新产品导入程序管理专题培训英文版

NPIPROGRAMMANAGEMENT

新产品导入程序管理INDEXIntroductionforNPITheFocusforNPIWhatiscustomer’smostconcernduringNPIprocess?NPIProcessNPIisbecomingmoreandmoreimportantinmostmanufacturingcompanies.Itisthefirststeptowincustomerconfidenceonbothproductioncapabilityandbusinessmanagement.IntroductionFullNameofNPI:NewProductIntroductionCONTENTNPIlocatesbetweendesignandmassproductionanditisaverifyingprocesstoproductdesignandproduction.HowtogetprofitfromtheNPIbusiness;TheFocusforNPIStandingasmanufacturingserviceprovider,weneedfocusonfollowings:HowtomanagetheNPIbusiness;HowtocomeoutaproperNPIreporttocustomertogetcustomerapproval;HowtotransfertheNPItofactorytoimplementmassproductionsmoothly;Forthesupplier:a>Quality

b>Capacity

Whatiscustomer’smostconcernduring

NPIprocess?Fortheproduct:

a>Enoughtrainingtooperatorsandengineersb>Productrequirementareclearandimplementedsolidlyc>Processsetupadequatelyd>Processevaluationisready

---------ThepracticeandlessonlearntinNPIphasearemostimportantascustomerisprefertosolveallproblemswhicharerelatedtodesignandsystemfaultatthisphase,notmassproductionphase.

Pre-studyPhaseNPIProcess

PlanningPhase

ExecutionPhase

Trial-runPhase

Ramp-upPhase

TransferPhase

Pre-studyPhase----------Salesmanagerwillcallrelatedpeopletoreviewthesalesoffer,forecast,projectbudgetandagreement.Atthesametime,productengineersneedtoaskfortheinformationssuchasproductspecificsandproductionrequirementfromPMorcustomertoknowtheprouctinadvance.PlanningPhase-----------Thisphaseisveryimportanttowholeprogram.PMshouldhaveadetailedlisttoreviewonebyonetoensureallinformationarereadyandallplanhaveresponsiblepeopleanddeadline.ITEMRELATEDPLANSaProjectmilestonebProjectorganizationcInvestmentplandFacilityplaneMaterialmanagementplanfQualityplangManufacturingplanhRiskmanagementplaniECR/ECOplanjCPManalysisandback-upsolutionconsiderationa>Projectmilestone(Schedule)b>Projectorganization(Team)-----ProcessEngineer/SMTEngineer/DiagnosticEngineer/QualityEngineer/ProgramManager/Sales/Buyer/Planner/PDM(productdocumentmanager)/Financeetc.c>Investmentplan-----PMorhigherhierarchytodefinetheinvestment.Theinvestmentincludesequipmentcost,tooling&jig&fixturecost,trainingcostandrenovationcost.Mostcosthasbeenputintoquotationandnowweneedcontrolitbyitems.d>Facilityplan.PMshouldcallproductionmanager,WHmanager,facilitymanagertodefinethelocation:-----whichSMTlinecanbeadequateuse?-----wheretoallocatetheproductionline?-----wheretostorethefinishedgoods?e>Materialmanagementplan.-----WeneedMaterialManagertodiscussthepurchasingplananddeliveryplanifconsignedmaterialthereis.-----Thisplanisveryserioustomakesurethereisnomaterialshortage.-----Shortageisveryeasyoccurredonthreecases:singlesourceDOS(daysofsupply)toolongbadBOMusageForthiscase,wecanusesafestocktocontrol.f>Qualityplan.-----Qualitydept.shouldprovidequalitycontrolplan,sub-suppliermanagementplan,FMEA,environmentreport(ifapplicable).g>Manufacturingplan:-----Productionmanagershouldreportthemanpowerallocationandmakethetrainingplantooperators.-----IEshouldfinishedthelayoutplanandstandardtimecalculation,basedonthevolume,shiftarrangement,operatorquantity,linelayout,tooling&equipmentbalance,technicalpeoplesupport.-----TestengineershouldalsofeedbacktherunningstatustoPM.h>Riskmanagementplan:-----Notallpotentialproblemswouldoccur,butifoccur,someplanandworkmaygoingto“death”.i>ECR/ECOplan:-----PDMandproductengineershouldcontrolthisplan.PMhavetoconcernaboutoncetheengineeringchangewouldcausecostchange.So,todefineanECR/ECOhandlingprocedureandcostcontrolprocessarenecessary.j>CPManalysisandback-upsolutionconsideration:-----CPM:CriticalPathMethod-----Whenallplanswereready,PMshouldhaveareviewtoalltheseactivitiesasaby-stagecome-out.Wetitlethereviewmeetingas“planningreview”or““start-upreview””.Thepurposeistomakesureallactivitiesareundercontrolandrunningaswhatweexpected.-----FollowingherearesomeItemswhicharecriticalandneedhighattentioninthereviewmeeting:NO.CriticalItemsaGeneralInformationbSupplychainmanagementcProductionlinesettingdQualityeOtherproblemGeneralInformation:-----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----operatortrainingandshiftarrangementQuality:-----controlplanandflowchart,-----environmentaudit-----processaudit-----GR&R-----goldensample-----trialrunpremises-----processqualificationrequirementOtherProblem:-----finance-----logistics-----securityExecutionphaseAssoonascustomergivesgosignal,theNPIispromotedinto“executivephase”andachecklistneedtobemade.NO.CheckItemaAVLandBOMbProductioncPackingDesignandInstructiondQualitydocumentseCustomerSpecificationandGoldenSamplefCapitalExpenditureProductiondocuments:a>ProcessFlow-chartb>SOP(orMI/WI)c>TestInstructiond>FinalInspectionInstructione>PackingDesignandInstruction.a>PFMEAb>ControlPlanc>GR&Rd>CapabilityStudye>PQPPlan.Productiondocuments:AVL(AML)andBOM:CustomerSpecification&GoldenSample(ifapplicable):a>Makesurethelatestqualityandproductspecificationwasgot,andrenewaloftestsoftware.b>Qualityengineershouldtransferthespecificationintointernalformat.c>Testingengineershouldhaveasoftwareupgradelist.d>FinalInspectionInstruction.e>Differentdocumentversionmaybeappliedtodifferentproductversion.CapEx:-----CheckthatapprovedCapExisavailable.Trial-runPhase-----CustomerreleasedformalPO#andconfirmedprice,westarttrialrun.Theoutputistrialrunreportfromengineerteam.Theresultistrialrunsampleapprovedbycustomerandgiveramp-upsignal.-----ThetrialrunreportshouldcovertheprocessesfromSMTtopackingandshipment.Weshouldraiseactionplanforallcriticalproblemsandpotentialsnecessarily.Aftertrialrun,samplewouldbesenttocustomerbasedonrequest.-----Aftertrialrun,samplewouldbesenttocustomerbasedonrequest.-----Inmostcases,thewholeNPIcanbelengthenedorshortenedduetomanyfactors,anditisalsonaturallyhavedirectcorrelationtocustomerdemand.functionalitycomplexityrequirementpredictedvolumeThereare4basicfactors:Ramp-upPhase-----Thetrialrunsamplewasapprovedbycustomerand““go-signal””wasreleased,itmeanswecanmoveto““ramp-upphase”successfully.-----ThisisthefinalphaseforNPI.Wemustcheckwhatislostorneedfurtherimprovementforfactoryproduction.-----Infact,customerwouldgiveupdatedforecastandMRPplannow.Plannercanmakeproductionschedulebasedonthat.TransferPhase-----WhencustomerapprovedtheRamp-upplan,NPIPMhastocallameetingwithfactorysteeringtotransfertheprojectandreporttocustomeraboutthetransfer.-----prepareac