项目管理系统程序

1、Project Man ageme nt System项目管理系统Prepared by C. NigriChecked by C. NigriApproved by G. BugaScope: 范围This procedure is issued in order to define and coordinate the management processes related to the new product development.All the activities related to Original Equipment Projects must comply to this

2、 procedure since the Feasibility Study to the SOP (extended to the 3rd month of production after the ramp-up phase without Major Non Conformities or Customer Claims). This procedure is valid for industrial, i.e. any product developed for industrial customers and upon a specific customer request or n

3、eed. 本程序用于定义和调整涉及新项目开发的管理过程 从可行性研究到批量生产(延伸至的生产爬坡阶段之后第三个月，在这三个月里且没 有发生重大不合格项或客户投诉)所有涉及到初始设备计划的活动都必须遵从本程 序。本程序是针对工业，比如，任何为工业客户开发的产品，并且是基于特殊客户的要求 或需求Involved functions: 相关职能部门All the departments.所有部门1. Activities 活动 Sofima Automotive Filters has established a Project Management System based on a teamwo

4、rk organization.Each Project is divided into several phases (called Milestones) that must be managed by a Project Manager (PM).The Milestones scheme is intended as a guide for the PM and the team to complete the projects successfully and should normally be followed; anyway the PM can decide to modif

5、y the scheme according to the specific needs of the Project.The Project Manager organizes the work and the tasks for each team member and leads the project since its start to the 3rd month of production after the ramp up phase without major non conformities or customer claims.After that, the Project

6、 is closed and the standard functions of the company must manage the production and the quality.In case of major modifications required by the customer the PM restarts to work on the project, or a new PM is assigned.The PM gets the support of the team members and collaborates with them to successful

7、ly close the Project.During the entire Project duration the PM and his team follow the Milestones scheme to execute all the activities whose outputs are parts of the APQP (Advanced Product Quality Planning).The APQP package is summarized in the APQP20 file where all the relevant information is summa

8、rized. 索菲玛汽车滤清器已经在团队合作的基础上建立了项目管理系统 在项目经理的管理下，每个项目被划分为若干个阶段(名为节点) 每个节点的安排为项目经理和项目小组成功地完成项目指导方向，节点的安排必须正 常的执行；总之项目经理可以根据项目的特殊需要决定修改项目节点。 项目经理安排工作和任务给每个小组成员，并始终领导项目从项目开始阶段到在没有 重大不符合项或客户投诉的情况下完成爬坡阶段后的第三个生产月 之后，项目关闭，公司的基本职能部门必须维持生产和质量假如客户要求有重大修改，项目经理重新开始对该项目进行操作，或者任命新的项目 经理。项目经理从项目小组得到支持并与之合作成功的关闭项目整个项目

9、的持续阶段，项目经理和他的小组按照节点计划去执行所有的活动，这些活 动的输出是APQP的一部份。APQP所有相关的信息在APQP20文件中得到总结。1.1 Preliminary phase准备阶段Resp on sible:Gen eral Man ager责任人：总经理After the first con tacts with the customer to defi ne the basic con tract requireme nts (volumes, target price, SOP, draw ings / TS / samples)1. The Area Manager

10、submits the new project proposal to the General Manager;2. The General Manager analyzes if the project is suitable for the company in term of strategy and in dustrial feasibility;3. After the start- up decision, the General Manager will decide- The project budget (for expenses);- The PM (with the su

11、pport of the Chief Engineer); The team members (with the support of each Departme nt Man ager);- The Area Manager provides all the available documentation to the PM and to the Chief Engin eer;4. The team members are in formed about the new Project; the PM sends to the team members all the available

12、documentation and defines a preliminary pla nning (customer milest on es, internal milest on es);5. The PM fills the APQP20 form with the basic information concerning the Project.与客户第一次接触以定义基本的合同要求(数量，目标价格，SOP，图纸/TS/样品)1. 区域经理递交新项目建议给总经理2. 总经理分析是否这个项目适合公司现阶段的策略和工业的可行性3. 决定项目启动后，总经理要决定：-项目预算(开支)-项目经理

13、(在总工程师的支持下)-小组成员(每个部门经理的支持下)4. 区域经理向项目经理和总工程师提供所有可利用的文件5. 告知每个小组成员关于该新项目的情况，项目经理发给小组成员所有可利用的 文件并定义初步计划(客户节点，内部节点)6. 项目经理将有关项目的基本信息填入APQP20表格中1.2 Phase A:Customerrequireme nts阶段A :客户要求Resp on sible:Project Man ager责任人：项目经理In this phase the PM creates in the Technical Department Server (T:) with the p

14、roject n ame, containing all the folders described in the Project Man ageme nt Fili ng ProcedureThe PM is resp on sible to keep updated all the docume nts in this folder; this folder is the repository of all the in formatio n concerning the Project.All the activities described in the APQP20 form hav

15、e to be completed in this phase.Phase con clusi onThe PM monitors all the activities described in the APQP20 and assign a colour to indicate the activity status; the colour is assigned according to method described in the Semaphore Tool Instruction; the PM is responsible to decide whether the activi

16、ty is Target Critical or Time Critical.When all these activities (and all the additi onal ones that may have bee n added by the PM) all the team members meet together to decide together with the PM is the phase is closed.In case that the con tract requireme nts cannot be respected, the PM must infor

17、m the Gen eral Man ager immediately.在这个阶段，项目经理在技术部门服务器上(T:)用项目名称建立一个文件夹，这个文件夹包含了项目管理文件归档程序中所描述的所有的文件夹。项目经理有责任持续更新文件夹中的所有文件，这个文件夹存放了有关这个项目的所 有信息。在APQP20表格中所描述的所有活动在这个阶段一定要被完成。阶段总结项目经理监控 APQP20中所描述的所有活动，指定颜色来识别活动状态；颜色根据 Semaphore工具指导书描述的方法来指定；项目经理有责任决定该活动是目标临界 还是时间临界。当所有的活动完成时(和由项目经理增加的所有的附加活动)所有的小组成员

18、聚集在 一起与项目经理共同判定时表示这个阶段的结束。一旦合同的要求不能遵守，项目经 理必须立刻通知总经理1.3 Phase B:Prelimi nary desig n阶段B :初步设计阶段Resp on sible:Project Man ager责任人：项目经理In this phase the team prepares the prelim inary desig n.The most releva nt activities (but not all) are:1. The Design Engineer prepares the draft of the product desig

19、n, based on the available TS, no rms, customer draw in gs, etc; the DE prepares the draw ings ofall the components and prepares the BOM draft fro the purchasing departme nt; the DE writes the D-FMEA with the support of the PE and QE;2. The Purchasing Department issues the orders and buys the compone

20、nts forthe prototypes (when necessary); the order must specify (and the supplier must agree with )all the technical and functional requirements, as well as quality requireme nts for the prototypes;3. The DE with the support of the Chief Engineer and HS prepares the list of all the materials, collect

21、s all the data sheets and safety sheets and evaluates the compatibility with the compa ny HS system;4. The PE prepares a draft of the P-FMEA with the support of the DE and QE, and issues the prototypes con trol pla n;5. The DE evaluates the required machinery to produce the finished product anddefin

22、es the preliminary layout considering also (but not only )the following aspects:* Automation (if possible); Ergono mic; Bala nee of the line;* Etc ；6. The AM updates the con tract requireme nts if view of any modificati on compared to the in itial offer （if any）.Phase con clusi onThe PM follows the

23、same procedure as in the paragraph 3.2 / Phase con clusi on.在本阶段项目小组准备初步的设计 主要涉及到的活动有（但并非所有）：1. 设计工程师在TS，规范，客户图纸等的基础上准备产品的设计草图；准备所有 零件的图纸，准备初始材料清单给采购部；在工艺工程师和质量工程师的帮助 下编写设计FMEA。2. 采购部发出订单购买原型件所需的零部件（当需要的时候）；订单必须指定（且供应商必须执行）所有的技术和功能要求，也包括原型件的质量要求3. 在总工程师和HS的支持下设计工程师准备所有材料的清单，收集所有的记录 表和安全表单并评估与公司的健康安全

24、系统是否一致。4. 工艺工程师在设计工程师和质量工程师的帮助下准备过程FMEA的草稿，起草样件控制计划。5. 设计工程师评估生产成品所需要的设备，定义初步的场地布局，同时也要考虑 到以下方面自动操作（如果可能）*人类环境学现场的平衡6. 如果比较最初的报价（如果有）有任何的变化，AM更新合同要求阶段总结项目经理按照章节3.2/阶段总结 相同的程序进行阶段总结1.4 Phase C:Definitive design (Release for investment)阶段 C：最终设计Responsible:Project Manager责任人：项目经理In this phase the team

25、 prepares the definitive design in order and releases the project for investments.The most relevant activities (but not all) are:1. The DE creates the BOM and distributes the definitive drawings;2. The QE with the support of QC and Prototype Team checks the quality of the prototypes raw material bas

26、ed on the Prototype Control Plan;3. The Purchasing Department orders the samples and PPAP to the suppliers;4. The QE checks and approved the suppliers; with the support of QC and DE e checks and approved the samples from the suppliers (RELEASE OF COMPONENTS). Then he writes the definitive CP for the

27、 production with definitive machinery, tools and moulds; the QE plans a small batch of production (at least 300 pcs or 2h, called ONE-DAY Production); he prepares and submit to the customer the PPAP documentation with the samples: every time the PPAP samples are sent to the customer the QE stores in

28、 a safe place at least one master sample that must be clearly identified;5. The PE sets up the new production line (when planned), prepares the working cycles and instructions, plans the and executes the training of the workers and executes a pre-series production with all the definitive tools; then

29、 he collaborates with the Maintenance Department to prepare the maintenance planning for all the new machines;6. The AM updates the contract requirements if view of any modification compared to the initial offer (if any).Phase conclusionThe PM follows the same procedure as in the paragraph 3.2 / Pha

30、se conclusion. 设计定义阶段 主要涉及到的活动有(但并非所有)：1. 设计工程师制定 BOM ，分发最终图纸2. QE 在 QC 和样件小组的支持下，按照样件控制计划对样件原材料进行质量检 查。3. 采购部向供应商订购样件，供应商递交 PPAP4. QE 验证并批准供应商；在 QC 和 DE 的支持下，检查和批准来自供应商的样件 (零件放行)。然后编写在确定的设备工装模具下生产的最终控制计划； QE 安排小批量生产(至少 300 件或 2 小时，名为一日生产)；准备 PPAP 文件并 和样品一起递交给客户：每次递交 PPAP 样件给客户， QE 保存至少一个能够 清晰识别的标准样

31、品。5. PE 建立一条新的生产线，准备工作周期和指导书，计划并完成对工人的培训， 用确定的工具执行一系列的生产；然后与维修部合作准备所有新设备的维修计 划。6. 如果比较最初的报价(如果有)有任何的变化， AM 更新合同要求 阶段总结 项目经理按照章节 3.2/ 阶段总结 相同的程序进行阶段总结1.5 Phase D:Mass production preparation (Release for serial production)阶段 D: 大批量生产准备Responsible:Project Manager责任人：项目经理In this phase the team prepares

32、the mass production.The most relevant activities (but not all) are:1. The QE validates the machinery and the production process and organizes the MSA when necessary; he executes the ONE-DAY Production planned in the Phase C; He defines the product audit with the collaboration of the Laboratory Manag

33、er;2. The AM issues a forecast of the production volumes during the ramp-up phase;3. The LE executes the training for the warehouse keepers concerning the product and its components.Phase conclusionThe PM follows the same procedure as in the paragraph 3.2 / Phase conclusion. 准备批量生产阶段 主要涉及到的活动有(但并非所有

34、)1. 在需要的时候， QE 对机器和生产工艺进行验证，组织 MSA 分析；完成在阶段 C 中计划的一日生产活动；在实验室经理的合作下定义产品审核；2. AM 制定在生产爬坡阶段的生产数量的预测3. LE 完成对仓库保管员关于产品和零件的培训 阶段总结 项目经理按照章节 3.2/ 阶段总结 相同的程序进行阶段总结1.6 Phase E:Project finalization阶段 E:项目结束Responsible:Project Manager责任人：项目经理In this phase the team concludes the activities and closes the proj

35、ect.The most relevant activities (but not all) are:In this phase the team makes the final review of the project and compares the initial requirements with the results.D-FMEA, P-FMEA and all the linked documents are updated, then the PM verifies the final cost of the product and submits the informati

36、on to the General Manager. The QE executes a Process Audit.Finally the PM and the team meet together to verify that all the open activities have been closed.The PM is responsible for the last revision and to archive the Project documentation. 项目总结阶段 主要涉及到的活动有(但并非所有) 在这个阶段，项目小组对项目进行最终评审，将结果与最初的要求进行比较

37、 对设计 FMEA ，过程 FMEA 和所有有关的文件进行更新，然后项目经理核实最终生产 成本，将信息递交给总经理 质量工程师完成过程审核 最后项目经理和小组一起检查所有问题已经关闭 项目经理负责最终的修订，并对项目文件进行归档2. Responsibilities职责's responsibility.The followi ng tables describe each team member 以下表格描述了每个小组成员的职责Project Ma nager: 项目经理 He is the team leader and he is responsible for the team

38、 performanee in front of the man ageme nt.项目经理是项目的领导者，负责整个团队的管理。 Together with the Sales Manager, he represent the company in front of the customer and he is liable to lead the project to success in term of timings, costs and customer satisfact ion.面对顾客同销售经理一起担任公司代表，负责引导项目成功的达到计划、成本和顾客 满意的要求。 The Pr

39、oject Manager gets the support of the Department Managers who must assure that the all team members will work properly.项目经理应得到各部门经理的支持，并确保所有的小组成员能够适当的工作。 He collects the customer requirements and he adapts and transfers them to the compa ny.项目经理收集顾客的要求并负责将这些信息传达给公司。 be maintains the Gannt Chart, the

40、 Open Issues list, the Minu tes of Meeti ngs and the Milest ones Review.维护甘特图、开放问题清单、会议纪要和项目里程碑的评审。 He checks with all the permanent and temporary team members and in general with all the compa ny that all the activities are fini shed in time.同所有的永久的或临时的项目成员检查是否所有的行动已及时完成。 He reports to his Supervis

41、or and to the Gen eral Man ager any problem that may have a negative impact on the project.对于任何可能对项目有负面影响的问题，项目经理负责向上级和总经理汇报。 He writes and maintain a summary of all his proje cts and reports at least twice per month to his Supervisor and to the Gen eral Man ager.编写和维护所有的项目总结并向上级和总经理汇报，每月至少两次。 He pa

42、rticipates to the solution of the problems and help the team members and the departme nts to com muni cate and to work in team.参与解决问题并帮助小组成员和部门去沟通。 He has the authority to agree activities with the team members and with the Departme nt Man agers and he has the authority to prete nd the executio n.有权

43、力同意小组成员和部门经理的行动。 The Project Manager tells the last word in case of conflicts or uncertain decisions.项目经理对冲突和不确定因素作出最后的决定.Area Manager:地区经理 He represent the company in front of the customer.在顾客面前代表公司。 He discusses with the customer and share with the PM the basis information).concerning the project

44、(Samples, SOP, Volumes,In vestme nts, Target Price, etc负责同顾客讨论并将关于项目的基本信息(样件、批量生产、产量、投资、预订价格，等等)与项目经理共享。 He supports the Project Manager in the project timing definition providing the customer milest on es.支持项目经理确定时间计划，提供顾客里程碑节点。 He reviews the con tract duri ng each project phase tak ing care of th

45、e project evolution during the time.在每一个项目阶段负责评审订单和项目进展。 He agrees the production rump-up with the customer and with the Project Manager in time to assure that the SOP will take place smoothly on schedule.负责与顾客和项目经理按时批准产品试生产，以确保能够按照计划平稳地实现批量生 产。Desig n Engin eer:设计工程师 The design engineer is responsi

46、ble to design the product according to the customer's requireme nts and to the Project Man ager in structi ons; he is resp on sibleof the product performances and quality; he must write the Test Program Plan and follow the prototypes and samples con structi on.设计工程师根据客户需求和项目经理的要求进行产品设计；他是产品质量和性能

47、的负 责人，也必须编写测试计划并跟踪模型和样件制造. He must collaborate with the Quality Engineer to write the D-FMEA and the Control Plan and to define the Safety and Critical characteristic.他必须与质量工程师一起编写出设计失效模式分析，控制计划并定义安全及关键特性. He must collaborate with the Process Engin eer to write the P -FMEA, the Process Flow Chart an

48、d the Control Plan; he must agree with the Process Engineer the characteristics of the comp onents produced by the compa ny.他必须与工艺工程师共同编写过程失效模式分析，工艺流程图和控制计划；他必须认可工艺工程师公司制造的零件的特性. He must collaborate with the Buyer to defi ne the characteristics of the comp onents coming from the suppliers.他必须和采购人员一起

49、定义采购零件的特性要求 He must write and maint ain the BOM and the IMDS.他必须编写和维护BOM和IMDS. He must assure that the product will be conforming with the Environmental requireme nts.他必须编写和维护BOM和IMDS.Logistics Engineer:物流工程师： He is responsible to design the packaging specifications of the raw materials accord ing t

50、o the quality requireme nts of the customer and of the Process Engin eer;he must orga nize a proper place in the warehouse for each part and he must assure the correct material flow to feed the product ion.物流工程师负责按照顾客和工艺工程师的质量要求设计原材料的包装规范；他必须组 织仓库适当的位置来放置每一样零件，并必须确保正确的物料传递给生产线。 He is responsible to

51、assure on -time deliveries to the customer considering all the supply cha in (raw material procureme nt, product ion of batches, delivery to the customer by road / sea / air).负责考虑所有的供应链(原材料的获得，生产批次，通过陆路/海运/空运交付)，以确保产品及时发运到顾客处。 He is resp on sible to assure that the goods arrive in good con diti ons

52、accord ing to the customer requireme nts to the customer's pla nt.按照顾客的要求，确保发运的货物保持良好的状态到达顾客的工厂。Quality Engin eer:质量工程师 The Quality Engineer is the deputy of the Project Manager and he is responsible to assure the quality of the project, product and process.质量工程师是项目经理的代表，负责确保项目、产品和过程的质量。 He is l

53、iable to warn the Project Man ager if some phase is not done properly.当某些阶段没有适当的完成时，有义务对项目经理提出警告。 He must check that the quality requirements of the customer as well as the internal requireme nts of the compa ny are respected.他必须检查顾客的质量要求，同时也应当考虑公司内部的要求。 He must collaborate with the Desig n Engin ee

54、r and with the ProcessEngin eer todesign the product, develop the D-FMEA, P-FMEA, Process Flow Chart, Control Plan, Safety and Critical Characteristics, Test Program Plan and IMDS.必须与设计工程师和工艺工程师合作，设计产品，开发设计FMEA，过程FMEA，工艺流程图，控制计划，安全和关键特性，试验计划和IMDS。 He is responsible to audit the internal process and

55、system according to the customer requireme nts and to audit the suppliers.根据顾客需求，执行内部过程和系统审核以及供应商审核。 He collects all the PPAP documents and he follows the homologation process with the customer and the suppliers.收集PPAP文件，并联同顾客和供应商追踪批准的过程。Process Engin eer:工艺工程师 He is in charge of the process definit

56、ion and development.负责过程定义和开发 He must support the Desig n Engin eer to desig n the product that can be built in the factory.支持设计工程师设计产品以确保能够在工厂实现产品。 He is responsible of the output of the process in term of product quality, capacity and cost.按照产品质量、产能和成本的要求，负责过程的产量。 He is resp on sible to orga nize

57、the product ion line, to collect all the equipme nt, to defi ne the procedures and in structi ons for the workers.负责组织生产线，收集所有设备信息，定义操作员工的程序和指导书。 He collaborates with the Design Engineer and with the Quality Engineer to develop the D-FMEA, P-FMEA, Process Flow Chart, Con trol Pla n.与设计工程师和质量工程师合作，开发设计FMEA，过程FMEA，工艺流