.CustomerInputRequirements顾客输入要求;3.Craftsmanship精致工艺；4.SubcontractorAPQPStatus分承包方APQP状态;,检查清单中的重要要素,DesignFMEA设计FMEADesignVerificationPlan&Report设计验证计划和报告PrototypeBuildControlPlan样件制造控制计划ManufacturingProcessFlowchart制造过程流程图ProcessFMEA过程FMEAPre-LaunchControlPlan试生产控制计划OperatorProcessInstructions作业指导书ProductionControlPlan生产控制计划,16,1-2,APQP指南目的,IncludesbestpracticeAPQPevaluationprocess,processmetrics,andstatusreportingLinkstheAPQPprocesstoProductDevelopmentandmanufacturingprocesses把APQP过程与产品开发和制造过程相联系。DefinesrolesandresponsibilitiesfortheAPQPprocess定义APQP过程的角色和职责DevelopsacommonAPQPprocessforbothinternalandexternalmanufacturingandassemblysuppliers为内部制造和外部供应商提供一个通用的开发过程,AccessingtheAPQPGuidelines访问APQP指南,BoththeGuidelineandtheformsareavailable.指南和表格均可由此获得。,1-4,ModuleIntroduction,FPDSTimingRelationshipandResponsibilitiesFPDS时间进度关系和职责,Scaleability,APQPGenericProgramGanttChart,RelationshipTable,VONMPLaunchEngineer,MatrixforQualityPlanning质量策划矩阵,1-6,ModuleIntroduction,APQPRiskAssessmentandKick-offAPQP风险评审和起动,APQPSystemicFlowAPQP系统流程,1-3-C,APQP起动会议,Step1.InitiatetheAPQPprocess第一步.开始APQP过程Step2.Educatetheattendees第二步.培训参加人员Step3.Finalizerolesandresponsibilities第三步.定义角色和职责Step4.Discussandfinalizeworkplans第四步.讨论和决定工作计划,风险评估的目的,ThepurposeistohelpdeterminetheextenttowhichtheAPQPstatusreportingprocessneedstobeperformedbythesupplier:目的是为了决定各个供应商在APQP状态报告的范围：Atthebeginningofanewmodelprogram在每一个新项目开始的时候AnytimeaPSWiscompletedPSW完成的时间,风险评估检查清单,Isusedasathoughtstartertoassistinassessingpotentialriskinasupplier用作开始支持对潜在的风险供应商的评估方法Requiressubjectiveexperiencetobeusedmosteffectively利用个人经验使评审效果最佳,Parts/SystemsPriority零件/系统优先级,HighImpactparts/systemsarethosethatrequirespecialattention.高影响度零件/系统需要特别关注。Prioritizedparts/systemsmaximizetheuseofSupplerTechnicalAssistance(STA)andteamresources.优先的零件/系统使供方技术支持（STA）和小组资源的使用最大化。MediumandLowImpactparts/systemsaremonitored,butdonotgetthehighlevelofattention.中等和低影响度零件/系统被监视，但不会引起高度关注。,PrioritySelectionCriteria优先选择准则,ProgramTeamcategorizesparts/systemsusingfourmajorareasofrisk:项目小组依据风险的四个要素把零件/系统分类：#1QualityHistory#1质量历史#2SupplierProfile#2供方大纲#3EngineeringProfile#3工程大纲#4Performancev/starget#4与目标相对的绩效,PrioritySelectionCriteria优先选择准则,#1QualityHistory#1质量历史HighwarrantyorThingsGoneWrong.高的保修记录或运行状况不良FrequentQualityRejectsand/orcampaigns.频繁的质量拒收和/或冲突。Similarcomponent/systemwasthecauseofarecallaction.相似的部件/系统导致一次召回行动。,PrioritySelectionCriteria优先选择准则,#2SupplierProfile#2供方大纲Newsupplier.新供方。Newmanufacturinglocation.新制造场所。Productormanufacturingtechnologyisnew.产品或制造技术是全新的。SupplierdoesnotmeetFordQuality供方不满足福特的质量要求Standards(Q1)orisunderQ1probation（Q1）标准或低于Q1证明。,PrioritySelectionCriteria优先选择准则,#3EngineeringProfile#3工程大纲Designisnew.新设计。Manufacturingtechniquesarenew.制造技术是新的。Similarproductsaresubjecttonumerousdesignchangesthatthreatenprogramtiming.相似的产品是导致大量设计变更而威胁项目事件进度原因。Highproductorprocesscomplexity.高的产品或过程复杂性。Productisstrategicallyimportantduetohighvisibilityorfunctionalperformance.由于高的可见度或功能性，产品处于战略重要地位。,PrioritySelectionCriteria优先选择准则,#4Performancevs.Targets#4与目标相对的绩效Designgoalswillbedifficulttoachieve.设计目标将难以完成。Reliabilitygoalswillbedifficulttoachieve.可靠性目标将难以完成。Qualitygoalswillbedifficulttoachieve.质量目标将难以完成。Programtimingiscompressed.项目时间进度被压缩。Costtargetsareaggressive.成本目标过高。,ExampleRiskAssessmentChecklist,ExampleRiskAssessmentChecklistAnswers,ModuleIntroduction,APQPReportingFormsAPQP报告格式,计划和定义,成立小组,预算批准,初始材料清单,产品保证计划,项目追踪表,资源决定,问题日志,管理者支持,顾客输入要求项目进度设计目标可靠和质量目标可承受的成本目标计划产量关键联系人,产品质量进度计划,产品设计和开发,DFMEA,初始CC/SC清单,设计评审,设计验证计划,设计验证,分供方APQP状态,设备、工装和量具,样件制作控制计划,制造系统分析计划,MSA计划,小组可行性承诺,样件制作,包装规范,图纸和规范,PFMEA,特殊产品/过程特性,初始过程能力研究计划,MSA,试生产控制计划,过程与产品特性联结,平面布景图,特性矩阵表,包装标准,产品/过程质量系统评审,管理层评审,产品和过程验证,作业指导书,试生产,生产控制计划,质量计划批准和管理层支持,生产件批准(PSW),在物料需求日提交PSW零件,功能检查报告,初始过程能力研究,生产验证,包装评估,信息反馈和纠正措施,经验学习,交货和服务,过程设计和开发,SI,PT,PD,PI,TD,TC,PC,PR,SO,LR,JI,PS,客户满意,减少偏差,设计验证和批准报告,AccessingForms,InformationWorksheet,TheInformationWorksheetsummarizesprograminformationononeform.在一张信息工作单上总结了项目的所有信息,ElementRatingChecklist,StatusReport,GYRStatus,FormsLinkage,InformationWorksheetFields,ElementRatingChecklist,ChecklistFields,StatusReport,StatusReport(Continued),ChecklistGuidelines,MostplanningfortheAPQPelementsoccursfrom(KO)to.APQP要素中大部分计划发生在(KO)到阶段.ProgramteamreportingformostAPQPelementsbeginsat.APQP要素中大部分项目小组报告发生阶段.BoththeAPQPchecklistandStatusReporthavecommonfieldsthatarenotlinkedbetweentheforms.TheAPQPchecklistandStatusReportmustbeupdatedforeachmilestone/teameventasrequiredbytheprogramteamorcustomer.根据客户或项目小组要求APQP检查清单和状态报告在每一个时间节点/小组事件时必须更新,ModuleIntroduction组成部分介绍,PlanandDefine计划与定义,1-7,ProcessFlow过程流程,FeedbackAssessment&CorrectiveAction反馈、评估和纠正措施,Product&ProcessValidation产品与过程确认,ProcessDesign&Development过程设计和开发,ProductDesign&Development产品设计和开发,PrototypeBuild样件制造,Plan&Define计划与定义,1-8,SourcingDecision选点决定,ItisadocumentthatadvisesinternalandexternalsuppliersofkeycontactpersonnelwithinFord(STA,purchasing,engineers,etc.).是内、外部供方与Ford（STA、采购、工程等）协商关键联络人的文件。Itservesasaformalcustomercommitmenttoworkwithallinternalandexternalpartsuppliers,toolingsuppliers,andfacilitysuppliersonaprogram.作为与项目中的内、外部零件供方、工装供方和设施供方共同工作的正式对顾客的承诺。,1-9,SourcingDecisionExpectations选点决定的期望,Allinternalandexternalsuppliersforaprogramareidentified项目所有的内、外部供方已经确定Earlysourcingtargetagreementsareestablishedandsignedbyappropriateareas由适当的区域建立并签署早期资源指标协议Allnon-Q1suppliersareidentified所有非Q1供方已经确定Specialarrangementsfornon-Q1suppliersareidentified非Q1供方的特殊安排已经确定Aprogramtimeline,alignedtoFPDS,isestablishedfromto已经建立了从到的、与FPDS一致的项目时间安排,1-10,SourcingDecisionChecklist选点决定检查清单,1-11,CustomerInputRequirements顾客输入要求,TheCustomerInputRequirementselementensuresthattheprogramteamappropriatelyassessesthepotentialmanufacturing,process,anddesignissuesearlyintheproductdevelopmentphase.顾客输入要求要素为了要让项目小组，在产品开发阶段适当的评估潜在的制造、过程和设计问题。CustomerInputRequirementsarethedesigncriteriaandtheprogramrequirementsnecessarytoinitiatetheAPQPprocess.顾客输入要求是启动APQP过程的必要的设计准则和项目要求。,1-12,CustomerInputRequirementsExpectations顾客输入要求期望,Issuesfromsurrogatecomponentsorplantsareidentifiedandaddressedwithproductandmanufacturing.已经识别了暂时代替的零部件或工厂的问题，并解决了生产和制造问题Componenttargetsandproductassumptionsaredefined.已经定义了零部件指标和产品假设TargetsforTGW,TGR,Warranty,UsefulLifeReliability,andIncomingQualityareestablished.已经建立TGW、TGR、保证、使用寿命可靠性和进货质量指标Capacityplanningvolumesaredefined.生产量策划值已定义,1-13,CustomerInputExpectations(Continued)顾客输入要求期望（续）,Systemcomponentdesignsandspecificationsshouldinclude:系统部件设计和规范应该包括：Productassumptions产品假设Functionalperformance性能表现Dimensions几何尺寸Weight重量Material材料Reliabilityandqualitygoals可靠性和质量目标,1-14,CustomerInputChecklist顾客输入检查清单,1-15,Craftsmanshipisanassessmentofwhatthecustomersees,touches,uses,hears,andsmells.Itaffectsdesignandmanufacturing,anditimprovestheoverallperceptionofvalue.精致工艺是对顾客看到的、感觉到的、使用的、听到的和闻到的评估。影响设计和生产，并改进全面感官的价值。,Craftsmanship精致工艺,1-16,CraftsmanshipExpectations精致工艺期望,ObtainCraftsmanshiptargetsandobjectivestodevelopCraftsmanshipplans获得精致工艺指标和目标以开发精致工艺计划DeveloptheCraftsmanshipstrategy开发精致工艺战略ImplementaplantoachieveCraftsmanshiptargets实施计划以达到精致工艺指标IntegrateplanstosupportthefinalCraftsmanshiptheme整合各项计划以支持最终精致工艺计划EnsurethatthedesignandmanufacturingprocessescomplywithCraftsmanshipstrategyandplans确保设计和制造过程符合精致工艺战略和计划IdentifyandresolveCraftsmanshipissuesthatarise识别并解决发生的精致工艺问题,1-17,CraftsmanshipChecklist精致工艺检查清单,1-18,TeamFeasibilityCommitment小组可行性承诺,TheTeamFeasibilityCommitmentelementdetermineswhethertheproposeddesigncanbemanufacturedwithintheprogramsguidelinesandspecifications.小组可行性承诺要素确定了建议的设计是否能根据项目指南和规范进行制造Thegoalsofthiselementaretoverifythatallofthe:本要素的目的是验证所有：Activitiesagreethattheycanproducetheproductwithinspecifications.活动可以生产符合规范的产品Feasibilityconcernsareresolvedandnecessaryproductandprocesschangesarecompletedbeforefirstproductionprove-outs(1PP).在第一预生产单元建立（1PP）前解决可行性问题和必要的产品和过程更改.,1-19,TeamFeasibilityCommitmentExpectations小组可行性承诺期望,Theprogramteammustestablishaformalfeasibilityprocessanddocument.项目小组必须建立正式的可行性过程和文件。FeasibilitiesaretrackedandmajorfeasibilityconcernscanberesolvedbeforeProductionTrialRun.在产品试生产前追踪可行性，并解决可行性涉及的重要问题。WERSandAIMSconcernsareresolved,andtheproductcanbemanufacturedtomeetCp/Cpkandtolerancerequirements.解决了WERS和AIMS设计的问题，可以在满足Cp/Cpk和公差要求的情况下制造产品。Suppliersandsubsupplierswerepartofthefeasibilityprocess.供方和分承包方式可行性过程的一部分。,1-20,TeamFeasibilityCommitmentChecklist小组可行性承诺检查清单,1-21,ModuleIntroduction组成部分介绍,ProductDesignandDevelopment产品设计和开发,1-22,ProductDesignandDevelopment产品设计和开发,FeedbackAssessment&CorrectiveAction反馈、评估和纠正措施,Product&ProcessValidation产品与过程确认,ProcessDesign&Development过程设计和开发,ProductDesign&Development产品设计和开发,PrototypeBuild样件制造,Plan&Define计划与定义,1-23,Elements要素,DesignFMEA设计FMEADVP&R设计验证计划和报告Subcontractor/SubsupplierAPQPStatus分承包方/分供方APQP状态DrawingsandSpecifications图样和规范,1-24,DesignFMEA设计FMEA,Agroupofactivitiesintendedto:一组活动，用于:Identifypotential:识别潜在的:Productfailuremodesearlyintheproductdevelopmentphase产品开发阶段的早期产品失效模式Productdesignsafetyconcerns产品设计安全涉及的问题Significant/critical/specialcharacteristics重要/关键/特殊特性Establishapriorityfordesignimprovementactions为设计改进活动建立优先顺序Documenttherationalebehindproductdesignchangestothedevelopmentoffutureproductdesigns将产品设计变更中的思路文件化，作为未来产品设计的开发的输入,1-25,DFMEAExpectationsDFMEA期望,CompletingDFMEAsthatfocusonwhathaschangedinthedesignanditseffectontheentiresystem完成关注设计中进行的更改及其对整个系统的影响的DFMEACreatingalistofpotentialSpecialCharacteristics(YC,YS)resultingfromDFMEAsorequivalentanalysis建立DFMEA或类似的分析输出的潜在特殊特性(YC,YS)清单Addressinglessonslearnedandqualityissuesfoundinelement2,CustomerInputRequirement解决在要素2，顾客输入要求中发现的质量问题和学到的经验EnsuringthattheDFMEAinfoissenttoPFMEAteams,includingthespecialcharacteristicslist确保将DFMEA信息，包括特殊特性清单传递给PFMEA小组,1-26,DesignFMEAChecklist设计FMEA检查清单,1-27,DVP&R设计验证计划和报告,Liststheengineeringevaluationsandtestsrequiredtoestablishthatadesignisfitforuseintheintendedenvironment列出建立适于在预期的环境中使用的设计所要求的工程评价和试验AssistsProductDevelopment(PD)inverifyinganddocumentingthefunctionality,reliability,anddurabilityofthevehiclesdesignthroughplannedtestsandevaluations协助产品开发（PD）按计划的试验和评价，验证和文件化车辆设计的功能性、可靠性和耐久性DocumentstheplansandreportsforDesignVerificationofagivendesign将对给定设计进行设计验证的策划和报告文件化Identifiestests,acceptancecriteria,samplesizes,andcompletiondatesinastandardformat以标准的形式确定试验、接受准则、样本容量和完成日期,1-28,DVP&RExpectations设计验证计划和报告期望,Correctiveactionplansmustbecompletedforanytestresultthatdoesnotmeetdesignspecandreliabilitygoals必须针对任何没有满足设计期望和可靠性目标的试验结果完成纠正措施计划TheDVP&Rmust:DVP&R必须：AlignwithPQOSdeliverables配合PQOS可交付性Provideinputstocompletereportsandproformas向完成报告和形式提供输入Identifyanyspecifictests,methods,equipment,acceptancecriteria,samplesizes,designlevel,andtiming确定任何特殊的试验、方法、设备、接收准则、样本容量、设计等级和时间安排,1-29,DVP&RChecklist设计验证计划和报告检查清单,1-30,SubcontractorAPQPStatus分承包方APQP状态,TheSubcontractorAPQPStatuselementidentifiesandreportsontheconditionofexternalcontractors(i.e.,suppliers)andsubcontractorsAPQPprocess.分承包方APQP状态要素确定和报告外部承包方（例如供方）和分承包方APQP过程的状况InternalandexternalsuppliersidentifyAPQPrequirementsbycascadingprogramtargetsAPQPrequirementstotheirsubcontractors,andbyconductingAPQPreviews,asappropriate.内部和外部供方通过向分承包方逐级传递项目指标APQP要求和适当时进行APQP评审确定APQP要求,1-31,SubcontractorExpectations分承包方期望,SubcontractorAPQPStatusgeneralexpectationsarethatallinternalandexternalsuppliersmust:分承包方APQP状态的总的期望是所有内部和外部供方必须：AssesstheriskandspecifytheleveloftheirsubcontractorsAPQPparticipation评估风险和确定它们的分承包方参与APQP的等级CascadeAPQPrequirements