某汽车AQ状态报告程序

CourseIntroductionAPQPStatusReportingProcessAPQP状态报告程序ParticipantIntroductionsWriteyournameanddivisiononanametentcardwiththemarkersprovided.在纸上写下你的姓名部门.Preparetointroduceyourselftotheclassbysharing:向课堂上的所有人介绍:Yourname你的名字Yourtitle你的职称WhyyouareinterestedintheAPQPcourse你为什对APQP课程感兴趣Yourinterest你的日常兴趣爱好CourseGoalsUponcompletionthiscourse,Participantswillbeableto:完成本课程培训，参加人员可:DescribetherelationshipbetweenFPDSandAPQP.理解FPDS和APQP的关系.Describetheimportanceofcross-functionalteamcommunication.跨功能小组合作沟通的重要性.3.ExplaintheAPQPelementsrequiredinproduct/processdesign.解释在产品/过程设计中APQP各要素的要求.4.ExplaintheAPQPelementsrequiredinpreparationformanufacturing.解释在准备生产过程中APQP各要素的要求.5.ExplaintheAPQPStatusReportingProcess.理解APQP状态报告过程.FPDSMonthsbeforeJob1forS1toS6programsS1-S6项目在Job1之前的时间节点FPDSOnlineResourcesModuleIntroduction

组成部分介绍Introductiontothe

APQPProcessAPQP过程介绍1-1FordInitiativesDefinitionAPQP(AdvancedProductQualityPlanning)isastructuredmethodfordefiningandexecutingtheactionsnecessarytoensurethataproductsatisfiesthecustomer.APQP是一种结构化的方法，用来确定和制定确保某产品使顾客满意所需的步骤GoalThegoaloftheAPQPprocessistofacilitatecommunicationbetweenallpersonsandactivitiesinvolvedinaprogramandensurethatallrequiredstepsarecompletedontime,withahighquality-of-event,atacceptablecostandqualitylevels.APQP的目的是使所有参加该项目的人员和行为便于沟通，确保所有开发阶段按时，以可接受的成本和质量水准完成.APQPPurposeThepurposeiftheAPQPprocessistoestablish:APQP的目的是建建立:Commonexpectationsforinternalandexternalsuppliers对内外部供供应商共同同的要求Commonprocessmetrics通用的过程程表格Acommonprogramstatusreportingformat共同的状态态报告格式式RolesandresponsibilitiesfortheAPQPelementsAPQP各要素的职职责和角色色AbetterunderstandingofhowtheAPQPelementsrelatetoFPDS更好理解APQP各要素和FPDS的联系APQPBenefitsAPQPaidstheprogramteamby:APQP帮助项目小小组:Addingdiscipline增加纪律Facilitatingearlyidentificationofrequiredchanges早期确定可可能的更改改Avoidinglatechanges避免晚期更更改Providingaqualityproductontime,atacceptablecost,tosatisfycustomers用可接受的的价格，准准时提供优优质的产品品，满足客客户Facilitatingcontinuousimprovement使持续改进进更方便APQPBenefits(Cont’’d)Elements要素素Teamwork小组工工作Communication沟通Timing/Planning时间/计划划IdentifyActivities定义行行动Roles角色ProgramManagement项目管管理QualityandReliability质量和和可靠靠性TeamLeaders小组领领导Engineers工程师师Suppliers供应商商ProgramTeam项目小小组APQP23个要素素1选点决决定2顾客输输入要要求3精致工工艺技技术4设计失失效模模式后后果分分析5设计评评审6设计验验证计计划7分承包包方APQP状态8设施、、工具具和量量具9样件制制造计计划10样件制制造11图纸和和规范范12小组可可行性性承诺诺13制造过过程流流程图图14过程失失效模模式后后果分分析15测量系系统评评价16试生产控制制计划17操作工过程程指导书18包装规范19产品试生产产20生产控制计计划21初始过程能能力研究22生产确认试试验23生产件批准准(PSW)福特特四四项项特特殊殊要要素素1.SourcingDecision选点点决决定定；；2.CustomerInputRequirements顾客客输输入入要要求求;3.Craftsmanship精致致工工艺艺；；4.SubcontractorAPQPStatus分承承包包方方APQP状态态;检查查清清单单中中的的重重要要要要素素DesignFMEA设计计FMEADesignVerificationPlan&Report设计计验验证证计计划划和和报报告告PrototypeBuildControlPlan样件件制制造造控控制制计计划划ManufacturingProcessFlowchart制造造过过程程流流程程图图ProcessFMEA过程程FMEAPre-LaunchControlPlan试生生产产控控制制计计划划OperatorProcessInstructions作业业指指导导书书ProductionControlPlan生产产控控制制计计划划16FeedbackAssessment&CorrectiveAction反馈、评估和纠正措施Product&ProcessValidation产品与过程确认ProcessDesign&Development过程设计和开发ProductDesign&Development产品设计和开发PrototypeBuild样件制造Plan&Define计划与定义1-2APQP指南南目目的的IncludesbestpracticeAPQPevaluationprocess,processmetrics,andstatusreportingLinkstheAPQPprocesstoProductDevelopmentandmanufacturingprocesses把APQP过程程与与产产品品开开发发和和制制造造过过程程相相联联系系。。DefinesrolesandresponsibilitiesfortheAPQPprocess定义APQP过程的的角色色和职职责DevelopsacommonAPQPprocessforbothinternalandexternalmanufacturingandassemblysuppliers为内部部制造造和外外部供供应商商提供供一个个通用用的开开发过过程AccessingtheAPQPGuidelines访问APQP指南BoththeGuidelineandtheformsareavailable.指南和和表格格均可可由此此获得得。1-4ModuleIntroductionFPDSTimingRelationshipandResponsibilitiesFPDS时间间进进度度关系系和和职职责责ScaleabilityVehicleScaleabilityManufacturingScaleabilityPowertrainScaleabilityS1-Modificationstotrim,e.g.,newseatsewstylemodificationsonlyforseatsorinsertmaterialchangesforinteriorappliqués.M1-Carry-overengine/transmissionwithminorcalibrationrevisionsto,i.e.,nomachiningchanges,veryminorassemblyrevisions,andnoplantfacilities/infrastructurerevisions.P1-Nobaseengine/transmission/catalystchanges,e.g.,wirerouting,dipsticks.S2-Minorfreshening,e.g.,newseatpads,lampdecorationwithcarryovertooling,optics.M2-Carry-overengine/transmissionwithmoderatecalibrationrevisions,i.e.,nomachiningchanges,minorassemblyrevisions,andnoplantfacilities/infrastructurerevisions.P2-Veryminorpackage-drivenchanges,e.g.,engineactions(suchascorrosionupgradesandoilcoolers).S3-Moderatefreshening,e.g.,carry-overinnerpanels,newouters.M3-Minorengine/transmissionupgrade,i.e.,minormachining/assemblychanges(retoolexistingequipmentinplace),minorCNCprogrammingchanges,andveryminorplantfacilities/infrastructurerevisions.P3-Minorpackage-drivenchanges,e.g.,revisedexhaustmanifolds,non-structuraloilpan.S4-Carry-overplatforms,i.e.,allnewtothecustomer.M4-Moderateengine/transmissionupgrade,i.e.,retoolexistingmachining/assemblylines(minimalnumberofneworreworkedmachines),CNCprogrammingchanges,andminorplantfacilities/infrastructurerevisions.P4-NewuseofP/Tfornon-structuralengineactions,e.g.,newexhaustmanifolds,newcatalysts.S5-Modifiedplatforms,i.e.,carry-overplatformswithstructuralchanges.M5-Majorengine/transmissionupgrade,i.e.,significantportionofmachining(assemblylinesarenew,reworked,orretooled),andmajorplantfacilities/infrastructurerevisions.P5-P/Tdesignactionsarewithincorrelationofanalyticaltools,e.g.,majorengine/transmissionupgrade.S6-Newplatforms,i.e.,allnewplatformandstructure.M6-Allnewengine/transmission,i.e.,nearlyallmachining(assemblylinesarenew,reworked,orretooled),andmajorplantfacilities/infrastructurerevisions.P6-Analyticaltoolsarenotsufficientlydeveloped,e.g.,newengine/combustion.APQPGenericProgramGanttChartRelationshipTableVONMPLaunchEngineerMatrixforQualityPlanning质量策划矩阵阵1-6ModuleIntroductionAPQPRiskAssessmentandKick-offAPQP风险评审和起动APQPSystemicFlow

APQP系统流程APQP过程流程精致工艺资源决定顾客输入要求小组可行性承诺图纸/规范P-图失效模式和后果分析规范和目标（VDS/SDS/CDS）车辆/系统/子系统/部件的设计设计失效模式后果分析（DFMEA）图纸/规范（文件/电子档）设计验证计划（DVP）样件制造控制计划样件制造测量系统评价（尺寸控制）设施/工具/量具制造过程流程操作工过程指导书（过程定义）试生产控制计划过程失效模式后果分析（PFMEA）操作工过程指导书（验证和培训）生产控制计划产品试生产初始过程能力生产确认试验零件提交保证书（PSW）向前的信息流向后的信息流设计/制造评审（在所有APQP要素后）1-3-CAPQP起动会议Step1.InitiatetheAPQPprocess第一步.开始APQP过程Step2.Educatetheattendees第二步.培训参加人员员Step3.Finalizerolesand responsibilities第三步.定义角色和职职责Step4.Discussandfinalizeworkplans第四步.讨论和决定工工作计划风险评估的目目的ThepurposeistohelpdeterminetheextenttowhichtheAPQPstatusreportingprocessneedstobeperformedbythesupplier:目的是为了决决定各个供应应商在APQP状态报告的范范围：Atthebeginningofanewmodelprogram在每一个新项项目开始的时时候AnytimeaPSWiscompletedPSW完成的时间风险评估检查查清单Isusedasathoughtstartertoassistinassessingpotentialriskinasupplier用作开始支持持对潜在的风风险供应商的的评估方法Requiressubjectiveexperiencetobeusedmosteffectively利用个人经验验使评审效果果最佳Parts/SystemsPriority零件/系统优优先级HighImpactparts/systemsarethosethatrequirespecialattention.高影响度零件件/系统需要要特别关注。。Prioritizedparts/systemsmaximizetheuseofSupplerTechnicalAssistance(STA)andteamresources.优先的零件/系统使供方方技术支持（（STA）和小组资源的的使用最大化化。MediumandLowImpactparts/systemsaremonitored,butdonotgetthehighlevelofattention.中等和低影影响度零件件/系统被被监视，但但不会引起起高度关注注。PrioritySelectionCriteria优先选择准准则ProgramTeamcategorizesparts/systemsusingfourmajorareasofrisk:项目小组依依据风险的的四个要素素把零件/系统分类类：#1QualityHistory#1质量历史#2SupplierProfile#2供方大纲#3EngineeringProfile#3工程大纲#4Performancev/starget#4与目标相对对的绩效PrioritySelectionCriteria优先选择准准则#1QualityHistory#1质量历史HighwarrantyorThingsGoneWrong.高的保修记记录或运行行状况不良良FrequentQualityRejectsand/orcampaigns.频繁的质量量拒收和/或冲突。。Similarcomponent/systemwasthecauseofarecallaction.相似的部件件/系统导导致一次召召回行动。。PrioritySelectionCriteria优先选择准准则#2SupplierProfile#2供方大纲Newsupplier.新供方。Newmanufacturinglocation.新制造场所所。Productormanufacturingtechnologyisnew.产品或制造造技术是全全新的。SupplierdoesnotmeetFordQuality供方不满足足福特的质质量要求Standards(Q1)orisunderQ1probation（Q1）标准或低于于Q1证明。PrioritySelectionCriteria优先选择准准则#3EngineeringProfile#3工程大纲Designisnew.新设计。Manufacturingtechniquesarenew.制造技术是是新的。Similarproductsaresubjecttonumerousdesignchangesthatthreatenprogramtiming.相似的产品品是导致大大量设计变变更而威胁胁项目事件件进度原因因。Highproductorprocesscomplexity.高的产品或或过程复杂杂性。Productisstrategicallyimportantduetohighvisibilityorfunctionalperformance.由于高的可可见度或功功能性，产产品处于战战略重要地地位。PrioritySelectionCriteria优先选择准准则#4Performancevs.Targets#4与目标相对对的绩效Designgoalswillbedifficulttoachieve.设计目标将将难以完成成。Reliabilitygoalswillbedifficulttoachieve.可靠性目标标将难以完完成。Qualitygoalswillbedifficulttoachieve.质量目标将将难以完成成。Programtimingiscompressed.项目时间进进度被压缩缩。Costtargetsareaggressive.成本目标过过高。ExampleRiskAssessmentChecklistExampleRiskAssessmentChecklistAnswersModuleIntroductionAPQPReportingFormsAPQP报告格式计划和定义义成立小组预算批准初始材料清清单产品保证计计划项目追踪表表资源决定问题日志管理者支持持顾客输入要要求项目进度设计目标可靠和质量量目标可承受的成成本目标计划产量关键联系人人产品质量进进度计划产品设计和和开发DFMEA初始CC/SC清单设计评审设计验证计计划设计验证分供方APQP状态设备、工装和量具样件制作控控制计划制造系统分析计划MSA计划小组可行性承诺样件制作包装规范图纸和规范范PFMEA特殊产品/过程特性初始过程能力研究计划MSA试生产控制计划过程与产品品特性联结平面布景图图特性矩阵表表包装标准产品/过程质量系统评审管理层评审审产品和过程程验证作业指导书书试生产生产控制计划质量计划批准和管理层支持生产件批准(PSW)在物料需求日提交PSW零件功能检查报告初始过程能能力研究生产验证包装评估信息反馈和和纠正措施施经验学习交货和服务务过程设计和和开发SIPTPDPITDTCPCPRSOLRJIPS客户满意减少偏差设计验证和和批准报告告AccessingFormsInformationWorksheetTheInformationWorksheetsummarizesprograminformationononeform.在一张信息息工作单上总结了项项目的所有信息ElementRatingChecklistStatusReportGYRStatusRisk(color)风险（颜色） Definition定义High(Red)高（红）Targetdatesand/ordeliverablesareatrisk.Arecoveryworkplanisnotavailableand/orimplemented,ortheworkplandoesnotachieveprogramtargets.目标日期和/或可交付性是有风险的。恢复工作计划是不可获得的和/或不可实施的，或工作计划没有完成项目目标。

Moderate(Yellow)中（黄）Targetdatesand/ordeliverablesareatrisk,butaresourcedrecoveryworkplanhasbeendevelopedtoachieveprogramtargetsandhasbeenapprovedbythemanagementteam.目标日期和/或可交付性有风险，但恢复工作计划已经被开发以完成项目目标，并且已经过管理小组的适当的批准。

None(Green)

低（绿）Targetdatesand/ordeliverablesareontrackandmeetingobjectives.目标日期和可交付性被跟踪并满足目标。

FormsLinkageInformationWorksheetFieldsElementRatingChecklistChecklistFieldsStatusReportStatusReport(Continued)ChecklistGuidelinesMostplanningfortheAPQPelementsoccursfrom(KO)to<SI>.APQP要素中大部分分计划发生在在(KO)到<SI>阶段.ProgramteamreportingformostAPQPelementsbeginsat<SC>.APQP要素中大部分分项目小组报报告发生<SC>阶段.BoththeAPQPchecklistandStatusReporthavecommonfieldsthatarenotlinkedbetweentheforms.TheAPQPchecklistandStatusReportmustbeupdatedforeachmilestone/teameventasrequiredbytheprogramteamorcustomer.根据客户或项项目小组要求求APQP检查清单和状状态报告在每每一个时间节节点/小组事事件时必须更更新ModuleIntroduction组成部分介绍绍PlanandDefine计划与定义1-7ProcessFlow过程流程FeedbackAssessment&CorrectiveAction反馈、评估和和纠正措施Product&ProcessValidation产品与过程确确认ProcessDesign&Development过程设计和开开发ProductDesign&Development产品设计和开开发PrototypeBuild样件制造Plan&Define计划与定义1-8SourcingDecision选点决定ItisadocumentthatadvisesinternalandexternalsuppliersofkeycontactpersonnelwithinFord(STA,purchasing,engineers,etc.).是内、外部供供方与Ford（（STA、采购、工程等等）协商关键键联络人的文文件。Itservesasaformalcustomercommitmenttoworkwithallinternalandexternalpartsuppliers,toolingsuppliers,andfacilitysuppliersonaprogram.作为与项目中中的内、外部部零件供方、、工装供方和和设施供方共共同工作的正正式对顾客的的承诺。1-9SourcingDecisionExpectations选点决定的期期望Allinternalandexternalsuppliersforaprogramareidentified项目所有的内内、外部供方方已经确定Earlysourcingtargetagreementsareestablishedandsignedbyappropriateareas由适当的区域域建立并签署署早期资源指指标协议Allnon-Q1suppliersareidentified所有非非Q1供方已已经确确定Specialarrangementsfornon-Q1suppliersareidentified非Q1供方的的特殊殊安排排已经经确定定Aprogramtimeline,alignedtoFPDS,isestablishedfrom<SI>to<J1>已经建建立了了从<SI>到<J1>的、与与FPDS一致的的项目目时间间安排排1-10SourcingDecisionChecklist选点决决定检检查清清单1-11CustomerInputRequirements顾客输输入要要求TheCustomerInputRequirementselementensuresthattheprogramteamappropriatelyassessesthepotentialmanufacturing,process,anddesignissuesearlyintheproductdevelopmentphase.顾客输入入要求要要素为了了要让项项目小组组，在产产品开发发阶段适适当的评评估潜在在的制造造、过程程和设计计问题。。CustomerInputRequirementsarethedesigncriteriaandtheprogramrequirementsnecessarytoinitiatetheAPQPprocess.顾客输入入要求是是启动APQP过程的必必要的设设计准则则和项目目要求。。1-12CustomerInputRequirementsExpectations顾客输入入要求期期望Issuesfromsurrogatecomponentsorplantsareidentifiedandaddressedwithproductandmanufacturing.已经识识别了了暂时时代替替的零零部件件或工工厂的的问题题，并并解决决了生生产和和制造造问题题Componenttargetsandproductassumptionsaredefined.已经定定义了了零部部件指指标和和产品品假设设TargetsforTGW,TGR,Warranty,UsefulLifeReliability,andIncomingQualityareestablished.已经建建立TGW、TGR、保证、、使用用寿命命可靠靠性和和进货货质量量指标标Capacityplanningvolumesaredefined.生产量量策划划值已已定义义1-13CustomerInputExpectations(Continued)顾客输输入要要求期期望（（续））Systemcomponentdesignsandspecificationsshouldinclude:系统部部件设设计和和规范范应该该包括括：Productassumptions产品假假设Functionalperformance性能表表现Dimensions几何尺尺寸Weight重量Material材料Reliabilityandqualitygoals可靠性性和质质量目目标1-14CustomerInputChecklist顾客输输入检检查清清单1-15Craftsmanshipisanassessmentofwhatthecustomersees,touches,uses,hears,andsmells.Itaffectsdesignandmanufacturing,anditimprovestheoverallperceptionofvalue.精致工工艺是是对顾顾客看看到的的、感感觉到到的、、使用用的、、听到到的和和闻到到的评评估。。影响响设计计和生生产，，并改改进全全面感感官的的价值值。Craftsmanship精致工工艺1-16CraftsmanshipExpectations精致工工艺期期望ObtainCraftsmanshiptargetsandobjectivestodevelopCraftsmanshipplans获得精精致工工艺指指标标和目目标以以开发发精致致工艺艺计划划DeveloptheCraftsmanshipstrategy开发精精致工工艺战战略ImplementaplantoachieveCraftsmanshiptargets实施计计划以以达到到精致致工艺艺指标标IntegrateplanstosupportthefinalCraftsmanshiptheme整合各各项计计划以以支持持最终终精致致工艺艺计划划EnsurethatthedesignandmanufacturingprocessescomplywithCraftsmanshipstrategyandplans确保设设计和和制造造过程程符合合精致致工艺艺战略略和计计划IdentifyandresolveCraftsmanshipissuesthatarise识别并并解决决发生生的精精致工工艺问问题1-17CraftsmanshipChecklist精致工工艺检检查清清单1-18TeamFeasibilityCommitment小组可可行性性承诺诺TheTeamFeasibilityCommitmentelementdetermineswhethertheproposeddesigncanbemanufacturedwithintheprogram'sguidelinesandspecifications.小组可可行性性承诺诺要素素确定定了建建议的的设计计是否否能根根据项项目指指南和和规范范进行行制造造Thegoalsofthiselementaretoverifythatallofthe:本要素素的目目的是是验证证所有有：Activitiesagreethattheycanproducetheproductwithinspecifications.活动动可可以以生生产产符符合合规规范范的的产产品品Feasibilityconcernsareresolvedandnecessaryproductandprocesschangesarecompletedbeforefirstproductionprove-outs(1PP).在第第一一预预生生产产单单元元建建立立（（1PP））前解解决决可可行行性性问问题题和和必必要要的的产产品品和和过过程程更更改改.1-19TeamFeasibilityCommitmentExpectations小组组可可行行性性承承诺诺期期望望Theprogramteammustestablishaformalfeasibilityprocessanddocument.项目目小小组组必必须须建建立立正正式式的的可可行行性性过过程程和和文文件件。。FeasibilitiesaretrackedandmajorfeasibilityconcernscanberesolvedbeforeProductionTrialRun.在产产品品试试生生产产前前追追踪踪可可行行性性，，并并解解决决可可行行性性涉涉及及的的重重要要问问题题。。WERSandAIMSconcernsareresolved,andtheproductcanbemanufacturedtomeetCp/Cpkandtolerancerequirements.解决决了了WERS和AIMS设计计的的问问题题，，可可以以在在满满足足Cp/Cpk和公公差差要要求求的的情情况况下下制制造造产产品品。。Suppliersandsubsupplierswerepartofthefeasibilityprocess.供方方和和分分承承包包方方式式可可行行性性过过程程的的一一部部分分。。1-20TeamFeasibilityCommitmentChecklist小组组可可行行性性承承诺诺检检查查清清单单1-21ModuleIntroduction组成成部部分分介介绍绍ProductDesignandDevelopment产品品设设计计和和开开发发1-22ProductDesignandDevelopment产品设计和开开发FeedbackAssessment&CorrectiveAction反馈、评估和和纠正措施Product&ProcessValidation产品与过程确确认ProcessDesign&Development过程设计和开开发ProductDesign&Development产品设计和开开发PrototypeBuild样件制造Plan&Define计划与定义1-23Elements要素DesignFMEA设计FMEADVP&R设计验证计划划和报告Subcontractor/SubsupplierAPQPStatus分承包方/分分供方APQP状态DrawingsandSpecifications图样和规范1-24DesignFMEA设计FMEAAgroupofactivitiesintendedto:一组活动，用用于:Identifypotential:识别潜在的:Productfailuremodesearlyintheproductdevelopmentphase产品开发阶段段的早期产品品失效模式Productdesignsafetyconcerns产品设计安全全涉及的问题题Significant/critical/specialcharacteristics重要/关键/特殊特性Establishapriorityfordesignimprovementactions为设计改进活活动建立优先先顺序Documenttherationalebehindproductdesignchangestothedevelopmentoffutureproductdesigns将产品设计变变更中的思路路文件化，作作为未来产品品设计的开发发的输入1-25DFMEAExpectations

DFMEA期望CompletingDFMEAsthatfocusonwhathaschangedinthedesignanditseffectontheentiresystem完成关注设计计中进行的更更改及其对整整个系统的影影响的DFMEACreatingalistofpotentialSpecialCharacteristics(YC,YS)resultingfromDFMEAsorequivalentanalysis建立DFMEA或类似似的分分析输输出的的潜在在特殊殊特性性(YC,YS)清单Addressinglessonslearnedandqualityissuesfoundinelement2,CustomerInputRequirement解决在在要素素2，顾顾客输输入要要求中中发现现的质质量问问题和和学到到的经经验EnsuringthattheDFMEAinfoissenttoPFMEAteams,includingthespecialcharacteristicslist确保将将DFMEA信息，，包括括特殊殊特性性清单单传递递给PFMEA小组1-26DesignFMEAChecklist设计FMEA检查清单1-27DVP&R设计验证计计划和报告告Liststheengineeringevaluationsandtestsrequiredtoestablishthatadesignisfitforuseintheintendedenvironment列出建立适适于在预期期的环境中中使用的设设计所要求求的工程评评价和试验验AssistsProductDevelopment(PD)inverifyinganddocumentingthefunctionality,reliability,anddurabilityofthevehicle'sdesignthroughplannedtestsandevaluations协助产品品开发（（PD）按计划的的试验和和评价，，验证和和文件化化车辆设设计的功功能性、、可靠性性和耐久久性DocumentstheplansandreportsforDesignVerificationofagivendesign将对给定定设计进进行设计计验证的的策划和和报告文文件化Identifiestests,acceptancecriteria,samplesizes,andcompletiondatesinastandardformat以标准的的形式确确定试验验、接受受准则、、样本容容量和完完成日期期1-28DVP&RExpectations设计验证证计划和和报告期期望Correctiveactionplansmustbecompletedforanytestresultthatdoesnotmeetdesignspecandreliabilitygoals必须针对对任何没没有满足足设计期期望和可可靠性目目标的试试验结果果完成纠纠正措施施计划TheDVP&Rmust:DVP&R必须：AlignwithPQOSdeliverables配合PQOS可交付性性Provideinputstocompletereportsandproformas向完成报报告和形形式提供供输入Identifyanyspecifictests,methods,equipment,acceptancecriteria,samplesizes,designlevel,andtiming确定任何何特殊的的试验、、方法、、设备、、接收准准则、样样本容量量、设计计等级和和时间安安排1-29DVP&RChecklist设计验证证计划和和报告检检查清单单1-30SubcontractorAPQPStatus分承包方方APQP状态TheSubcontractorAPQPStatuselementidentifiesandreportsontheconditionofexternalcontractors'(i.e.,suppliers)andsubcontractors'APQPprocess.分承包方方APQP状态要素素确定和和报告外外部承包包方（例例如供方方）和分分承包方方APQP过程的状状况InternalandexternalsuppliersidentifyAPQPrequirementsbycascadingprogramtargetsAPQPrequirementstotheirsubcontractors,andbyconductingAPQPreviews,asappropriate.内部和外外部供方方通过向向分承包包方逐级级传递项项目指标标APQP要求和适当时时进行APQP评审确定APQP要求1-31SubcontractorExpectations分承包方期望望SubcontractorAPQPStatusgeneralexpectationsarethatallinternalandexternalsuppliersmust:分承包方APQP状态的总的期期望是所有内内部和外部供供方必须：Assesstheriskandspecifytheleveloftheirsubcontractors'APQPparticipation评估风险和确确定它们的分分承包方参与与APQP的等级CascadeAPQPrequirementstotheirsubcontractors向它们的分承承包方逐级传传递APQP要求HoldregularlyscheduledAPQPreviewmeetingswiththeirsubcontractors有规律的与分分承包方会议议，进行安排排好的APQP评审1-32SubcontractorAPQPChecklist分承包方APQP检查清单1-33DrawingandSpecifications图样和规范Thiselementprovidesanevaluationofthedevelopmentoftargetsandspecificationstobeinputtothedesignprocessanddrawings.本要素提供对对输入到设计计过程和图样样的指标和规规范的开发的的评价。Thesedrawingsincludeallengineeringdrawings,CADdata,materialspecifications,andengineeringspecifications.这些图样包括括所有工程图图样、CAD数据、材料规规范和工程规规范。1-34DrawingandSpecificationsExpectations图样和规范期期望ProgramNeedDatesarecommunicatedandagreedtobyeffectedareas.项目所需数据据由受到影响响的区域进行行沟通和批准准。SCsandCCsareidentifiedonthedrawingsorattacheddocuments.在图样和附带带文件中确定定SC和CC。Tolerancesandpartspecsarecompatiblewithacceptedmanufacturingstandardsforgaugesandequipment.公差和零件规规格与量具和和设备的可接接受的制造标标准一致。Drawingsandspecificationsmustinclude:图样和规范必必须包括：Engineeringspecificationtests工程规范试验验Productvalidationtestrequirements产品确认试验验要求Documentationtosupportprototypebuildandpre-launchcontrolplandevelopment文件化以支持持样件制造和和试生产控制制计划的开发发1-35DrawingandSpecificationsExpectations(Continued)图样和规范期期望（续）ThedrawinginformationandengineeringspecificationswillbeusedasaprerequisitetothePBCP.图样信息和工工程规范将作作为样件制造造控制计划（（PBCP）的先决条件。。MaterialusedbythesuppliersorthesubcontractorsmustbeapprovedandincludedintheFordApprovedSourcelist.供方或分承包包方使用的材材料，必须被被批准并包含含在福特批准准资源清单内内。PDandMEpersonnelwillassessdrawingsandspecificationstoensuretheymeettheprogram'sABSandqualityrequirements.PD和ME人员将评估图图样和规范，，以确保满足足项目ABS和质量要求。。1-36DrawingsandSpecificationsChecklist图样和规范检检查清单1-37ModuleIntroduction组成部分介绍绍PrototypeBuild样件制造1-38ProcessFlow过程流程FeedbackAssessment&CorrectiveAction反馈、评估和和纠正措施Product&ProcessValidation产品与过程确确认ProcessDesign&Development过程设计和开开发ProductDesign&Development产品设计和开开发PrototypeBuild样件制造Plan&Define计划与定义1-39PrototypeBuildOverview样件制造概述述APQPPrototypeBuildelementssupportthesuccessfulplanningandconstructionofPrototypeBuildunits,whichprovideanunderstandingofthevehicle's:APQP样件制造要素素支持样件制制造单位的成成功的策划和和构造，提供供对于车辆的的如下理解：：Design设计Functionality功能性Manufacturability可制造性1-40PrototypeBuildElements样件制造要素素ThePBCPsupportstheplanningandconstructionofprototypesbydocumentingtheprocessstepsofthePrototypeBuildphase.PBCP通过将样件制制造阶段的过过程步骤文件件化支持样件件的策划和构构造。ThePrototypeBuildensuresthatthecustomerreceivesCPsmanufacturedandassembledpriorto1PP.样件制造确确保顾客在在1PP前收到制造造和装配好好的CP。1-41PBCP(PrototypeBuildControlPlan)Definition

PBCP（样件制造控控制计划））定义ThePBCPdescriptionofthedimensionalmeasurementsandmaterial/functionalteststhatoccurduringtheCPbuild.PBCP描述了发生生在CP制造中的尺尺寸测量和和材料/功功能试验Itisthefirstsummarydocumentthatindicates:是说明如下下事项的摘摘要文件：：ThestepsbetweenPrototypeBuildandPre-LaunchleadingtotheProductionControlPlan产生生产控控制计划的的样件制造造和试生产产之间的步步骤Theprocessstepstoidentifyandalignboththeproduct'scharacteristicsanditstargets识别和调整整产品特性性及其指标标的过程步步骤1-42PBCPGeneralExpectations

PBCP总的期望Productcharacteristicsarereviewed评审产品特特性ThosecharacteristicsrequiredforPBCPsareidentified.确定PBCP所要求的特特性。AllpotentialsignificantandcriticalcharacteristicsfromtheDFMEA'smustbeincluded.必须包括DFMEA输出的所有有潜在重要要和关键特特性。Theprocessparameterconditionsmustbedocumented.过程参数条条件必须被被文件化。。Thisincludesallspecialtooling,manufacturing,andassemblyconditions.包括所有特特殊工具、、制造和装装配条件。。1-43PBCPChecklist

PBCP检查清单1-44PrototypeBuild样件制造造Definesthemanufactureandassemblyofcomponents,subsystems,systems,andvehiclessuppliedtothecustomerforbuildsoccurringpriortothe1PPtrialrun定义在1PP试运行前前的样件件制造，，以提供供给零部部件、子子系统、、系统和和车辆的的制造和和装配。。Includesnotonlytheactualbuildprocess,butthepreparationforthebuildsothatCPsaresuppliedtothecustomerpriorto1PP不仅包括括实际的的制造过过程，而而且包括括为了在在1PP前将CP提交给顾顾客而进进行的制制造准备备1-45PrototypeBuildExpectations样件制制造期期望PBCPsarefollowed.按照PBCP进行Suppliersreceiveallnecessaryinformationandparticipateaccordingtotheprogram'sscheduleandtiming.供方收收到所所有必必要的的信息息并按按照项项目时时间安安排定定时参参与Thetimingforchangeswillbeinlinewiththenextbuildphase.更改的的时间间选择择应该该符合合下一一个制制造阶阶段。。Allprototypematerialsmustmeet100percentofthedimensionalspecificationsandfunctionalrequirementsatdeliverytomeettheCPIn-PlantDate.交付时所有有样件材料料必须100%满满足尺寸寸规范和功功能要求以以满足CP进厂日期。。1-46PrototypeBuildExpectations(Continued)样件制造期期望（续））QualitylevelsarecheckedagainstthePBCP.按照PBCP检查质量等等级。Dimensionalandfunctionaldataisavailableforreviewbythecustomeroneachpart.顾客可以获获得每个零零件的尺寸寸和功能数数据以进行行评审。Suppliersprovidecustomerswithanytestingandcheckingrequirementsforprove-outoftheirpartdesign.供方向顾客客提供所有有试验和检检查要求以以证明零件件设计是适适当的。An"ActionMatrix"isdevelopedtocaptureandresolveallconcernsfoundduringbuildandanysubsequentlab,plant,and/orroadtesting,andallconcernsarereviewedwiththeprogramteamandappropriatemanagement.开发“措施施矩阵”以以获得和解解决在制造造和所有试试验室、工工厂和/或或道路试验验中并发的的问题，和和所有项目目小组及适适当的管理理层评审的的问题。1-47PrototypeBuildChecklist样件件制制造造检检查查清清单单1-48ModuleIntroduction组成成部部分分介介绍绍ProcessDesignandDevelopment过程程设设计计和和开开发发1-49ProcessFlow过程程流流程程FeedbackAssessment&CorrectiveAction反馈馈、、评评估估和和纠纠正正措措施施Product&ProcessValidation产品品与与过过程程确确认认ProcessDesign&Development过程程设设计计和和开开发发ProductDesign&Development产品设计和开开发PrototypeBuild样件制造Plan&Define计划与定义1-50Elements要素Facilities,Tools,andGauges1.设设施、、工具和量具具2.ManufacturingProcessFlow2.制制造过过程流程3.ProcessFMEA3.过过程程FMEA4.MeasurementSystemEvaluation4.测测量量系统评价5.Pre-LaunchControlPlan5.试试生生产控制计划划6.OperatorProcessInstructions6.操操作作工过程指导导书7.PackagingSpecifications7.包包装装规范1-51Facilities,Tools,andGauges(8)设施