新产品导入程序管理专题培训(英文版)(ppt 32页).ppt

NPIPROGRAMMANAGEMENT新产品导入程序管理,INDEX,IntroductionforNPI,TheFocusforNPI,WhatiscustomersmostconcernduringNPIprocess?,NPIProcess,NPIisbecomingmoreandmoreimportantinmostmanufacturingcompanies.Itisthefirststeptowincustomerconfidenceonbothproductioncapabilityandbusinessmanagement.,Introduction,FullNameofNPI:NewProductIntroduction,CONTENT,NPIlocatesbetweendesignandmassproductionanditisaverifyingprocesstoproductdesignandproduction.,HowtogetprofitfromtheNPIbusiness;,TheFocusforNPI,Standingasmanufacturingserviceprovider,weneedfocusonfollowings:,HowtomanagetheNPIbusiness;,HowtocomeoutaproperNPIreporttocustomertogetcustomerapproval;,HowtotransfertheNPItofactorytoimplementmassproductionsmoothly;,Forthesupplier:aQualitybCapacity,WhatiscustomersmostconcernduringNPIprocess?,Fortheproduct:aEnoughtrainingtooperatorsandengineersbProductrequirementareclearandimplementedsolidlycProcesssetupadequatelydProcessevaluationisready,-ThepracticeandlessonlearntinNPIphasearemostimportantascustomerisprefertosolveallproblemswhicharerelatedtodesignandsystemfaultatthisphase,notmassproductionphase.,Pre-studyPhase,NPIProcess,PlanningPhase,ExecutionPhase,Trial-runPhase,Ramp-upPhase,TransferPhase,Pre-studyPhase,-Salesmanagerwillcallrelatedpeopletoreviewthesalesoffer,forecast,projectbudgetandagreement.Atthesametime,productengineersneedtoaskfortheinformationssuchasproductspecificsandproductionrequirementfromPMorcustomertoknowtheprouctinadvance.,PlanningPhase,-Thisphaseisveryimportanttowholeprogram.PMshouldhaveadetailedlisttoreviewonebyonetoensureallinformationarereadyandallplanhaveresponsiblepeopleanddeadline.,aProjectmilestone(Schedule)bProjectorganization(Team)-ProcessEngineer/SMTEngineer/DiagnosticEngineer/QualityEngineer/ProgramManager/Sales/Buyer/Planner/PDM(productdocumentmanager)/Financeetc.cInvestmentplan-PMorhigherhierarchytodefinetheinvestment.Theinvestmentincludesequipmentcost,tooling&jig&fixturecost,trainingcostandrenovationcost.Mostcosthasbeenputintoquotationandnowweneedcontrolitbyitems.,dFacilityplan.PMshouldcallproductionmanager,WHmanager,facilitymanagertodefinethelocation:-whichSMTlinecanbeadequateuse?-wheretoallocatetheproductionline?-wheretostorethefinishedgoods?,eMaterialmanagementplan.-WeneedMaterialManagertodiscussthepurchasingplananddeliveryplanifconsignedmaterialthereis.-Thisplanisveryserioustomakesurethereisnomaterialshortage.-Shortageisveryeasyoccurredonthreecases:singlesourceDOS(daysofsupply)toolongbadBOMusageForthiscase,wecanusesafestocktocontrol.,fQualityplan.-Qualitydept.shouldprovidequalitycontrolplan,sub-suppliermanagementplan,FMEA,environmentreport(ifapplicable).,gManufacturingplan:-Productionmanagershouldreportthemanpowerallocationandmakethetrainingplantooperators.-IEshouldfinishedthelayoutplanandstandardtimecalculation,basedonthevolume,shiftarrangement,operatorquantity,linelayout,tooling&equipmentbalance,technicalpeoplesupport.-TestengineershouldalsofeedbacktherunningstatustoPM.hRiskmanagementplan:-Notallpotentialproblemswouldoccur,butifoccur,someplanandworkmaygoingto“death”.,iECR/ECOplan:-PDMandproductengineershouldcontrolthisplan.PMhavetoconcernaboutoncetheengineeringchangewouldcausecostchange.So,todefineanECR/ECOhandlingprocedureandcostcontrolprocessarenecessary.,jCPManalysisandback-upsolutionconsideration:-CPM:CriticalPathMethod-Whenallplanswereready,PMshouldhaveareviewtoalltheseactivitiesasaby-stagecome-out.Wetitlethereviewmeetingas“planningreview”or“start-upreview”.Thepurposeistomakesureallactivitiesareundercontrolandrunningaswhatweexpected.,-FollowingherearesomeItemswhicharecriticalandneedhighattentioninthereviewmeeting:,GeneralInformation:-customermilestone-capacity-volume-dedicatedprojectpersonnelSupplyChainManagement:-thefocusisonprocurementmanagementandcomponentcoding(orBOMcoding).Beforethemeeting,MaterialpeopleshouldreviewtheBOMandcheckoutwhichonesarecriticalcomponents.Thecriticalcomponentmainlymeanssupplier-controlledmarketand/orhigh-valueuniquecomponent.,ProductionLineSetting:-SMTpackage(Gerber,X-Y,PCNdrawing)-assemblyprocess-packingrequirement(domesticandexport)-traceability-testingsoftwareandhardware-toolingpreparation-deliverymethod-cosmeticspecificationandcheckingmethod-plantlayout-operatortrainingandshiftarrangement,Quality:-controlplanandflowchart,-environmentaudit-processaudit-GR&R-goldensample-trialrunpremises-processqualificationrequirementOtherProblem:-finance-logistics-security,Executionphase,Assoonascustomergivesgosignal,theNPIispromotedinto“executivephase”andachecklistneedtobemade.,Productiondocuments:,aProcessFlow-chartbSOP(orMI/WI)cTestInstructiondFinalInspectionInstructionePackingDesignandInstruction.,aPFMEAbControlPlancGR&RdCapabilityStudyePQPPlan.,Productiondocuments:,AVL(AML)andBOM:,CustomerSpecification&GoldenSample(ifapplicable):,aMakesurethelatestqualityandproductspecificationwasgot,andrenewaloftestsoftware.bQualityengineershouldtransferthespecificationintointernalformat.cTestingengineershouldhaveasoftwareupgradelist.dFinalInspectionInstruction.eDifferentdocumentversionmaybeappliedtodifferentproductversion.,CapEx:-CheckthatapprovedCapExisavailable.,Trial-runPhase,-CustomerreleasedformalPO#andconfirmedprice,westarttrialrun.Theoutputistrialrunreportfromengineerteam.Theresultistrialrunsampleapprovedbycustomerandgiveramp-upsignal.-ThetrialrunreportshouldcovertheprocessesfromSMTtopackingandshipment.Weshouldraiseactionplanforallcriticalproblemsandpotentialsnecessarily.Aftertrialrun,samplewouldbesenttocustomerbasedonrequest.,-Aftertrialrun,samplewouldbesenttocustomerbasedonrequest.-Inmostcases,thewholeNPIcanbelengthenedorshortenedduetomanyfactors,anditisalsonaturallyhavedirectcorrelationtocustomerdemand.,functionality,complexity,requirement,predictedvolume,Thereare4basicfactors:,Ramp-upPhase,-Thetrialrunsamplewasapprovedbycustomerand“go-signal”wasreleased,itmeanswecanmoveto“ramp-upphase”successfully.-ThisisthefinalphaseforNPI.Wemustcheckwhatislostorneedfurtherimprovementforfactoryproduction.-Infact,customerwouldgiveupdatedforecastandMRPplannow.Plannercanmakeproductionschedulebasedonthat.,TransferPhase,-WhencustomerapprovedtheRamp-upplan,NPIPMhastocallameetingwithfactorysteeringtotransfertheprojectandreporttocustomeraboutthetransfer.-prepareacompletedNPIreporttofactorymemberstomakethetransfersuccessful.-KPI(KeyPerformanceIndicators)KPIsaremeasurestoaNPIproject:PM