APQP设计开发控制程序

APQP设计开发控制程序APQP设计开发控制程序APQP设计开发控制程序APQP设计开发控制程序编制仅供参考审核批准生效日期地址：电话：传真:邮编:APQP设计开发控制程序目录………………………01文件履历记录表……………………………01目的…………………02范围…………………02权责…………………02定义………………02-03内容……………………………03-05相关文件………………08相关表单………………09流程图………………11会签文件履历记录表序号会签会签序号版次修改页码修改章节及内容修改时间修改人11A0新制Daisy2345678910111213141516171819201目的Purpose为使新产品在设计开发之初即能得到有效管控，提高开发效率及设备研发的竞争力；在设计阶段，朝着“第一次就做好”迈进，以避免因内部协调不够而影响产品开发进度及产品设计的质量而造成损失。Toensurethatthenewproductsarewellmanagedbythebeginningofdesignandimprovingcompetence,toavoidlosescausedbythediscordanceattheverybeginning.为确保新开发的产品能够被审慎地评估，以期满足客户的成本及交期要求。Toensurethatthenewproductscouldbeevaluatedcautiouslysocouldsatisfytheneedsofcustomer.范围Scope新产品的开发皆适用。Allnewproductscouldbeapplied权责Responsibility：参考执行程序中各阶段权责部门。Rheprocess定义Definition：APQP：AdvanceProductQualityPlan先期产品品质规划DFMEA：DesignFailureModeEffectsAnalysis设计失效模式效应分析SVP：SalesValuationPhase销售评估阶段EVP：EngineeringValuationPhase研发评估阶段MVP：ManufacturingValuationPhase生产评估阶段CVP：CustomerValuationPhase客户评估阶段RFQ:QuestforQuotation报价要求P/O:PurchaseOrder订单内容Contents：PM部门根据市场需求或客户要求，项目启动前风险评估参照《风险管理规范》执行。Marketdemandorcustomerrequirement,riskanalysisshouldbedoneaccordingto《Riskanalysisprocedure》PM及研发均可提出ItcouldbebroughtupbyprojectmanagementdepartmentorprojectR&Ddepartment。PM提出必须是来自于客户的需求，研发提出必须是来自于市场的需求TheprojectdepartmentcouldbringthedemandsfromtheclientsandtheR&Ddepartmentcouldbringuptherequirementfromthemarket。以往相似项目议价订单Ordersfromthesimilarprojectinthepast：若与之前所做产品类似，则PM开立《资源申请单》申请此项目所需资源，研发提供之前的设计资料开始项目设计；若为新机种／新产品专案开发机种，PM提供技术规格的同时需开立《资源申请单》，并提供开发所需各项资料，如图面，规范或参考样品，经PM主管签核后，提交研发。Ifitissimilarwiththepastproducts,theprojectdepartmentshoulddrawupthe《resourcesapplicationsheet》andapplyforneededresources.Theprojectengineeringdepartmentshouldbeginthedesign;Ifitisthenewmodel,theprojectmanagementdepartmentshouldprovide《technologyspecification》anddrawup《resourcesapplicationsheet》andofferingeverythingrequired.Oncethedirectorsignsup,R&Ddepartmentcouldstarttheprocess.项目交期的管控参照《项目交期管理控制程序》执行Projectdeliverywillbecontrolledby《Projectdeliverycontrolprocedure》报价Quotation：PM报价成功后需填写《RFQ状态及目标追踪表》，报价前PM完成BPPB-MS1，具体参照《报价作业规范》执行AfterthePMdepartmentmakethequotationsuccessfully,pleasefillupthe《RFQrecordingform》andcompletetheBPPB-MS1.Detailspleasereferstothe《QuotationProcedure》合同审查contractreview：合同中需写明本公司的总机及客服电话Itshouldcontaintheswitchboardnumberandcustomerservicenumberinthecontract.技术协议通常是合同的一部分，若客户合同中不含技术协议，有研发草拟一份并由PM与客户商议并签订Technologyagreementisapartofcontract,ifthecontractdoesnotincludethispart,thenthePMR&Ddepartmentshalldraftoneandsignwiththecustomer.取得订单并签订合同，PM需要存档Oncetheorderisreceivedandthecontractissigned，PMdepartmentneedstokeepitinthearchives.合同（含技术协议）由PM与顾客共同签定，订单合同的评审参照《合同、订单评审控制程序》.Thecontract(includingthetechnologyagreement)shouldbesignedbyPMdepartmentandthecustomer合同签订完后，PM需将设备最终报价及其合同复印件一份交由财务备案PMdepartmentshouldsendacopyoffinalproposalandcontractcopytothefinancedepartmentafterthesigning.有无预付款Advancedpayment：如有预付款，PM需根据合同开立《开票需求信息表》并提请财务开票；财务则根据PM需求开具发票并由PM寄送客户Ifany,thePMdepartmentshoulddrawup《requiredinformationforreceipt》andsendtothefinancedepartment,thefinancedepartmentshouldissuetheinvoicetotheclientssentbythePMdepartment.PM需完成BPPB-MS2PMdepartmentneedtocompletetheBPPB-MS2PM交接至PMCPMdepartmenthandsovertothePMCdepartment：PM获得项目后需组织项目组成员召开启动会议，并将其会议记录发与相关部门，完成ThePMdepartmentshouldorganizekick-offmeetingwhengettheP/Oandsendtheminutestorelateddepartmentandcomplete会后PMC需尽快完成项目计划并且经PM同意，项目计划中需安排设计失效模式效应分析工时PMCdepartmentneedstocompletetheprojectplanandgetagreedbythemanager.TheplanshouldcontaintheDFMEAtoanalysistheworkinghours.PMC确认输入PMCdepartmentconfirmtheinputs：启动会议结束后，PM需提供项目日程和预算给PMC。而项目技术协议、资源申请及预算则应该提供给各相关部门，质量为过程检及最终检做准备，PMC参照《生产计划控制程序》执行。Whenthekick-offmeetingisover,PMdepartmentshouldprovideprojectscheduleandbudgettothePMCdepartmentwhiletheprojecttechnologyagreement,resourcesapplicationformandbudgetshouldbedistributedtorelateddepartmentsincasethePMdepartmentcouldgetreadyfortheprocessexaminationandfinaltest.PMCshouldfollow《ManufacturingProcessControl》DOE验证DOEverification质量收到PM提供的资料后会同研发进行DOE验证，并将结果发给相关部门人员WhentheprojectQCdepartmentreceivestheprofile,QCshoulddotheverificationalongwiththeR&Ddepartment,andsendtheresulttorelatedpeople.研发确认输入RDdepartmentsconfirminputs：PM在提供资料给质量的同时也需将启动会议记录、项目日程、项目技术协议、资源申请，预算发送给研发。Meetingminutes,projectschedule,projecttechnologyagreement,resourceapplicationformandbudgetshouldbesenttotheRDdepartmentalongwiththebeginningofthehand-over.组织DFMEA会议。DFMEAmeetingorganization：研发主导DFMEA会议并整和会议记录形成最终表格，质量追踪其执行、保存最后DFMEA表格,并将各项目DFMEA登记到FMEA表单当中RDdepartmentwillleadtheDFMEAmeetingandintegratetheminutestothefinalform.PMCdepartmentneedstofollowitsexecutionandsavetheDFMEAform.TheDFMEAwillbecheckedintothePMEAform.项目成员协同完成DFMEA的分析，拟订DFMEA并执行TeammembershouldcompletethejointanalysisofDFMEAanddotheexecution.项目研发设计ProjectRD：研发确认输入后根据客户的资料进行图纸设计，并完成RDdepartmentshouldconfirmtheinputandthendothedesignbasedonthedataprovidedbytheclientsandcomplete设计图面、公差及基本特性必须符合设计准则，具体参照《研发技术资料作业规范》执行。Design,commondifferenceandbasicfeaturesmustfitforthedesignprinciple.产品设计输入必须包含功能与性能要求、适用的法律法规要求、以前类似设计的信息及客户特殊要求、产品功能特殊性，具体参照《设计开发控制程序》执行。Productdesigninputmustcontainfunctionalandperformancerequirement,applicablelaws,pastsimilardesignandspecialrequirementfromtheclients.研发确认输出RDdepartmentconfirminputsPM研发完成评审前准备后，召集相关部门（可能包括客户）共同进行设计评审会议PMdepartmentshouldprepareeverythingbeforethereviewofprojectengineerandRDdepartment.Relateddepartments（clientsmaybeincluded）couldbesummonedtojointhereviewmeeting.设计评审会议结束后由研发完成设计评审报告，并会签复印给相关部门Engineeringdepartmentshouldfinishthedesignreviewafterthemeetingandsendthecopiestorelateddepartment.修订软件规格细则及工程设计，确认DFMEARevisesoftwarespecsandengineeringdesign,confirmDFMFA设计评审会议后，设计人员完成规格细则相应修改DesignengineershouldcompletecorrespondingamendmentofspecsafterthedesignreviewmeetingPM整合项目设计人员修改的规格细则后修订更新并与客户共同确认(可由邮件确认)PMdepartmentshouldintegratetherevisedandupdatedspecsfromthedesignengineerthenreconfirmwiththeclients(couldbedonebythee-mails).PM在取得客户确认后立即转发相关人员，并完成BPPB-MS4PMdepartmentshouldforwardtheconfirmationoftheclientstotheteammemberandcompleteBPPB-MS4.研发资料交接Projectengineering/researchmaterialhand-over：研发设计完成后，需将物料清单和设计图纸及其它相关资料提供给执行单位，以方便PMC及采购工作，RDC发行相关技术资料参照《研发工程技术资料管理办法》。Whentheengineeringanddesignjobisdone,BOMsanddrawingsandsomeotherrelatedmaterialsshouldbesenttotheexecutionunittofacilitatePMCandprocurementdept.确认物料Materialconfirmation：所有加工件到货均由IQC检验合格后，加工方可领取使用，IQC依据《进料检验控制程序》执行WhenalltheprocessingpieceshavearrivedandaccreditedbytheQCdepartment,thenmanufacturingdepartmentcouldapplyforthematerial.IQCshoulddoitaccordingto《incominginspectioncontrolprocedure》加工件不合格，质量按《不合格品控制程序》执行，如不合格品经商讨仍可用，则走特采流程Iftheprocessingmaterialisnotaccredited,QCdepartmentneedstodoaccordingto《unqualifiedtreatmentprocess》.Iftheunqualifiedstillingoodusethenapplyforthespecialprocurementprocess.质量将检验记录全部登记于《进料检验记录表》中。PMC，采购及质量共同完成Projectqualitydepartmentshouldputinspectionrecordin《purchasingmaterialinspectionchart》.PMCdepartment,procurementdepartment,QCdepartmentshouldcompletethe《procurementmaterialstreatmentprocess》formjointly.研发交接工程和生产Researchhand-overtoengineeringandmanufacturing：研发在与工程，制造，PMC交接的同时需将所有资料（DFMEA、厂商零件承认评鉴表、模组分配、设计图纸、物料清单、输入/输出列表、程序、总装图、气路图、功能解说）交接制造并与其共同召开装配前会议，以便装配人员确认并记录项目的要求，包括产品要求,设备布局,装配和接线注意事项。工程参照《机械加工工艺规范》编排工艺。WhentheprojectresearchanddevelopmentdepartmenthandsovertheprojecttoPMCdepartment,projectmanufacturingdepartment,itshouldhandoverallthematerials(DFMEA,manufactureraccessoriesevaluationform,moduledistribution,designdrawings,BOM,input/outputlist,program,generalassemblydrawing,electrichook-up,functioninstruction)also.Andholdtheassemblymeetingwiththemanufacturingdepartmentsotheassemblydepartmentcouldconfirmalltherequirementincludingtheequipmentlayout,assemblyandhook-upnotes.加工/装配前准备preparationbeforeprocessing/assembly项目准备：加工/装配，由相应项目加工/装配部门根据会议记录检查相关项目，并提出备件及加工治具申请，制造及质量共同完成。加工过程控制参照《生产加工控制程序》执行。Projectpreparation:processing/assemblyshouldbecheckedbycorrespondingprocessing/assemblydepartmentandapplyforspareparts&fixture.TheBPPB-MSshouldbejointlycompletedbythemanufacturingdepartmentandQCdepartment.Manufacturingprocessshouldbedoneaccordingto《manufacturingcontrolprocedure》装配/调试Projectassembly/commissioning装配时，依顺序：型材框架、机械零部件的装配、电气接线、调试来进行，装配过程控制参照《装配过程控制程序》Theprojectassemblydepartmentshoulddotheassemblyaccordingtotheorderofstructuresection,engineeringcomponents,electrichook-upandcommissioning.Assemblingshouldbedoneaccordingtothe《AssembleProcessControlProcedure》准备过程检验表preparationprocessinspectionform项目人员依据客户的资料整理出设备的要求，并将特殊要求填入设备质量检验清单中，并发给质量检查确认Projectteamshouldstraightouttherequirementfromthematerialsofferingbythecustomerandfillingthemintoequipmentqualityinspectionform.ThensendtotheQCdepartmentforinspection.制造自检Manufacturingself-inspection装配人员每完成一个模块需根据《设备自检表》进行自检，发现问题将其计入待解决问题表单中，汇总给PM,制造完成BPPB-MS6Assemblingpersonshoulddotheself-inspectionofeachmoduleduringtheprocessaccordingtothe《ProductSelf-InspectionSheet》.Anyquestionfoundwillberecordedonopenissuelistandstreamedtotheprojectmanagementdepartment.ThemanufacturerdepartmentshouldcompleteBPPB-MS6.质量复检ProjectQCdepartmentdouble-inspection质量依据装配人员提交的《设备自检表》进行过程检验，发现问题需及时与装配人员确认，并将问题点记录入《品质异常汇总表》内，并定期进行跟踪确认问题点的改善情况。QCdepartmentwillgothroughtheprocessinspectionaccordingtothe《ProductSelf-InspectionSheet》andcommunicatewithassemblingpersonontimewhenquestionfounded.Thequestionshouldberecordedinto《QCdepartmentinspectionreport》.Andconfirmthestatusoftheproblem-solving.准备检验报告Prepareforinspectionreport.质量依据客户的资料准备检验报告《出货报告》，并发给相关人员。QCdepartmentshouldprepare《shipmentreport》accordingtocustomers’requirementandsendtorelatedpersons.工厂装配调试Factoryassemblycommissioning制造、工程、客服共同完成Projectmanufacturerdepartment,projectengineeringdepartmentandprojectcustomerservicedepartmentshouldcompleteBPPB-MSjointly.内部验收internalacceptancePM提前一周发出内部预验收通知，实际验收各部门主管会签《出货同意书》，质量通知各相关部门验收设备Projectmanagementdepartmentshouldsendoutinternalpre-acceptancenotice.Alldepartmentleadersneedtosignthe《shipmentagreement》andprojectQCdepartmentneedstoinformrelateddepartmentstodotheacceptance.验收过后，质量将内部验收问题点整理发给PM，并追踪相关单位对策直至结案Aftertheacceptance,projectQCdepartmentneedstocollecttheproblemsduringinternalacceptanceandtrackingdownthemuntilthecaseisclosed.设备验收通过后，质量整理完成《出货报告》Aftertheacceptance,projectQCdepartmentneedstoworkoutthe《shipmentreport》.客户预验收（取决于客户是否有此要求）：Customerpre-acceptance（dependsoncustomerrequirement）PM需整理项目客户验收前的问题点，并将其与客户共同确认PMdepartmentneedstostraightouttheproblemsduringthepre-acceptanceandconfirmwiththecustomer.验收完成后，PM需完成客户预验收报告Aftertheacceptance,PMdepartmentneedstofinishthecustomerpre-acceptancereports.摄影并附设备资料Photographandenclosedwithproductdocumentations.质量在设备包装前进行拍照存档，记录设备编号和设备照片。ProjectQCdepartmentneedstotakephotosbeforepackagingfordocumentation.AlsoproductNo.andphotosneedtobesaved.工程或研发需给PM提供设备操作手册，由PM提交客户。ProjectengineeringdepartmentorprojectRDdepartmentneedtoofferequipmentmanualtotheprojectmanagementdepartmentandtransmittotheclients.包装及其检查Packagingandinspection在确认设备即将出货时，制造将设备打包并完成《设备自检表》包装部分检查Whentheconfirmingproductsareabouttobedelivered,projectmanufacturingdepartmentneedstodothepackagingandcomplete《ProductSelf-InspectionSheet》packagingparts.质量随即复检其包装质量，复核《设备自检表》包装部分ProjectQCdepartmentwillreviewthepackaginganddoublecheck《ProductSelf-InspectionSheet》.打包及运输供应商：经质量确认合格后方可打包，打包后再次检查打包质量，具体参照《成品出货检验控制程序》执行。Packagingandtransportedtothesuppliers:afterconfirmedbytheprojectQCdepartmentthendothepackaginganddoublecheckwhenfinishedit.Fordetailspleasereferthe《ProductinspectionControlProcedure》出货Delivery由PM填写《物品放行单》和《送货单》，并完成PMdepartmentneedstofillinthe《itemreleasingpermit》&《deliverybill》andcomplete项目总结Projectsummary设备出货后，PM召开总结会议，并将总结内容写入《项目后评估报告》中，项目后总结参考《项目后评估控制程序》Whentheproductsaredelivered,PMdepartmentshouldheldthesummarymeetingandputthesummaryinto《Post-projectEvaluationReport》现场安装/调试On-siteassembly/commissioning客服及工程共同完成BPPB-MS8CustomerservicedepartmentandengineeringdepartmentshouldcompleteBPPB-MS8jointly.客户终验收CustomeracceptancePM将客户验收过程中所有问题记录在会议记录中,并交客户签字确认，完成PMdepartmentneedstorecordalltheproblemsinminutesafterthemeeting.Andsendtotheclientsforsigning.开票/收款Invoice/paymentPM收到《客户验收单》后向客户发出《满意度调查表》，具体参见《客户满意度控制程序》执行PMdepartmentshouldsendoutthe《satisfactorysurvey》afterreceivedthe《Acceptancebill》.Fordetails,pleaserefertothe《Customersatisfactorycontrolprocedure》PM收到《客户验收单》后开立《开票需求信息表》并附送货单，提请财务开票，具体参见《发票开立作业规范》执行。WhenthePMdepartmentreceivesthe《Customeracceptancebill》andthendraft《invoicedemandingform》.Thisshouldbesenttothefinancedepartmentalongwiththedeliverybill.Fordetailspleaserefertothe《Invoiceissueprocedure》财务根据PM需求开具发票并将由PM寄送客户FinancedepartmentshouldissuetheinvoiceaccordingtothedemandofPMdepartmentandsenttotheclientsbyPMdepartmenttoo.交付使用OperationPM完成PMdepartmentshouldcompletePM交接客户服务ProjectmanagementdepartmenthandsovercustomerservicePM需向客服提交客户验收单PMdepartmentneedstosubmitcustomeracceptancebill.售后服务After-salesservice客服提供售后服务直至售后服务到期，并记录《客服维修报告单》，具体参照《客户服务控制程序》执行。Customerservicedepartmentshouldprovideserviceuntilit’sdueandfinishthe《customerservicereport》对于客户终验收后的问题，记录到《顾客投诉处理单》中，PM完成Alltheproblemsaftercustomeracceptanceshouldberecordedinto《customercomplaintbill》开票/收款Invoice/paymentPM收到技术服务的《客服维修报告单》后开立《开票需求信息表》，提请财务开票，PM完成Whentheprojectdepartmentgetthe《after-salesserviceacceptancereport》，itshoulddraftthe《billinginformationform》andsendtothefinancedepartment.财务根据PM需求开具发票并将其寄送客户，具体参照《发票开立作业规范》执行。Financedepartmentshouldissuetheinvoiceaccordingtotheinformationandsendtotheclients.项目结案C