项目管理系统程序

1、PM = Project Manager DE = Design EngineerPE = Process EngineerQE = Quality EngineerAM = Area ManagerLE = Logistics EngineerCE = Chief EngineerHS = Health S/ SafetyTS = Technical Specification APQP = Advanced Product Quality PlanningSOFIMA SHANGHAI MANAGEMENT SYSTEM TS16949&ISO14001&OHSAS18001Title/文

2、件标题:Project Management System 项目管理系统Document No/文件代码: P-PM-PM001Page/页码: 16/16Prepared by/准备者:Verified by/审批者Version No./修订号: Effective 生效日期:C. Nigri01Projjectt Maanaggemeent Sysstemm项目管理理系统Preppareed bby C. Niigrii_Checckedd byy C. Niggri_Apprroveed bby G. Buuga_Scoppe: 范围Thiss prroceedurre iis iis

3、suued in ordder to deffinee annd ccoorrdinnatee thhe mmanaagemmentt prroceessees rrelaatedd too thhe nnew prooducct ddeveeloppmennt.All thee acctivvitiies rellateed tto OOrigginaal EEquiipmeent Proojeccts musst ccompply to thiis pprocceduure sinnce thee Feeasiibillityy Sttudyy too thhe SSOP (exxtenn

4、dedd too thhe 33rd monnth of prooducctioon aafteer tthe rammp-uup pphasse wwithhoutt Maajorr Noon CConfformmitiies or Cusstommer Claaimss). Thiis pprocceduure is vallid forr inndusstriial, i.e. anyy prroduuct devveloopedd foor iinduustrriall cuustoomerrs aand upoon aa sppeciificc cuustoomerr reequee

5、st or neeed.本程序用用于定义义和调整整涉及新新项目开开发的管管理过程程从可行性性研究到到批量生生产（延延伸至的的生产爬爬坡阶段段之后第第三个月月，在这这三个月月里且没没有发生生重大不不合格项项或客户户投诉）所有涉涉及到初初始设备备计划的的活动都都必须遵遵从本程程序。本程序是是针对工工业，比比如，任任何为工工业客户户开发的的产品，并且是是基于特特殊客户户的要求求或需求求Invoolveed ffuncctioons: 相关关职能部部门All thee deeparrtmeentss.所有部门门Actiivittiess活动Sofiima Auttomootivve FFiltters

6、s haas eestaabliisheed aa Prrojeect Mannageemennt SSysttem bassed on a tteammworrk oorgaanizzatiion.Eachh Prrojeect is divvideed iintoo seeverral phaasess (ccallled Millesttonees) thaat mmustt bee maanagged by a PProjjectt Maanagger (PMM).The Millesttonees sscheeme is inttendded as a gguidde ffor th

7、ee PMM annd tthe teaam tto ccompplette tthe proojeccts succcesssfuullyy annd sshouuld norrmallly be folllowwed; annywaay tthe PM cann deecidde tto mmodiify thee scchemme aaccoordiing to thee sppeciificc neeedss off thhe PProjjectt.The Proojecct MManaagerr orrgannizees tthe worrk aand thee taaskss fo

8、or eeachh teeam memmberr annd lleadds tthe proojecct ssincce iits staart to thee 3rrd mmontth oof pprodducttionn affterr thhe rrampp upp phhasee wiithoout majjor nonn coonfoormiitiees oor ccusttomeer cclaiims.Afteer tthatt, tthe Proojecct iis cclossed andd thhe sstanndarrd ffuncctioons of thee coomp

9、aany musst mmanaage thee prroduuctiion andd thhe qquallityy.In ccasee off maajorr moodifficaatioons reqquirred by thee cuustoomerr thhe PPM rresttartts tto wworkk onn thhe pprojjectt, oor aa neew PPM iis aassiigneed.The PM getts tthe suppporrt oof tthe teaam mmembberss annd ccolllaboorattes witth tt

10、hemm too suucceessffullly cclosse tthe Proojecct.Duriing thee enntirre PProjjectt duurattionn thhe PPM aand hiss teeam follloww thhe MMileestooness scchemme tto eexeccutee alll tthe acttiviitiees wwhosse ooutpputss arre ppartts oof tthe APQQP (Advvancced Prooducct QQuallityy Pllannningg).The APQQP p

11、packkagee iss suummaarizzed in thee APPQP220 ffilee whheree alll tthe rellevaant infformmatiion is summmarrizeed.索菲玛汽汽车滤清清器已经经在团队队合作的的基础上上建立了了项目管管理系统统在项目经经理的管管理下，每个项项目被划划分为若若干个阶阶段（名名为节点点）每个节点点的安排排为项目目经理和和项目小小组成功功地完成成项目指指导方向向，节点点的安排排必须正正常的执执行；总总之项目目经理可可以根据据项目的的特殊需需要决定定修改项项目节点点。项目经理理安排工工作和任任务给每每个小组组成员

12、，并始终终领导项项目从项项目开始始阶段到到在没有有重大不不符合项项或客户户投诉的的情况下下完成爬爬坡阶段段后的第第三个生生产月之后，项项目关闭闭，公司司的基本本职能部部门必须须维持生生产和质质量假如客户户要求有有重大修修改，项项目经理理重新开开始对该该项目进进行操作作，或者者任命新新的项目目经理。项目经理理从项目目小组得得到支持持并与之之合作成成功的关关闭项目目整个项目目的持续续阶段，项目经经理和他他的小组组按照节节点计划划去执行行所有的的活动，这些活活动的输输出是AAPQPP的一部部份。APQPP所有相相关的信信息在AAPQPP20文文件中得得到总结结。Prellimiinarry ppha

13、sse准备阶段段Respponssiblle:Genneraal MManaagerr责任人：总经理理Afteer tthe firrst conntaccts witth tthe cusstommer to deffinee thhe bbasiic cconttracct rrequuireemennts (voolummes, taargeet ppricce, SOPP, ddrawwinggs / TSS / sammplees)The Areea MManaagerr suubmiits thee neew pprojjectt prropoosall too thhe GGen

14、eerall Maanagger;The Genneraal MManaagerr annalyyzess iff thhe pprojjectt iss suuitaablee foor tthe commpanny iin ttermm off sttrattegyy annd iinduustrriall feeasiibillityy;Afteer tthe staart-up deccisiion, thhe GGeneerall Maanagger willl ddeciideThe proojecct bbudgget (foor eexpeensees);The PM (wii

15、th thee suuppoort of thee Chhieff Ennginneerr); Thee teeam memmberrs (witth tthe suppporrt oof eeachh Deeparrtmeent Mannageer);The Areea MManaagerr prroviidess alll tthe avaailaablee doocummenttatiion to thee PMM annd tto tthe Chiief Enggineeer;The teaam mmembberss arre iinfoormeed aabouut tthe neww

16、 Prrojeect; thhe PPM ssendds tto tthe teaam mmembberss alll tthe avaailaablee doocummenttatiion andd deefinnes a pprellimiinarry pplannninng (cusstommer millesttonees, intternnal millesttonees);The PM fillls thee APPQP220 fformm wiith thee baasicc innforrmattionn coonceerniing thee Prrojeect.与客户第第一次

17、接接触以定定义基本本的合同同要求（数量，目标价价格，SSOP，图纸/TS/样品）区域经理理递交新新项目建建议给总总经理总经理分分析是否否这个项项目适合合公司现现阶段的的策略和和工业的的可行性性决定项目目启动后后，总经经理要决决定：项目预算算（开支支）项目经理理(在总总工程师师的支持持下)小组成员员（每个个部门经经理的支支持下）区域经理理向项目目经理和和总工程程师提供供所有可可利用的的文件告知每个个小组成成员关于于该新项项目的情情况，项项目经理理发给小小组成员员所有可可利用的的文件并并定义初初步计划划（客户户节点，内部节节点）项目经理理将有关关项目的的基本信信息填入入APQQP200 表格格中P

18、hasse AA:Cusstommer reqquirremeentss阶段A：客户要要求Respponssiblle:Proojecct MManaagerr责任人：项目经经理In tthiss phhasee thhe PPM ccreaatess inn thhe TTechhniccal Depparttmennt SServver (T:) wwithh thhe pprojjectt naame, coontaainiing alll thhe ffoldderss deescrribeed iin tthe Proojecct MManaagemmentt Fiilinng PP

19、rocceduureThe PM is ressponnsibble to keeep uupdaatedd alll tthe doccumeentss inn thhis follderr; tthiss fooldeer iis tthe repposiitorry oof aall thee innforrmattionn coonceerniing thee Prrojeect.All thee acctivvitiies desscriibedd inn thhe AAPQPP20 forrm hhavee too bee coomplleteed iin tthiss phhas

20、ee.Phasse cconcclussionnThe PM monnitoors alll thhe aactiivittiess deescrribeed iin tthe APQQP200 annd aassiign a ccoloour to inddicaate thee acctivvityy sttatuus; thee coolouur iis aassiigneed aaccoordiing to metthodd deescrribeed iin tthe Semmaphhoree Toool Insstruuctiion; thhe PPM iis rrespponssi

21、blle tto ddeciide wheetheer tthe acttiviity is Tarrgett Crritiicall orr Tiime Criiticcal.Whenn alll tthesse aactiivittiess (aand alll thhe aaddiitioonall onnes thaat mmay havve bbeenn adddedd byy thhe PPM) alll thhe tteamm meembeers meeet ttogeetheer tto ddeciide toggethher witth tthe PM is thee phh

22、asee iss clloseed.In ccasee thhat thee coontrractt reequiiremmentts ccannnot be resspecctedd, tthe PM musst iinfoorm thee Geenerral Mannageer iimmeediaatelly.在这个阶阶段，项项目经理理在技术术部门服服务器上上(T:)用项项目名称称建立一一个文件件夹，这这个文件件夹包含含了项目目管理文文件归档档程序中中所描述述的所有有的文件件夹。项目经理理有责任任持续更更新文件件夹中的的所有文文件，这这个文件件夹存放放了有关关这个项项目的所所有信息息。在A

23、PQQP200表格中中所描述述的所有有活动在在这个阶阶段一定定要被完完成。阶段总结结项目经理理监控AAPQPP20 中所描描述的所所有活动动，指定定颜色来来识别活活动状态态；颜色色根据SSemaaphoore 工具指指导书描描述的方方法来指指定；项项目经理理有责任任决定该该活动是是目标临临界还是是时间临临界。当所有的的活动完完成时（和由项项目经理理增加的的所有的的附加活活动）所所有的小小组成员员聚集在在一起与与项目经经理共同同判定时时表示这这个阶段段的结束束。一旦旦合同的的要求不不能遵守守，项目目经理必必须立刻刻通知总总经理Phasse BB: Preelimminaary dessignn阶

24、段B：初步设设计阶段段Respponssiblle: Proojecct MManaagerr责任人：项目经经理In tthiss phhasee thhe tteamm prrepaaress thhe pprellimiinarry ddesiign.The mosst rreleevannt aactiivittiess (bbut nott alll) aree:The Dessignn Ennginneerr prrepaaress thhe ddrafft oof tthe prooducct ddesiign, baasedd onn thhe aavaiilabble TS,

25、noormss, ccusttomeer ddrawwinggs, etcc; tthe DE preeparres thee drrawiingss off alll tthe commponnentts aand preeparres thee BOOM ddrafft ffro thee puurchhasiing depparttmennt; thee DEE wrritees tthe D-FFMEAA wiith thee suuppoort of thee PEE annd QQE;The Purrchaasinng DDepaartmmentt isssuees tthe or

26、dderss annd bbuyss thhe ccompponeentss foor tthe prootottypees (wheen nneceessaary); tthe ordder musst sspeccifyy (aand thee suuppllierr muust agrree witth) alll tthe tecchniicall annd ffuncctioonall reequiiremmentts, as welll aas qquallityy reequiiremmentts ffor thee prrotootyppes;The DE witth tthe

27、 suppporrt oof tthe Chiief Enggineeer andd HSS prrepaaress thhe llistt off alll tthe matteriialss, ccolllectts aall thee daata sheeetss annd ssafeety sheeetss annd eevalluattes thee coompaatibbiliity witth tthe commpanny HHS ssysttem;The PE preeparres a ddrafft oof tthe P-FFMEAA wiith thee suuppoort

28、 of thee DEE annd QQE, andd isssuees tthe prootottypees cconttroll pllan;The DE evaaluaatess thhe rrequuireed mmachhineery to prooducce tthe finnishhed prooducct aand deffinees tthe preelimminaary layyoutt coonsiiderringg allso (buut nnot onlly) thhe ffolllowiing asppectts:Autoomattionn (iif pposssi

29、blle);Ergoonommic;Balaancee off thhe llinee;Etc;The AM upddatees tthe conntraact reqquirremeentss iff viiew of anyy moodifficaatioon ccomppareed tto tthe iniitiaal ooffeer (if anyy).Phasse cconcclussionnThe PM folllowws tthe samme pprocceduure as in thee paaraggrapph 33.2 / PPhasse cconcclussionn.在本

30、阶段段项目小小组准备备初步的的设计主要涉及及到的活活动有（但并非非所有）：设计工程程师在TTS，规规范，客客户图纸纸等的基基础上准准备产品品的设计计草图；准备所所有零件件的图纸纸，准备备初始材材料清单单给采购购部；在在工艺工工程师和和质量工工程师的的帮助下下编写设设计FMMEA。采购部发发出订单单购买原原型件所所需的零零部件（当需要要的时候候）；订订单必须须指定（且供应应商必须须执行）所有的的技术和和功能要要求,也也包括原原型件的的质量要要求在总工程程师和HHS的支支持下设设计工程程师准备备所有材材料的清清单，收收集所有有的记录录表和安安全表单单并评估估与公司司的健康康安全系系统是否否一致。工

31、艺工程程师在设设计工程程师和质质量工程程师的帮帮助下准准备过程程FMEEA的草草稿，起起草样件件控制计计划。 设计工程程师评估估生产成成品所需需要的设设备，定定义初步步的场地地布局，同时也也要考虑虑到以下下方面自动操作作（如果果可能）人类环境境学现场的平平衡等等如果比较较最初的的报价（如果有有）有任任何的变变化，AAM更新新合同要要求阶段总结结项目经理理按照章章节3.2/阶阶段总结结 相同同的程序序进行阶阶段总结结Phasse CC: Deffiniitivve ddesiign (Reeleaase forr innvesstmeent)阶段C：最终设设计Respponssiblle: Pr

32、oojecct MManaagerr责任人：项目经经理In tthiss phhasee thhe tteamm prrepaaress thhe ddefiinittivee deesiggn iin oordeer aand relleasses thee prrojeect forr innvesstmeentss.The mosst rreleevannt aactiivittiess (bbut nott alll) aree:The DE creeatees tthe BOMM annd ddisttribbutees tthe deffiniitivve ddrawwinggs;

33、The QE witth tthe suppporrt oof QQC aand Prootottypee Teeam cheeckss thhe qquallityy off thhe pprottotyypess raaw mmateeriaal bbaseed oon tthe Prootottypee Coontrrol Plaan;The Purrchaasinng DDepaartmmentt orrderrs tthe sammplees aand PPAAP tto tthe supppliierss;The QE cheeckss annd aapprroveed tthe

34、supppliierss; wwithh thhe ssuppportt off QCC annd DDE ee chheckks aand appprovved thee saamplles froom tthe supppliierss (RRELEEASEE OFF COOMPOONENNTS). TThenn hee wrritees tthe deffiniitivve CCP ffor thee prroduuctiion witth ddefiinittivee maachiinerry, toools andd moouldds; thee QEE pllanss a smaa

35、ll battch of prooducctioon (at leaast 3000 pccs oor 22h, callledd ONNE-DDAY Prooducctioon); hee prrepaaress annd ssubmmit to thee cuustoomerr thhe PPPAPP doocummenttatiion witth tthe sammplees: eveery timme tthe PPAAP ssamppless arre ssentt too thhe ccusttomeer tthe QE stooress inn a saffe pplacce a

36、at lleasst oone massterr saamplle tthatt muust be cleearlly iidenntiffiedd;The PE setts uup tthe neww prroduuctiion linne (wheen pplannnedd), preeparres thee woorkiing cyccless annd iinsttrucctioons, pllanss thhe aand exeecuttes thee trrainningg off thhe wworkkerss annd eexeccutees aa prre-sseriies

37、prooducctioon wwithh alll tthe deffiniitivve ttoolls; theen hhe ccolllaboorattes witth tthe Maiinteenannce Depparttmennt tto pprepparee thhe mmainntennancce pplannninng ffor alll thhe nnew macchinnes;The AM upddatees tthe conntraact reqquirremeentss iff viiew of anyy moodifficaatioon ccomppareed tto

38、 tthe iniitiaal ooffeer (if anyy). Phasse cconcclussionnThe PM folllowws tthe samme pprocceduure as in thee paaraggrapph 33.2 / PPhasse cconcclussionn.设计定义义阶段主要涉及及到的活活动有（但并非非所有）：设计工程程师制定定BOMM，分发发最终图图纸QE在QQC和样样件小组组的支持持下，按按照样件件控制计计划对样样件原材材料进行行质量检检查。采购部向向供应商商订购样样件，供供应商递递交PPPAPQE验证证并批准准供应商商；在QQC和DDE的支支持

39、下，检查和和批准来来自供应应商的样样件（零零件放行行）。然然后编写写在确定定的设备备工装模模具下生生产的最最终控制制计划；QE安安排小批批量生产产（至少少3000件或22小时，名为一一日生产产）；准准备PPPAP文文件并和和样品一一起递交交给客户户：每次次递交PPPAPP样件给给客户，QE保保存至少少一个能能够清晰晰识别的的标准样样品。PE建立立一条新新的生产产线，准准备工作作周期和和指导书书，计划划并完成成对工人人的培训训，用确确定的工工具执行行一系列列的生产产；然后后与维修修部合作作准备所所有新设设备的维维修计划划。如果比较较最初的的报价（如果有有）有任任何的变变化，AAM更新新合同要要求

40、阶段总结结项目经理理按照章章节3.2/阶阶段总结结 相同同的程序序进行阶阶段总结结Phasse DD:Masss pprodducttionn prrepaarattionn (RReleeasee foor sseriial prooducctioon)阶段D:大批量量生产准准备Respponssiblle:Proojecct MManaagerr责任人：项目经经理In tthiss phhasee thhe tteamm prrepaaress thhe mmasss prroduuctiion.The mosst rreleevannt aactiivittiess (bbut nott

41、 alll) aree:The QE vallidaatess thhe mmachhineery andd thhe pprodducttionn prroceess andd orrgannizees tthe MSAA whhen neccesssaryy; hhe eexeccutees tthe ONEE-DAAY PProdducttionn pllannned in thee Phhasee C; Hee deefinnes thee prroduuct auddit witth tthe colllabboraatioon oof tthe Labboraatorry MMan

42、aagerr; The AM isssuess a forrecaast of thee prroduuctiion vollumees dduriing thee raamp-up phaase;The LE exeecuttes thee trrainningg foor thee waarehhousse kkeepperss coonceerniing thee prroduuct andd itts ccompponeentss.Phasse cconcclussionnThe PM folllowws tthe samme pprocceduure as in thee paara

43、ggrapph 33.2 / PPhasse cconcclussionn.准备批量量生产阶阶段主要涉及及到的活活动有（但并非非所有）在需要的的时候，QE对对机器和和生产工工艺进行行验证，组织MMSA分分析；完完成在阶阶段C中中计划的的一日生生产活动动；在实实验室经经理的合合作下定定义产品品审核；AM 制制定在生生产爬坡坡阶段的的生产数数量的预预测LE完成成对仓库库保管员员关于产产品和零零件的培培训阶段总结结项目经理理按照章章节3.2/阶阶段总结结 相同同的程序序进行阶阶段总结结Phasse EE:Proojecct ffinaalizzatiion阶段E:项目结结束Respponssibll

44、e: Proojecct MManaagerr责任人：项目经经理In tthiss phhasee thhe tteamm coonclludees tthe acttiviitiees aand cloosess thhe pprojjectt.The mosst rreleevannt aactiivittiess (bbut nott alll) aree:In tthiss phhasee thhe tteamm maakess thhe ffinaal rreviiew of thee prrojeect andd coompaaress thhe iinittiall reequi

45、iremmentts wwithh thhe rresuultss.D-FMMEA, P-FMEEA aand alll thhe llinkked doccumeentss arre uupdaatedd, tthenn thhe PPM vveriifiees tthe finnal cosst oof tthe prooducct aand subbmitts tthe infformmatiion to thee Geenerral Mannageer.The QE exeecuttes a PProccesss Auuditt.Finaallyy thhe PPM aand thee

46、 teeam meeet ttogeetheer tto vveriify thaat aall thee oppen acttiviitiees hhavee beeen cloosedd.The PM is ressponnsibble forr thhe llastt reevissionn annd tto aarchhivee thhe PProjjectt doocummenttatiion.项目总结结阶段主要涉及及到的活活动有（但并非非所有）在这个阶阶段，项项目小组组对项目目进行最最终评审审，将结结果与最最初的要要求进行行比较对设计FFMEAA，过程程FMEEA和所所有有关关的文

47、件件进行更更新，然然后项目目经理核核实最终终生产成成本，将将信息递递交给总总经理质量工程程师完成成过程审审核最后项目目经理和和小组一一起检查查所有问问题已经经关闭项目经理理负责最最终的修修订，并并对项目目文件进进行归档档Respponssibiilittiess职责The folllowwingg taablees ddesccribbe eeachh teeam memmberrs ressponnsibbiliity.以下表格格描述了了每个小小组成员员的职责责Projjectt Maanagger:项目经经理 Hee iss thhe tteamm leeadeer aand he is

48、ressponnsibble forr thhe tteamm peerfoormaancee inn frrontt off thhe mmanaagemmentt.项目经理理是项目目的领导导者，负负责整个个团队的的管理。 Toogettherr wiith thee Saaless Maanagger, hee reepreesennt tthe commpanny iin ffronnt oof tthe cusstommer andd hee iss liiablle tto lleadd thhe pprojjectt too suucceess in terrm oof ttimi

49、ingss, ccostts aand cusstommer sattisffacttionn.面对顾客客同销售售经理一一起担任任公司代代表，负负责引导导项目成成功的达达到计划划、成本本和顾客客满意的的要求。 Thhe PProjjectt Maanagger getts tthe suppporrt oof tthe Depparttmennt MManaagerrs wwho musst aassuure thaat tthe alll teeam memmberrs wwilll woork prooperrly.项目经理理应得到到各部门门经理的的支持，并确保保所有的的小组成成员能够够适

50、当的的工作。 Hee coolleectss thhe ccusttomeer rrequuireemennts andd hee addaptts aand traansfferss thhem to thee coompaany.项目经理理收集顾顾客的要要求并负负责将这这些信息息传达给给公司。 Hee maainttainns tthe Gannnt Chaart, thhe OOpenn Isssuees llistt, tthe Minnutees oof MMeettinggs aand thee Miilesstonnes Revvieww.维护甘特特图、开开放问题题清单、会议纪纪

51、要和项项目里程程碑的评评审。 Hee chheckks wwithh alll tthe perrmannentt annd ttempporaary teaam mmembberss annd iin ggeneerall wiith alll thhe ccomppanyy thhat alll thhe aactiivittiess arre ffiniisheed iin ttimee.同所有的的永久的的或临时时的项目目成员检检查是否否所有的的行动已已及时完完成。 Hee reeporrts to hiss Suuperrvissor andd too thhe GGeneerall

52、Maanagger anyy prrobllem thaat mmay havve aa neegattivee immpacct oon tthe proojecct.对于任何何可能对对项目有有负面影影响的问问题，项项目经理理负责向向上级和和总经理理汇报。 Hee wrritees aand maiintaain a ssummmaryy off alll hhis proojeccts andd reeporrts at leaast twiice perr moonthh too hiis SSupeerviisorr annd tto tthe Genneraal MManaagerr

53、.编写和维维护所有有的项目目总结并并向上级级和总经经理汇报报，每月月至少两两次。 Hee paartiicippatees tto tthe sollutiion of thee prrobllemss annd hhelpp thhe tteamm meembeers andd thhe ddepaartmmentts tto ccommmuniicatte aand to worrk iin tteamm.参与解决决问题并并帮助小小组成员员和部门门去沟通通。 Hee haas tthe autthorrityy too aggreee acctivvitiies witth tthe te

54、aam mmembberss annd wwithh thhe DDepaartmmentt Maanaggerss annd hhe hhas thee auuthooritty tto pprettendd thhe eexeccutiion.有权力同同意小组组成员和和部门经经理的行行动。 Thhe PProjjectt Maanagger tellls thee laast worrd iin ccasee off coonfllictts oor uunceertaain deccisiionss.项目经理理对冲突突和不确确定因素素作出最最后的决决定.Areaa Maanagger:地

55、区经经理 Hee reepreesennt tthe commpanny iin ffronnt oof tthe cusstommer.在顾客面面前代表表公司。 Hee diiscuussees wwithh thhe ccusttomeer aand shaare witth tthe PM thee bbasiis iinfoormaatioon cconccernningg thhe pprojjectt (SSamppless, SSOP, Voolummes, Innvesstmeentss, TTargget Priice, ettc).负责同顾顾客讨论论并将关关于项目目的基本本

56、信息（样件、批量生生产、产产量、投投资、预预订价格格，等等等）与项项目经理理共享。 Hee suuppoortss thhe PProjjectt Maanagger in thee prrojeect timmingg deefinnitiion prooviddingg thhe ccusttomeer mmileestooness.支持项目目经理确确定时间间计划，提供顾顾客里程程碑节点点。 Hee reevieews thee coontrractt duurinng eeachh prrojeect phaase takkingg caare of thee prrojeect evo

57、oluttionn duurinng tthe timme.在每一个个项目阶阶段负责责评审订订单和项项目进展展。 Hee aggreees tthe prooducctioon rrumpp-upp wiith thee cuustoomerr annd wwithh thhe PProjjectt Maanagger in timme tto aassuure thaat tthe SOPP wiill takke pplacce ssmooothlly oon sscheedulle.负责与顾顾客和项项目经理理按时批批准产品品试生产产，以确确保能够够按照计计划平稳稳地实现现批量生生产。De

58、siign Enggineeer:设计工工程师 Thhe ddesiign enggineeer is ressponnsibble to dessignn thhe pprodductt acccorrdinng tto tthe cusstommers rrequuireemennts andd too thhe PProjjectt Maanagger insstruuctiionss; hhe iis rrespponssiblle oof tthe prooducct pperfformmancces andd quualiity; hee muust wriite thee Tee

59、st Proograam PPlann annd ffolllow thee prrotootyppes andd saamplles connstrructtionn.设计工程程师根据据客户需需求和项项目经理理的要求求进行产产品设计计；他是是产品质质量和性性能的负负责人，也必须须编写测测试计划划并跟踪踪模型和和样件制制造. Hee muust colllabboraate witth tthe Quaalitty EEngiineeer tto wwritte tthe D-FFMEAA annd tthe Conntrool PPlann annd tto ddefiine thee Sa

60、afetty aand Criiticcal chaaraccterristtic.他必须与与质量工工程师一一起编写写出设计计失效模模式分析析,控制制计划并并定义安安全及关关键特性性. Hee muust colllabboraate witth tthe Proocesss EEngiineeer tto wwritte tthe P-FFMEAA, tthe Proocesss FFloww Chhartt annd tthe Conntrool PPlann; hhe mmustt aggreee wiith thee Prroceess Enggineeer thee chharaac