PIM产品开发流程管理

1、Product Implementation ManualDate日期Versio n版本Comme nts备注2017-10-091.0Rewrite of Docume nt for SISFun cti on职位Name姓名Date日期Sig nature签名Written by拟定Verified by审核Verified by审核Approved by 批准PIM lifecyclePROJECT CORE TEAMQUALIFIED PROJECTCORE TEAMOpportu nitystudyCommercialkick offtestsCommercial preparat

2、i ontestsFeasibility studyVCKR DR3End oflifeDR3Specificati onLot 1Mass producti onPrototype developmentProducti onramp upTech no logical brickdevelopme ntORTechnological brickIntegration (RIP -Ptf) MIR/TSR4PIRDR0DR1DR2Product creati on phaseDevelopme nt phaseProducti on start upFSRDR4CKR DR6DR5DR6Qu

3、alification phasewRamp up phase1. Purpose and Application Field1.1 PurposeThis manual describes how to impleme nt a project for the developme nt of a Global Product Offer:- The product- The accessories- The end to endsoluti ons- The services1.2 Applicatio n FieldThis manual applies to all projects c

4、arried out in某 for the purpose of defining, designing, con struct ing and the product basic eleme nts 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. ResponsibilityThe PIM is accompa nied by a

5、Project Developme nt Pla n (PDP)un der the resp on sibility of the ProjectManager and in keeping with the basic procedure; in includes in particular any adaptations/ simplification of the procedure.Project core team resp on sibility, see 4.33. Referenee DocumentNo ne4. Description4.1 Project Life Cy

6、cleThe life cycle of a project is made up of the followi ng as show n in the attached figure:- Life cycle of a product- Sales cycle of a product offerPost commercialization (After Sales)The impleme ntati on of a project is based on complia nee with this life cycle, split into phases.(DR)Every phase,

7、 except the last, fini shes with an end- ophase review called“ a decisi on reviewrepresenting a formal decision-making process. The final phase, called the - of- life ” , isndiated by a decisi on review in which the phase is pla nn ed.A “ Phase ” is characterized by a specific objective and responsi

8、bility for the perfoemiaithe activities required for this“ phase ” to be completed in assigned to a“ Project Manager ”DR List DRPHASESDECISION REVIEWOpportu nity StudyO.ROpportunity Review (Kick Off Review)Feasibility StudyD.R.0Feasibility ReviewSpecificati onD.R.1Project Commitme nt ReviewPrototype

9、 Developme ntT.S.RTool Start ReviewM丄R (*)Mock up In tegrati on ReviewP.I.RPrototype In tegrati on ReviewD.R.2Product Performs nee and Process Validati on ReviewCommercial Kick- offC.K.RCommercial Kick-off ReviewCommercial Preparati onD.R.3Commercial Lau nch ReviewFirst Shipme ntF.S.RFirst Shipme nt

10、 ReviewProducti on Ramp- upD.R.4Product Release ReviewMass Producti onD.R.5Full Qualificati on ReviewEnd of Phase kick offC.K.REnd of phase Kick-off ReviewMass Producti onD.R.6Change to End of life ReviewEnd of Life(*): Depe nding on the complexity of radio/ digital developme nt, the project team ca

11、n decide to skip the mock up developme nt phase.4.2 Project organization and management4.2.1 DefinitionThe PIM is inten ded to apply to the defi niti on, desig n, con struct ion and product ion of the base eleme nts of our commercial offer (product, accessories, end- to- end soluti ons e.g.).-Produc

12、ts Man aged- Purchased products (developed or manu factured to specificati ons or docume nt files).- Compatibility with services provider offer, PC or PDA offerThe follow ing gen eral objectives validated at DR1, are the reference for the project.-Schedule(decisi on reviews )-Quality(FPY, return rat

13、e )-Quan tity(Ramp up, producti on capacity)-Cost(FCP, budget )-Product Characteristics(Market ing specificati ons, orders and deliveries process,-Product Warra nty(Durati on, resp on sibility,)-Liabilities-Supply Chain(Rules,orders and deliveries process,)They are all men ti oned in PDP.In case of

14、part ners and/ or subc on tractors, both will agree.4.2.2 Project StructureProjects are organized into phases. Each phase ends with a Decision Review.PhaseEach phase has a specific objective with dedicated activities. It tra nsforms specific in puts into outputs.Resp on sibility for the performa nee

15、 of the activities required for a phase to be completed is assig ned to the project man ager.A decisi on review is performed at the end of each phase in order to validate the outputs and to ack no wledge the tran siti on to the n ext phase.See: PIM check list:O.RO.R Check ListD.R.0D.R.0 Check ListD.

16、R.1D.R.1 Check ListD.R.2F.S.RC.K.R to D.R.3 Check ListF.S.R ChecklistD.R.4D.R.4 Check ListD.R.5D.R.5 Check ListD.R.6D.R.6 Check ListProject Developme nt Pla nThe con diti ons for appl ying the project performa nee methodology to a give n case are defi ned in the Project Developme nt Pla n draw n up

17、by the project man ager forDRI.4.2.3Decisi on to Create A ProjectThe con cept of a project is in separable form the compa ny s commitme nt to in vest theresource (human, material and financial) needed to enlarge its range.A project is undertaken following a Decision Review called“ K-ick off Review ”

18、Opport un ity ReviewThe process of defining the project and setting up the project team and the associated budget is a gradual one in volv ing phases of marketi ng an alysis and specificati on.A budget line is started at the OR.The company s coiitment to carry out a project is made official by a Dec

19、ision Review called the “ Project Commitment Review” or“ DRBuildi ng The Project TeamThe Project Core Team is appo in ted (partial or complete):- To prepare the O.R (Opport un ity Review).At the O.R, appo in tme nt of a partial or complete Project Core Team to prepare and prese nt the DR0.(In

20、 cludi ng the developme nt of tech no logical bricks, if n eeded).- The requested resources to prepare the DR0 must be defi ned and scheduled.At lease, the Project Core Team dedicated to a Project is appo in ted at the DR0.(*) If n eeded: Major tech no logical gaps (ex: new reference desig n, new pr

21、oduct con cept, new tech no: HWD/SWD)Accord ing to project requireme nts, the project team is made up of perma nent or assig ned members, and experts may be co- opted to meet specific n eeds. If gen erally comprises:Project Man agerPJMProduct Man agerPDMTech ni cal Project Man agerTPMIn dustrial Pro

22、ject Man agerIPMPurchas ing Project Man agerPPMQuality Project Man agerQPMCustomer Service Project Man agerCPMOperati on Project Man agerOPM(*)Software Project Man agerSPMHardware Project Man agerHPMMecha ni cal Project Man agerMPMValidati on Project Man agerVPM(*)OPM & VPM exist o nly for WNV brand

23、 project. (see Appe ndix I Project core team orga ni zati on chart).4.2.5Project Scope Cha nge Con trolFor DR1 on wards, any cha nge affect ing the defi niti on of the product and/ or alterati ons of characteristics, for whatever reas on, are subject to a specific processECR/ECN- Product cha nge man

24、 ageme nt procedure4.2.6Allocati on And Co nsolidatio n (Resources And Budget)The resources and expe nditure prior to DR1 are allocated at the OR, and reviewed at DR0 by the BU director.The final budget allocated to a project is validated at DR1. It must comprise the phases from DR1 to DR5.As regard

25、s of the dedicated tooling, commitments are authorized at the Tool Start, apart from a few excepti ons (cf sect ion above)This budget has to be con solidated bottom up by the BU director.Within the limits of the budget allocations, the Project Manager is responsible for how resources and expe nditur

26、e are committed.Budget approval will be released and re-approval periodically and minimum at each Design review. In case of part ners an d/or subc on tractors, both will agree.4.2.7Scheduli ng And Progress Follow- upThe general schedule validated at DR1, is the reference schedule for the project. In

27、 case of part ners an d/or subc on tractors, both will agree.Ongoing con solidati on and adjustme nt of the gen eral schedule take place dur ing the weekly or bi-m on thly project progress meeti ngs headed by the Project Man ager. All these meet ings are recorded and updated action point and risk fo

28、llow-up lists are draw n up.A formal, con cise, releva nt progress report to the directors is made on a mon thly basis, from DR0 to DR5. The main objective is to report critical/major risks. The presentation contains the following items:-Highlights for the previous month-Projects Risks TOP 5 on glob

29、al product offer-Other Projects Risks / main problems (if n ecessary, otherwise in the report)-Q/C/T Project In dicators (Pla nning, Budget, FPC, Quality)-Main Decisions taken the previous month or to take during the presentation. if necessary-Other in dicators (if n ecessary, otherwise in the repor

30、t)-Highlights for the curre nt monthA formal progress report is recorded and sent to the management according to the diffusion list with in particular the syn thesis of actions and decisi ons take n duri ng the review.In additi on, every DR will be followed by a debriefi ng by the project team, for

31、all teams in volved in the phases of the project, possibly with the in volveme nt of the directors.Monitoring is also done by ALL members of the team with a weekly or by-monthly progress report and list of acti on point.4.3 Missions SheetMissions of Product Project Team s Members4.3.1Project Manager

32、 (PJM)The project manager is responsible for achieving the commitments validated at DR1. He acts as arbiter within his team, for optimization for the Q/C/T objectives.These missions:- Manage all the specification (system level) for the product.Drive the core team management (weekly meeting with the

33、basic project team, conflict resoluti onAnd. take authorizati on of core team members performa nee evaluati on.- Define and apply the Project Development Plan for the project Q/C/T objectives.- Coordinate the activities relating to the development, industrialization and commercialpreparati on of the

34、 product offer. (Releases)- Carry out the project reporting (indicator, e.g.)- Assure that the objectives such as Cost- Time to market ramp up, are consistent with the in itial product P&L - objectives prese nted at DR1 and adjusted at DR3 (FOPDI).- Coordinate with BU director all the actions define

35、d and follow their implementation in the project.He has to take care of all aspects which can significantly change the P&L of the product and make decisions or proposal to the directions when this is relevant.In case of partners and /or subcontractors, the project Manager centralizes all information

36、 flow between the partners and /or subcontractors and 某 (included non-conformity, warning, customers problem, preventives action)with the support of the QPM.4.3.2Product Manager (PDM) 产品经理He/she is the represe ntative of the project for the dow nstream departme ntProduct & Solutions, Sales & Marketi

37、ng, Communication, Design, Pack & translation.These missions:- Define of the full product offer, including design, packaging, ergonomic and graphic presentation choices, customization needs, and shop cost and margin objectives. Elaborate MU, ID card and the Product Functional Specification.- Drive t

38、he core team management (weekly meeting with his/her team, conflictresolution ,)it means co-ordination of the activities involved in ergonomic specifications , design, translation, packaging, user manual, commercial launch and market analysis.- Define the messages translation, the user manuals and t

39、he product releases.- Ensure that the commercial tools required for the product launch are available.- Realize the product information (pricing strategy) in the Business Plan.4.3.3Technical Project Manager (TPM)The technical project manager is responsible for the technical choices and performances o

40、f the global product offer within the project, incorporating the Q/C/T criteria. He is responsible for ensuring consistency in the choices between the hardware, software and mechanical parts.These missions:- Insure of the system specifications integration- Insure of the technical part of the develop

41、ment plan and technical documentation- Technical interface with the production centre / validation / Product and Solutions- Overall technical activities relating to the development /integration (technical co-ordination: hardware, software and mechanical.)4.3.4 Industrial Project Manager (IPM)The IPM

42、 manages the industrialization of the product for production, industrial validation of the components including multi-source components. The IPM ensures that the technical solutions are consistent with the production process and the quantity, scheduling, quality and production cost targets.He is the

43、 interface between the Sub-contractor and the Core-team, during the industrialization process and mass production (Incoming inspection, production process, customization process, packaging process, procurement process, service after sales process, sub-contracting production process, overseas product

44、ion process transfer) and he drives the industrial core team management.These missions:- Be responsible for the industrialization plan and industrial objectives for the project, suggest in dustrial process orie ntati on (new tech no logies);advise on in dustrial choice.- Monitor compliance with prod

45、uction 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 mo

46、ck-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

47、 project. (From Incoming Inspection to CCS via Global Operation Department, including subcontracting production and overseas production).- Plan and follow process qualification plan regarding project planning; verify the coherence between process qualification plan and capacity needs according to th

48、e 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 producingmanufactured and sold product technical level document.- Procure tooling suppl

49、ies starting with the prototypes/mock-up and then the PTP(Production Tooling Prototype), and the pre-series lots.4.3.5Purchasing 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

50、 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 def

51、ined 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.4.3.6Quality Project Manager (QPM)The QPM represe nts the custom

52、er within the project team. He guara ntees the Produ 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 valida

53、tion 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

54、 on the quality toolsimpleme ntati on (fun cti onal an alyses, 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

55、centers engages in the realization of the project).- Drive all the internal fields tests (alpha & beta)- Manage the operator s and customer audits.4.3.7 Customer Service Project Manager (CPM)In charge of implementing customer service strategy for the project.The missions:- Take into account the serv

56、ice strategy of level 1, 2 and 3.- Define the maintenance plan and repair strategy; 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

57、.- 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