APQP状态报告程序

Course

IntroductionAPQP

Status

ReportingProcessAPQP状态报告程序第一页，共八十二页。Participant

IntroductionsWrite

your

name

and

division

on

a

name

tent

card

withthe

markers

provided.在纸上写下你的姓名部门.Prepare

to

introduce

yourself

to

the

class

by

sharing:向课堂上的所有人介绍:❏Your

name❏Your

title你的名字你的职称你为什对❏

Why

you

are

interested

in

the

APQP

courseAPQP课程感兴趣❏Your

interest你的日常兴趣爱好第二页，共八十二页。Course

GoalsUpon

completion

this

course,

Participants

willbe

able

to:完成本课程培训，参加人员可:3.Describe

the

relationship

between

FPDS

and

APQP.理解FPDS和APQP的关系.Describe

the

importance

ofcross-functional

team

communication.跨功能小组合作沟通的重要性.Explain

the

APQP

elements

required

in

product/process

design.解释在产品/过程设计中APQP

各要素的要求.manufacturing.5.4. Explain

theAPQP

elements

required

inpreparationfor解释在准备生产过程中APQP各要素的要求.Explain

the

APQP

Status

Reporting

Process.理解APQP状态报告过程.第三页，共八十二页。FPDSMonths

before

Job

1

for

S1

to

S6programsS1-S6项目在Job

1之前的时间节点第四页，共八十二页。FPDS

Online

Resources第五页，共八十二页。Module

Introduction组成部分介绍Introduction

to

theAPQP

ProcessAPQP过程介绍1-1第六页，共八十二页。Ford

Initiatives第七页，共八十二页。DefinitionAPQP

(Advanced

Product

QualityPlanning)

is

a

structured

methodfor

defining

and

executing

theactions

necessary

to

ensure

that

aproduct

satisfies

the

customer.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第八页，共八十二页。GoalThe

goal

of

the

APQP

process

is

to

facilitatecommunication

between

all

persons

andactivities

involved

in

a

program

and

ensurethat

all

required

steps

are

completed

on

time,with

a

high

quality-of-event,

at

acceptable

costand

quality

levels.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.第九页，共八十二页。APQP

PurposeThe

purpose

if

the

APQP

process

is

to

establish:APQP的目的是建立:Common

expectationsforinternaland

externalsuppliers对内外部供应商共同的要求Common

process

metrics通用的过程表格A

common

program

status

reporting

format共同的状态报告格式Roles

and

responsibilities

for

the

APQP

elementsAPQP各要素的职责和角色Abetterunderstanding

ofhow

the

APQP

elements

relate

toFPDS更好理解APQP各要素和

FPDS的联系第十页，共八十二页。APQP

BenefitsAPQP

aids

the

program

team

by:APQP帮助项目小组:Adding

discipline增加纪律Facilitating

earlyidentification

ofrequiredchanges早期确定可能的更改Avoiding

late

changes避免晚期更改Providing

a

quality

product

on

time,

at

acceptable

cost,

to

satisfycustomers用可接受的价格，准时提供优质的产品，满足客户Facilitating

continuous

improvement使持续改进更方便第十一页，共八十二页。APQP

Benefits

(Cont’d)Elements要素Teamwork小组工作Communication沟通Timing/Planning时间/计划Identify

Activities定义行动Roles角色Program

Management项目管理Quality

and

Reliability质量和可靠性

Team

Leaders小组领导Engineers工程师Suppliers供应商Program

Team项目小组第十二页，共八十二页。APQP

23个要素选点决定顾客输入要求精致工艺技术设计失效模式后果分析设计评审设计验证计划分承包方APQP

状态设施、工具和量具样件制造计划样件制造图纸和规范小组可行性承诺制造过程流程图过程失效模式后果分析测量系统评价试生产控制计划操作工过程指导书包装规范产品试生产生产控制计划初始过程能力研究生产确认试验生产件批准(PSW)第十三页，共八十二页。福特四项特殊要素Sourcing

Decision 选点决定；Customer

Input

Requirements顾客输入要求;Craftsmanship精致工艺；

Subcontractor

APQP

Status分承包方APQP状态;第十四页，共八十二页。检查清单中的重要要素·Design

FMEA设计FMEA·Design

Verification

Plan

&

Report设计验证计划和报告·Prototype

Build

Control

Plan样件制造控制计划·Manufacturing

Process

Flowchart制造过程流程图·Process

FMEA过程FMEA·Pre-Launch

Control

Plan试生产控制计划·Operator

Process

Instructions作业指导书·Production

Control

Plan生产控制计划第十五页，共八十二页。16Process

Design

&

Development过程设计和开发Product

&

Process

Validation产品与过程确认Feedback

Assessment

&

Corrective

Action反馈、评估和纠正措施Product

Design

&

Development产品设计和开发Prototype

Build样件制造Plan

&

Define计划与定义1-2第十六页，共八十二页。APQP指南目的Includes

best

practice

APQP

evaluation

process,process

metrics,

and

status

reportingLinks

the

APQP

process

to

Product

Development

andmanufacturing

processes把APQP过程与产品开发和制造过程相联系。

Defines

roles

and

responsibilities

for

the

APQPprocess定义APQP过程的角色和职责Develops

a

common

APQP

process

for

bothinternal

and

external

manufacturing

and

assemblysuppliers为内部制造和外部供应商提供一个通用的开发过程第十七页，共八十二页。Accessing

the

APQP

Guidelines访问APQP指南Both

the

Guideline

and

theforms

are

available.指南和表格均可由此获得。1-4第十八页，共八十二页。Module

IntroductionFPDS

Timing

Relationship

andResponsibilitiesFPDS

时间进度关系和职责第十九页，共八十二页。ScaleabilityVehicle

ScaleabilityManufacturing

ScaleabilityPowertrain

ScaleabilityS1

-

Modifications

to

trim,

e.g.,

newseat

sew

style

modifications

only

forseats

or

insert

material

changes

forinterior

appliqués.M1

-

Carry-over

engine/transmission

with

minor

calibrationrevisions

to,

i.e.,

no

machining

changes,

very

minor

assemblyrevisions,

and

no

plant

facilities/infrastructure

revisions.P1

-

No

base

engine/transmission/catalystchanges,

e.g.,

wire

routing,

dipsticks.S2

-

Minor

freshening,

e.g.,

newseat

pads,

lamp

decoration

withcarryover

tooling,

optics.M2

-

Carry-over

engine/transmission

with

moderate

calibrationrevisions,

i.e.,

no

machining

changes,

minor

assemblyrevisions,

and

no

plant

facilities/infrastructure

revisions.P2

-

Very

minor

package-driven

changes,

e.g.,

engine

actions

(such

as

corrosion

upgrades

and

oil

coolers).S3

-

Moderate

freshening,

e.g.,carry-over

inner

panels,

new

outers.M3

-

Minor

engine/transmission

upgrade,

i.e.,

minormachining/assembly

changes

(retool

existing

equipment

inplace),

minor

CNC

programming

changes,

and

very

minor

plantfacilities/infrastructure

revisions.P3

-

Minor

package-driven

changes,

e.g.,revised

exhaust

manifolds,

non-structural

oilpan.S4

-

Carry-over

platforms,

i.e.,

allnew

to

the

customer.M4

-

Moderate

engine/transmission

upgrade,

i.e.,

retool

existingmachining/assembly

lines

(minimal

number

of

new

or

reworkedmachines),

CNC

programming

changes,

and

minor

plantfacilities/infrastructure

revisions.P4

-

New

use

of

P/T

for

non-structural

engineactions,

e.g.,

new

exhaust

manifolds,

newcatalysts.S5

-

Modified

platforms,

i.e.,

carry-over

platforms

with

structuralchanges.M5

-

Major

engine/transmission

upgrade,

i.e.,

significant

portionof

machining

(assembly

lines

are

new,

reworked,

or

retooled),and

major

plant

facilities/infrastructure

revisions.P5

-

P/T

design

actions

are

within

correlationof

analytical

tools,

e.g.,

majorengine/transmission

upgrade.S6

-

New

platforms,

i.e.,

all

newplatform

and

structure.M6

-

All

new

engine/transmission,

i.e.,

nearly

all

machining(assembly

lines

are

new,

reworked,

or

retooled),

and

majorplant

facilities/infrastructure

revisions.P6

-

Analytical

tools

are

not

sufficientlydeveloped,

e.g.,

new

engine/combustion.第二十页，共八十二页。APQP

Generic

ProgramGantt

Chart第二十一页，共八十二页。Relationship

TableVONMPLaunch

Engineer第二十二页，共八十二页。Matrix

for

Quality

Planning质量策划矩阵1-6第二十三页，共八十二页。Module

IntroductionAPQP

Risk

Assessmentand

Kick-offAPQP

风险评审和起动第二十四页，共八十二页。APQP

Systemic

FlowAPQP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）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）图纸/规范（文件/电子档）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-C第二十五页，共八十二页。APQP起动会议Step

1.

Initiate

the

APQP

process第一步.开始APQP过程Step

2.

Educate

the

attendees第二步.培训参加人员Step

3.Finalize

roles

and

responsibilities第三步.定义角色和职责Step

4.

Discuss

and

finalize

work

plans第四步.讨论和决定工作计划第二十六页，共八十二页。风险评估的目的The

purpose

is

to

help

determine

theextent

towhich

the

APQP

status

reporting

process

needsto

be

performed

by

the

supplier:目的是为了决定各个供应商在APQP状态报告的范围：At

the

beginning

of

a

new

model

program在每一个新项目开始的时候Any

time

a

PSW

is

completedPSW

完成的时间第二十七页，共八十二页。风险评估检查清单Is

used

as

a

thought

starter

to

assistin

assessing

potential

risk

in

asupplier用作开始支持对潜在的风险供应商的评估方法Requires

subjective

experienceto

beused

most

effectively利用个人经验使评审效果最佳第二十八页，共八十二页。Parts/Systems

Priority零件/系统优先级High

Impact

parts/systems

are

those

that

require

special

attention.高影响度零件/系统需要特别关注。Prioritized

parts/systems

maximize

theuse

of

Suppler

Technical

Assistance(STA)

and

team

resources.优先的零件/系统使供方技术支持（STA）和小组资源的使用最大化。Medium

and

Low

Impact

parts/systems

are

monitored,

but

do

not

get

thehigh

level

of

attention.中等和低影响度零件/系统被监视，但不会引起高度关注。第二十九页，共八十二页。Priority

Selection

Criteria优先选择准则Program

Team

categorizes

parts/systems

using

four

major

areasof

risk:项目小组依据风险的四个要素把零件/系统分类：#1

Quality

History#1

质量历史#2

Supplier

Profile#2

供方大纲#3

Engineering

Profile#3

工程大纲#4

Performance

v/s

target#4

与目标相对的绩效第三十页，共八十二页。Priority

SelectionCriteria优先选择准则#1

Quality

History#1

质量历史High

warranty

or

Things

Gone

Wrong.高的保修记录或运行状况不良Frequent

Quality

Rejects

and/or

campaigns.频繁的质量拒收和/或冲突。Similar

component/system

was

the

cause

of

arecall

action.相似的部件/系统导致一次召回行动。第三十一页，共八十二页。Priority

Selection

Criteria优先选择准则#2

Supplier

Profile#2

供方大纲New

supplier.新供方。New

manufacturing

location.新制造场所。Productormanufacturingtechnologyis

new.产品或制造技术是全新的。Supplier

does

not

meet

Ford

Quality供方不满足福特的质量要求Standards

(Q1)

or

is

under

Q1

probation（Q1）标准或低于Q1证明。第三十二页，共八十二页。Priority

Selection

Criteria优先选择准则#3

Engineering

Profile#3工程大纲Design

is

new.新设计。Manufacturing

techniques

are

new.制造技术是新的。Similar

products

are

subject

to

numerous

design

changes

that

threatenprogram

timing.相似的产品是导致大量设计变更而威胁项目事件进度原因。High

product

or

process

complexity.高的产品或过程复杂性。Product

is

strategically

important

due

to

high

visibility

or

functionalperformance.由于高的可见度或功能性，产品处于战略重要地位。第三十三页，共八十二页。Priority

Selection

Criteria优先选择准则#4

Performance

vs.Targets#4

与目标相对的绩效Design

goals

will

be

difficult

to

achieve.设计目标将难以完成。Reliability

goals

will

be

difficult

to

achieve.可靠性目标将难以完成。Quality

goals

will

be

difficult

to

achieve.质量目标将难以完成。Program

timing

is

compressed.项目时间进度被压缩。Cost

targets

are

aggressive.成本目标过高。第三十四页，共八十二页。Example

Risk

Assessment

Checklist第三十五页，共八十二页。Example

Risk

Assessment

Checklist

Answer第三十六页，共八十二页。Module

IntroductionAPQP

Reporting

FormsAPQP报告格式第三十七页，共八十二页。计划和定义成立小组预算批准初始材料清单产品保证计划项目追踪表资源决定问题日志管理者支持顾客输入要求·项目进度设计目标可靠和质量目标可承受的成本目标计划产量关键联系人产品质量进度计划产品设计和开发DFMEA初始CC/SC清单设计评审设计验证计划设计验证分供方APQP状态设备、工装和量具样件制作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特性联结平面布景图特性矩阵表包装标准产品/过程质量

系统评审管理层评审产品和过程验证作业指导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力研究生产验证包装评估信息反馈和纠正措施过程设计和开发SIPTPDPITDTCPCPRSOLRJIPS客户满意

减少偏差

经验学习交货和服务设计验证和批准报告第三十八页，共八十二页。Accessing

Forms第三十九页，共八十二页。Information

WorksheetThe

InformationWorksheet

summarizesprograminformation

onone

form.在一张信息工作单上总结了项目的所有信息第四十页，共八十二页。Element

Rating

Checklist第四十一页，共八十二页。Status

Report第四十二页，共八十二页。GYR

StatusRisk

(color)风险（颜色）Definition定义High

(Red)高（红）Target

dates

and/or

deliverables

are

at

risk.

A

recovery

work

plan

isnot

available

and/or

implemented,

or

the

work

plan

does

not

achieveprogram

targets.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）Target

dates

and/or

deliverables

are

at

risk,

but

a

resourcedrecovery

work

plan

has

been

developed

to

achieve

program

targetsand

has

been

approved

by

the

management

team.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）Target

dates

and/or

deliverables

are

on

track

and

meeting

objectives.目标日期和可交付性被跟踪并满足目标。第四十三页，共八十二页。Forms

Linkage第四十四页，共八十二页。Information

Worksheet

Fields第四十五页，共八十二页。Element

Rating

Checklist第四十六页，共八十二页。Checklist

Fields第四十七页，共八十二页。Status

Report第四十八页，共八十二页。Status

Report

(Continued)第四十九页，共八十二页。Checklist

GuidelinesMost

planning

forthe

APQP

elements

occurs

from

(KO)

to

<SI>.APQP要素中大部分计划发生在(KO)到<SI>阶段.Program

team

reporting

for

most

APQP

elements

begins

at<SC>.APQP要素中大部分项目小组报告发生<SC>阶段.Both

the

APQP

checklist

and

Status

Report

have

common

fieldsthat

are

not

linked

between

the

forms.The

APQPchecklistand

Status

Report

must

be

updated

for

eachmilestone/team

event

as

required

by

the

program

team

orcustomer.根据客户或项目小组要求APQP检查清单和状态报告在每一个时间节点/小组事件时必须更新第五十页，共八十二页。Module

Introduction组成部分介绍Plan

and

Define计划与定义1-7第五十一页，共八十二页。Process

Flow过程流程Feedback

Assessment

&

CorrectiveAction反馈、评估和纠正措施Product

&

Process

Validation产品与过程确认Process

Design

&

Devel

opment过程设计和开发Product

Design

&

Development产品设计和开发Prototype

Build样件制造Plan

&

Define计划与定义1-8第五十二页，共八十二页。Sourcing

Decision选点决定It

is

a

document

that

advises

internal

and

externalsuppliers

of

key

contact

personnel

within

Ford

(STA,purchasing,

engineers,etc.).是内、外部供方与

Ford

（STA、采购、工程等）协商关键联络人的文件。It

serves

as

a

formal

customer

commitment

to

work

withall

internal

and

external

part

suppliers,

tooling

suppliers,and

facility

suppliers

on

a

program.作为与项目中的内、外部零件供方、工装供方和设施供方共同工作的正式对顾客的承诺。1-9第五十三页，共八十二页。SourcingDecisionExpectations选点决定的期望All

internalandexternalsuppliersfora

programareidentified项目所有的内、外部供方已经确定Early

sourcing

target

agreements

are

established

and

signed

byappropriate

areas由适当的区域建立并签署早期资源指标协议

All

non-Q1

suppliers

are

identified所有非Q1供方已经确定Specialarrangementsfornon-Q1suppliersareidentified非Q1供方的特殊安排已经确定A

program

timeline,alignedto

FPDS,

is

established

from

<SI>to<J1>已经建立了从<SI>到<J1>的、与FPDS

一致的项目时间安排1-10第五十四页，共八十二页。SourcingDecisionChecklist选点决定检查清单1-11第五十五页，共八十二页。Customer

InputRequirements顾客输入要求The

Customer

Input

Requirements

element

ensures

thatthe

program

team

appropriately

assesses

the

potentialmanufacturing,

process,

and

design

issues

early

in

theproduct

development

phase.顾客输入要求要素为了要让项目小组，在产品开发阶段适当的评估潜在的制造、过程和设计问题。Customer

Input

Requirements

are

the

design

criteria

andthe

program

requirements

necessary

to

initiate

the

APQPprocess.顾客输入要求是启动

APQP

过程的必要的设计准则和项目要求。1-12第五十六页，共八十二页。Customer

InputRequirements

Expectations顾客输入要求期望Issues

from

surrogate

components

or

plants

are

identifiedandaddressed

with

product

and

manufacturing.已经识别了暂时代替的零部件或工厂的问题，并解决了生产和制造问题Component

targetsand

product

assumptions

aredefined.已经定义了零部件指标和产品假设Targets

for

TGW,

TGR,

Warranty,

Useful

Life

Reliability,

andIncoming

Quality

are

established.已经建立TGW、TGR、保证、使用寿命可靠性和进货质量指标Capacity

planning

volumes

are

defined.生产量策划值已定义1-13第五十七页，共八十二页。Customer

Input

Expectations

(Continued)顾客输入要求期望（续）System

component

designs

and

specifications

should

include:系统部件设计和规范应该包括：Product

assumptions产品假设Functionalperformance性能表现Dimensions几何尺寸Weight

重量Material材料Reliability

andqualitygoals可靠性和质量目标1-14第五十八页，共八十二页。Customer

InputChecklist顾客输入检查清单1-15第五十九页，共八十二页。Craftsmanship

is

an

assessment

of

what

thecustomer

sees,

touches,

uses,

hears,

andsmells.

It

affects

design

and

manufacturing,and

it

improves

the

overall

perception

ofvalue.精致工艺是对顾客看到的、感觉到的、使用的、听到的和闻到的评估。影响设计和生产，并改

进全面感官的价值。Craftsmanship精致工艺1-16第六十页，共八十二页。CraftsmanshipExpectations精致工艺期望Obtain

Craftsmanship

targets

and

objectives

to

developCraftsmanship

plans获得精致工艺指标和目标以开发精致工艺计划

Develop

the

Craftsmanship

strategy开发精致工艺战略Implementa

plan

to

achieve

Craftsmanship

targets实施计划以达到精致工艺指标Integrate

plans

to

support

the

final

Craftsmanship

theme整合各项计划以支持最终精致工艺计划Ensure

that

the

design

and

manufacturing

processes

complywith

Craftsmanship

strategy

and

plans确保设计和制造过程符合精致工艺战略和计划Identifyand

resolveCraftsmanshipissuesthatarise识别并解决发生的精致工艺问题1-17第六十一页，共八十二页。CraftsmanshipChecklist精致工艺检查清单1-18第六十二页，共八十二页。Team

FeasibilityCommitment小组可行性承诺The

Team

Feasibility

Commitment

element

determines

whether

the

proposeddesign

can

be

manufactured

withintheprogram"s

guidelinesand

specifications.小组可行性承诺要素确定了建议的设计是否能根据项目指南和规范进行制造The

goals

of

this

elementare

toverify

thatall

ofthe:本要素的目的是验证所有：Activities

agree

that

they

can

produce

the

product

withinspecifications.活动可以生产符合规范的产品Feasibility

concerns

are

resolved

and

necessary

product

and

processchanges

arecompleted

before

first

production

prove-outs

(1PP).在第一预生产单元建立（1PP）前解决可行性问题和必要的产品和过程更改.1-19第六十三页，共八十二页。Team

Feasibility

Commitment

Expectations小组可行性承诺期望The

program

team

must

establish

a

formal

feasibility

process

and

document.项目小组必须建立正式的可行性过程和文件。Feasibilities

are

tracked

and

major

feasibility

concerns

can

be

resolvedbefore

Production

Trial

Run.在产品试生产前追踪可行性，并解决可行性涉及的重要问题。WERS

and

AIMS

concerns

are

resolved,

and

the

product

can

bemanufactured

to

meet

Cp/Cpk

and

tolerance

requirements.解决了WERS

和AIMS设计的问题，可以在满足Cp/Cpk

和公差要求的情况下制造产品。Suppliers

and

subsuppliers

were

part

of

the

feasibility

process.供方和分承包方式可行性过程的一部分。1-20第六十四页，共八十二页。Team

Feasibility

Commitment

Checklist小组可行性承诺检查清单1-21第六十五页，共八十二页。Module

Introduction组成部分介绍Product

Design

andDevelopment产品设计和开发1-22第六十六页，共八十二页。Product

Design

and

Development产品设计和开发Feedback

Assessment

&

Corrective

Action反馈、评估和纠正措施Product

&

Process

Validation产品与过程确认Process

Design

&

Devel

opment过程设计和开发Product

Design

&

Development产品设计和开发Prototype

Build样件制造Plan

&

Define计划与定义1-23第六十七页，共八十二页。Elements要素Design

FMEA设计

FMEA

DVP&R设计验证计划和报告Subcontractor/Subsupplier

APQPStatus分承包方/分供方APQP

状态Drawings

and

Specifications图样和规范1-24第六十八页，共八十二页。Design

FMEA设计FMEAA

group

of

activities

intended

to:一组活动，用于:Identify

potential:识别潜在的:❏Product

failure

modes

early

in

the

product

developmentphase产品开发阶段的早期产品失效模式❏Productdesign

safetyconcerns产品设计安全涉及的问题❏

Significant/critical/special

characteristics重要/关键/特殊特性Establish

a

priority

for

design

improvement

actions为设计改进活动建立优先顺序Document

the

rationale

behind

product

design

changes

to

the

development

offuture

product

designs将产品设计变更中的思路文件化，作为未来产品设计的开发的输入1-25第六十九页，共八十二页。DFMEA

ExpectationsDFMEA期望Completing

DFMEAs

that

focus

on

what

has

changed

in

thedesign

and

its

effect

on

the

entire

system完成关注设计中进行的更改及其对整个系统的影响的

DFMEACreating

a

list

of

potential

Special

Characteristics(YC,YS)resulting

from

DFMEAs

or

equivalent

analysis建立DFMEA

或类似的分析输出的潜在特殊特性(YC,YS)清单Addressing

lessons

learned

and

qualityissues

found

in

element

2,Customer

Input

Requirement解决在要素2，顾客输入要求中发现的质量问题和学到的经验

Ensuring

thatthe

DFMEA

info

is

sent

to

PFMEA

teams,includingthe

special

characteristics

list确保将DFMEA

信息，包括特殊特性清单传递给PFMEA

小组1-26第七十页，共八十二页。Design

FMEA

Checklist设计FMEA检查清单1-27第七十一页，共八十二页。DVP&R设计验证计划和报告Lists

the

engineering

evaluations

and

tests

required

to

establish

thata

design

is

fit

for

use

in

the

intended

environment列出建立适于在预期的环境中使用的设计所要求的工程评价和试验

Assists

Product

Development(PD)in

verifying

and

documenting

the

functionality,reliability,and

durability

of

the

vehicle"s

design

through

planned

tests

andevaluations协助产品开发（PD）按计划的试验和评价，验证和文件化车辆设计的功能性、可靠性和耐久性Documents

the

plans

and

reports

forDesign

Verification

of

a

given

design将对给定设计进行设计验证的策划和报告文件化Identifies

tests,

acceptance

criteria,

sample

sizes,

and

completion

dates

ina

standard

format以标准的形式确定试验、接受准则、样本容量和完成日期1-28第七十二页，共八十二页。DVP&R

Expectations设计验证计划和报告期望Corrective

action

plans

must

be

completed

for

any

test

result

that

doesnot

meet

design

spec

and

reliability

goals必须针对任何没有满足设计期望和可靠性目标的试验结果完成纠正措施计划The

DVP&R

must:DVP&R

必须：❏

Alignwith

PQOS

deliverables配合

PQOS

可交付性❏Provideinputs

to

complete

reports

and

proformas向完成报告和形式提供输入❏

Identify

any

specific

tests,

methods,

equipment,

acceptancecriteria,

sample

sizes,

design

level,

and

timing确定任何特殊的试验、方法、设备、接收准则、样本容量、设计等级和时间安排1-29第七十三页，共八十二页。DVP&R

Checklist设计验证计划和报告检查清单1-30第七十四页，共八十二页。Subcontractor

APQP

Status分承包方APQP状态The

Subcontractor

APQP

Status

element

identifies

andreports

on

the

condition

of

external

contractors"

(i.e.,suppliers)

and

subcontractors"

APQP

process.分承包方

APQP

状态要素确定和报告外部承包方（例如供方）和分承包方APQP

过程的状况Internal

and

external

suppliers

identify

APQP

requirementsby

cascading

program

targets

APQP

requirements

to

theirsubcontractors,

and

by

conducting

APQP

reviews,

asappropriate.内部和外部供方通过向分承包方逐级传递项目指标APQP要求和适当时进行

APQP评审确定

APQP

要求1-31第七十五页，共八十二页。SubcontractorExpectations分承包方期望Subcontractor

APQPStatus

general

expectations

are

that

all

internaland

external

suppliers

must:分承包方

APQP

状态的总的期望是所有内部和外部供方必须：Assess

the

risk

and

specify

the

level

of

thei