制造業(yè)新產(chǎn)品導入流程

制造業(yè)新產(chǎn)品導入流程模板Scope范圍----------------------------------------------------------------------------------------------------------------------------ThisprocedurecoversnewproductintroductioninAAA(Suzhou).凡導入AAA蘇州工廠制造的新產(chǎn)品，均依本程序文件的規(guī)定。NewproductintroductionincludeNPD(NewProductDevelopment)andNPT(NewProductTransfer).新產(chǎn)品導入包括新產(chǎn)品開發(fā)和新產(chǎn)品轉移。Objective目的----------------------------------------------------------------------------------------------------------------------------

TomakeassurenewproductintroductioninAAA(Suzhou)isundercontrol.確保AAA蘇州工廠新產(chǎn)品導入處于受控狀態(tài)。Applicability適用性----------------------------------------------------------------------------------------------------------------------------ThisprocedureappliestoonlyAAA(Suzhou)facility.此程序文件僅適用于AAA蘇州工廠。Definition定義----------------------------------------------------------------------------------------------------------------------------Newproductintroductionisaprojectmanagementprocess.

ProjectinitiationmeanswhenonefactoryNPIProjectleader(ProjectManager)

acceptauthorizationfromlocalmanagement,projectclosemeanswhennewproductisdeliveredtomassproductionafterrampup.新產(chǎn)品導入是一個項目管理過程。當一個本地新產(chǎn)品領導人接受管理層授權意味著項目啟動，當新產(chǎn)品進入爬坡生產(chǎn)之后的大批量生產(chǎn)意味著項目結束。Responsibilities職責/Output輸出報告----------------------------------------------------------------------------------------------------------------------------1.POM(PlantOperationManager)andManagement工廠運作經(jīng)理和管理層1.1AssignfactoryNPIProjectLeader(ProjectManager)

foreachprojectwithmanagement,givehim/herveryclearassignmentandauthorization.NPIEngineeralsocanbeNPIProjectleaderiftheprojectissmall.為每個項目任命工廠新產(chǎn)品導入項目領導人(項目經(jīng)理)，給予此人清晰的任務分配和授權。如果項目較小，新產(chǎn)品導入工程師也可成為新產(chǎn)品導入項目領導人1.2Agreeordisagreenewproductcanbereleasedtomanufacturingaccordingtoresultofpilotrun.根據(jù)試生產(chǎn)的結果同意或不同意新產(chǎn)品發(fā)布到制造階段。OutputProjectCharter,announceprojectleader(LocalNPIProjectleader)’sauthorizationandassignmentApproveProjectManagementPlan(Scope/Time/Cost/Quality/HR/Risk,etc)Agreementwhilenewproductneedbereleasedtomanufacturing(RTM).2.NPIProjectleader(ProjectManager)新產(chǎn)品導入項目領導人（項目經(jīng)理）2.1NPIProjectLeaderisnominatedandauthorizedbyManagementtoplan,organize,leadandcontrolProjectExecution.NPIEngineeralsocanbeNPIProjectLeaderwhentheprojectiscomparativelysmallandsimple.新產(chǎn)品導入項目領導人由管理層提名和任命，計劃、組織和控制項目的執(zhí)行。如果項目較小或簡單，新產(chǎn)品導入工程師也可成為新產(chǎn)品導入項目領導人2.2NPIProjectLeaderwillworkontheProjectROIofNPTforManagementjustificationandsign-offwhenneeded.如果需要，新產(chǎn)品導入項目領導人將為新產(chǎn)品轉移進行投資回報分析報告，供管理層決策并簽署。2.3NPIProjectLeaderwilldevelopNPIProjectteamwithheadofcrossfunctiondepartment.新產(chǎn)品導入項目領導人將和各職能部門的領導一起制定和發(fā)展項目團隊。2.4NPIProjectLeaderwillholdProjectKick-offMeetingtoinitiatetheexecutionofProject.新產(chǎn)品導入項目領導人將召開啟動會議，啟動項目。2.5NPIProjectLeaderisthemajorcommunicationinterfaceofFactorytoR&D(forNPD)orOutgoingSite(forNPT).新產(chǎn)品導入項目領導人是主要的溝通平臺。對于新產(chǎn)品而言，工廠和研發(fā)之間；對于產(chǎn)品轉移而言，工廠和外部工廠之間。2.6NPIProjectLeaderwillfollowAAANPD/NPTStandardProcedure,whichisdocumentedinNotesDatabase,toexecutetheProject新產(chǎn)品導入項目領導人將根據(jù)在Notes數(shù)據(jù)庫中的AAANPD/NPT標準流程，實施項目管理。2.7NPIProjectLeaderwillcollectandreviewplansforsub-taskfromProjectTeammembersfromcrossfunctionaldepartment，thencreatescheduleforNPIproject.新產(chǎn)品導入項目領導人將收集和匯總各個職能部門的計劃，來形成新產(chǎn)品導入計劃。2.8NPIProjectLeaderwillcreateWBS(workbreakdownstructure)withteammember。新產(chǎn)品導入項目領導人將和小組成員一起創(chuàng)建工作分解結構，明確職責。2.9Establishteambuildplan(recognitionandrewardssystem)foreachprojectteam.建立團隊建設計劃--獎勵和榮譽系統(tǒng)。2.10NPIProjectLeaderwillinitiate,follow-upandupdatetheProjectMasterSchedule(Gantt-Charttemplate).Projectreviewmeetingwithallteammembersisrequiredonregularbase(forexample,onceaweek).Inregularprojectreviewmeeting,discussprojectstatusbasedonweeklyormonthlyreportfromcrossfunction,measureactualprogressandcompareittoplannedprogress,setcorrectiveactionplanimmediatelyifitisnecessary.新產(chǎn)品導入項目領導人將和項目成員一起啟動、遵循項目管理時間表，定期舉行會議回顧和更新項目管理時間表。在例會上，討論各職能部門提供的每周或每月項目狀態(tài)報告，與計劃的進程比較來衡量實際的進展，如果需要將立即提出糾正措施。2.11

SubmitweeklystatusreportonweeklymeetingwithR&Dsideoroutgoingfacility.與研發(fā)中心或輸出工廠的周會上討論每周的項目進展情況。2.12ForNPD,ProjectLeaderwillreviewanddocumenteachphaseresultwithR&Dside.Forexample:betabuild,pilotrun,rampupbuild,etc.對于新產(chǎn)品項目，新產(chǎn)品導入項目領導人將和研發(fā)中心一起審核和歸檔每次生產(chǎn)的結果：例如beta試產(chǎn)，小批量試產(chǎn)，爬坡量產(chǎn)。2.13ProjectLeaderwillensuretodelivernewproducttomassproductiononschedulewithQualityPlan.ProductQualityPlanshouldmeetuniversalandAAAspecificqualitystandardwhichisagreedwithAAAR&DteamandAAAManufacturingPlant..新產(chǎn)品導入項目領導人將確保新產(chǎn)品按時按質(zhì)遞交到批量生產(chǎn)。產(chǎn)品質(zhì)量計劃應該達到一個研發(fā)和生產(chǎn)都可以接受的通用質(zhì)量和AAA特殊標準。2.14Submitfinalreport/informationtoGM&managementforfinaldecisionofRTM.提交最終的報告或信息給總經(jīng)理和管理層，作為同意正式投入生產(chǎn)的依據(jù)。2.15ProjectLeaderwillleadtheProjectTeamtosupportsuccessfulProductionRamp-upforthe1stthreemonthsatmost.AndleadtheNPIramp-upreviewandsign-offofMassProductionRelease.新產(chǎn)品導入項目領導人將領導NPI團隊支持最多三個月(具體期限視項目復雜程度而定)的爬坡生產(chǎn)，并領導爬坡生產(chǎn)審核和簽署量產(chǎn)生效。2.16ProjectLeaderwillleadtheNPIClosurereviewandsubmitthewrap-upreporttoManagement.新產(chǎn)品導入項目領導人將領導NPI結束審核，遞交管理層綜合報告

OutputWeeklymeetingreportROIreportifitisnecessary

--〉TransferDBWBS(workbreakdownstructure)NPIscheduleManufacturingPlanforeachbuildRecognitionandrewardssystemFinalpilotrunreportProjectclosurereport3.Headofcrossfunctiondepartment各職能部門的負責人3.1Assign1memberasinternalcoordinatorfromeachfunctiondepartmentforNPIproject.He/shiisthememberofNPIprojectteam.指定一個成員作為本部門內(nèi)部的新產(chǎn)品協(xié)調(diào)人，他/她是新產(chǎn)品導入項目團隊的成員。3.2AssistownNPIcoordinatortoachieveNPIsub-taskonschedule.幫助本部門的新產(chǎn)品協(xié)調(diào)人按照計劃完成項目中賦予的任務。3.3SetKPI(KeyPerformanceIndicator)forNPIascommitment.設定關鍵績效指標作為支持新產(chǎn)品導入的承諾。

OutputKPI(KeyPerformanceIndicator)forNPIAssignmentforinternalcoordinator4.NPIManufacturingEngineer新產(chǎn)品導入制造工程師4.1SetupscheduleforallmanufacturingpreparationtaskandsubmitittoNPIProjectleaderintimeatprojectbeginning.Thisscheduleshouldincludemeasurablegoalforeachtask.在項目開始的時候設定與制造準備相關任務的計劃時間表，提交給新產(chǎn)品導入領導人。這個計劃時間表應該包含可衡量的指標。4.2SubmitweeklyreporttoNPIProjectLeaderbeforelocalweeklymeetingontime,attendweeklymeetingtodiscusspresentstatus.在每個本地周會前按時提交進展周報，參與周會時討論現(xiàn)在的狀態(tài)。4.3AttendweeklymeetingwithR&Dside出席與研發(fā)中心的周會4.4CompleteDFM(Designformanufacturing)&FMEA(FailureModeandEffectAnalysis)reviewwithR&Dduringalphaandbetabuildifitisnecessary.如果可能參與alpha和beta生產(chǎn)，并與研發(fā)一起完成DFM和FMEA審核報告4.5DiscusswithR&Donallmanufacturingissuesduringpreparationperiod.在準備階段與研發(fā)討論一切和制造相關的問題。4.6CheckPrimaryBOM,includepartattribute(make/buy,basedonrollup)review,BOMstructurereviewandBOMaccuracyreview.EspeciallyafterECN,provideittoBOMmaintenancepersontocorrectattribute,andprovideittoR&DtocorrectBOM.檢查工程BOM，包括屬性，結構和數(shù)量精準，特別是ECN之后，提供給BOM維護人員修改屬性，和提供研發(fā)修改錯誤。4.7GetGerberfile,bareboard,PCBAsampleandunitsampleiftheyarenecessary,取得PCB電子文件，空線路板，樣品線路板和樣品整機如果必需的話。4.8WorkwithMEIspecialisttocreateassemblyworkinstructionforPCBassemblyandfinalassemblyforbetabuild,pilotrunandrampupbuildstepbystep,releaseformalassemblyWIbeforemassproduction.和MEI工程師一起創(chuàng)建線路板和成品最終裝配生產(chǎn)指導書，并在試生產(chǎn)過程中完善，最后在批量生產(chǎn)前正式發(fā)放。4.9Createproductionlinelayout,processflowchart,stationandlaborassignment創(chuàng)建生產(chǎn)線布局，流程圖，以及工作站和人員的分配計劃4.10

Workwithfacilityengineer,testengineerandMISdepttocompleteproductionlinelayoutdesign,setup,andpreparespecialtoolsandjigsfornewproductiftheyarenecessary.和設施工程師，測試工程師和IT工程師一起完成生產(chǎn)線布局的設計、安裝。為生產(chǎn)線準備一些特殊的工具和夾具。4.11

Workwithqualificationengineertoverifylocalpartsbeforebetabuildandpilotrun和部品認證工程師一起在每次試生產(chǎn)前驗證本地產(chǎn)部件。4.12

Directandtraincellleaderandoperatorfromproductiondeptduringbetabuild,pilotrunandrampuprun.在新產(chǎn)品導入期間指導和培訓線長和操作人員4.13

TakeoverresponsibilitytoManufacturingEngineertoin3monthsatmostafterpilotrun.在試生產(chǎn)后最多三個月之內(nèi)向生產(chǎn)部制造工程師移交所有的職責。4.14

SummarydailyreportforRampup創(chuàng)建和匯總爬坡生產(chǎn)的每日報告4.15ProvidelabelinformationfromPLCDB.提供標簽信息。4.16Calculate&submitworkload(Manhourorlaborcost)beforemassproduction,provideittoBOMmaintenanceperson.計算工作負荷(人工小時，人工成本)，提供給BOM維護人員。4.17

Completebuildreportafterbetabuild,pilotrunandrampuprun.Leadcrossfunctiontosolveallproblem..在每次試生產(chǎn)后提交生產(chǎn)問題報告。并領導項目小組成員解決這此問題。4.18

Workwithplatformengineer,testengineerandqualityengineertocreateDPUreportaccordingtoqualityplaninNPD/NPTDB.和產(chǎn)品工程師、測試工程師和品質(zhì)工程師一起完成NPD/NPT數(shù)據(jù)庫中的品質(zhì)計劃。4.19

CompleteNPDstepontime,thesestepincludeOperatortraining,MfgprocessAudit,PilotrunReport,MfgStandreport,etc.完成NPD數(shù)據(jù)庫中要求的文件和步驟，包括操作人員培訓，制造流程審核，試生產(chǎn)報告，制造標準報告等。

OutputScheduleforallmanufacturingpreparationtaskWeeklyReportforpreparationperiodDailyReportforbuildperiodLineLayout&PlanReviewedBOMwithcorrectattributeAssemblyWorkInstructionMEI/WIDBOperatortrainingplan&NPDDBrecordLabelinformationforunit&PCBACycletimeandUPHreportWorkload(Manhour,orLaborcost)NPDDBMfgStandreportDFMReport(includeIssuelog)FMEAReportBetabuildReport(includeIssuelog)NPDDBPilotRunReport(includeIssuelog)MfgProcessAuditNPDDBRampupdailyreport5.NPDBuyer(NPDPurchasingCoordinator)新產(chǎn)品采購（新產(chǎn)品采購協(xié)調(diào)人）5.1NPDplannerisSCM(supplychainmanagement)coordinator,he/sheshouldsubmitmaterialstatusreportweeklyduringproductionpreparationperiod,submitmaterialstatusreportdailyduringeachphaseproductionsuchasbetabuild,pilotrunandrampuprun.Materialstatusreportiscreatedaccordingtopurchasing/sourcing/transferringmaterialstatus,shouldincludingdeliverydate,deliveryplanandriskpartslistwithcomments.新產(chǎn)品采購是供應鏈的協(xié)調(diào)人，他/她應該在新產(chǎn)品準備期間提交每周的物料狀態(tài)報告，在每次試生產(chǎn)前一周起提交每天的物料狀態(tài)報告。物料報告應該根據(jù)采購/本地化和轉移物料的狀態(tài)產(chǎn)生，包括到達日期，到達計劃，和潛在危險物料的清單。5.2SetupscheduleforallpurchasingitemsandsubmitittoNPIProjectleaderintimeatprojectbeginning.Thisscheduleshouldincludemeasurablegoal--deliveryplan.在項目開始前為所有采購事宜設定計劃時間表，遞交報告給新產(chǎn)品領導人。這個計劃時間表應當包括可衡量的目標—交貨計劃。5.3SubmitweeklyreporttoNPIProjectLeader&NPDplannerbeforelocalweeklymeetingontimeduringproductionpreparationperiod,attendweeklymeetingtodiscusspresentstatus.SubmitdailyreporttoNPIProjectLeaderintimeduringeachphaseproductionsuchasbetabuild,pilotrunandrampuprun.在準備階段，需要在每個本地周會前按時向新產(chǎn)品領導人和計劃員提交進展周報，參與周會時討論現(xiàn)在的狀態(tài)。在試生產(chǎn)期間需要提交每天的狀態(tài)報告。5.4AttendweeklymeetingwithR&Dside出席與研發(fā)中心的周會5.5Coordinatepurchasingteammembertoupdatepurchasingitemsstatusinmaterialtrackingsheetweeklybeforeeachphaseproductionsuchasbetabuild,pilotrunandrampuprun.From

1weekbeforeproductionperiod,needupdatematerialstatusdailyintime協(xié)調(diào)采購團隊內(nèi)部，及時更新材料跟蹤表格中的采購部件狀態(tài)。頻率：每次試生產(chǎn)前為每周，在試生產(chǎn)前一周起為每天。5.6CreateCosttableforscrappedpartandreworkpartsafterECNimplementation,leadoldrevisionpartsreworkorscrapissue.在ECN執(zhí)行后為報廢和返工材料創(chuàng)建費用表格，領導舊版本物料的返工和報廢事宜。5.7Checkiftherehavezerocostmaterialinsystem,makesureallcostareuploadedinsystemaccordingtolatestPOpriceoraveragePOprice.檢查系統(tǒng)中是否有零價格的物料，確保所有在系統(tǒng)中的價格和最后的訂單價格或平均價格一致。OutputScheduleforallpurchasingitemsforbetabuild/pilotrunandrampupWeeklyReportforpreparationDailyReportfrom1weekaheadofeachbuildUpdatedMaterialtrackingsheetregularlyCosttableforscrappedandreworkedpartsforECNCompletedcostBOM6.Sourcing&QualificationCoordinator部品認證/本地化協(xié)調(diào)人6.1Workwithpurchasingteamandplanningteamtodistinguishpartsinto“canbelocalized“or“cannotbelocalized”accordingtoBOM?Developlocalizationplanforfuture和采購與計劃一起識別BOM中的元件是否可以本地化？制定本地化計劃。6.2SetupscheduleforallsourcingitemsandsubmitittoNPIProjectleaderintimeatprojectbeginning.Thisscheduleshouldincludemeasurablegoal.–sourcingplan,sampledelivery/approvalplan.在項目開始前為所有部品認證/本地化事宜設定計劃時間表，遞交報告給新產(chǎn)品領導人。這個計劃時間表應當包括可衡量的目標—本地化計劃，樣品遞交和批準計劃。6.3SubmitweeklyreporttoNPIProjectLeader&NPDplannerbeforelocalweeklymeetingontimeduringproductionpreparationperiod,attendweeklymeetingtodiscusspresentstatus.SubmitdailyreporttoNPIProjectLeaderintimeduringeachphaseproductionsuchasbetabuild,pilotrunandrampuprun.在準備階段，需要在每個本地周會前按時向新產(chǎn)品領導人和計劃員提交進展周報，參與周會時討論現(xiàn)在的狀態(tài)。在試生產(chǎn)期間需要提交每天的狀態(tài)報告。6.4AttendweeklymeetingwithR&Dside出席與研發(fā)中心的周會6.5Monitorpartsreleasestatus,pushR&Dreleaseallpartsbeforepilotrun.監(jiān)控元件的發(fā)布狀態(tài)，推動研發(fā)部門在正式試生產(chǎn)前發(fā)布所有的元件6.6Coordinatequalificationteammembertoupdatesourcingitemsstatusinmaterialtrackingsheetweeklybeforeeachphaseproductionsuchasbetabuild,pilotrunandrampuprun.Duringproductionperiod,needupdatematerialstatusdailyintime.協(xié)調(diào)部品認證/本地化團隊內(nèi)部，及時更新材料跟蹤表格中的本地化部件狀態(tài)。頻率：每次試生產(chǎn)前為每周，在試生產(chǎn)前一周起為每天。6.7CoordinatequalificationteammemberonpartsverificationwithNPImanufacturingengineerduringpilotrunperiod.Afterverification,submitCTQ(criticaldimension/itemschecklist)forcriticalpartstoVendorImprovementdepartmentandQualityAssurancedepartment.Thechecklistisbaselineofincomingqualitycheckfor1stbatchrawmaterialforrampup.協(xié)調(diào)部品認證/本地化團隊內(nèi)部和新產(chǎn)品導入工程師一起在試生產(chǎn)期間確認部品。在確認后，向供應商改善部門和品質(zhì)保證部門關鍵部品的關鍵尺寸/條目檢查表。這個檢查表是爬坡生產(chǎn)原材料進料檢驗的依據(jù)。6.8Developtoolingplan制定模具計劃OutputSourcing&LocalizationPlanWeeklyReportforpreparationDailyReportfrom1weekaheadofeachbuildUpdatedMaterialtrackingsheetCriticaldimension/itemschecklistforcriticalpartsToolingplan7.NPDPlanner新產(chǎn)品計劃員7.1WorkwithNPIProjectLeaderandNPDengineertoseteachphaseproductionplanduringnewproductintroductionperiod.和新產(chǎn)品項目領導人/新產(chǎn)品工程師一起制定每個試生產(chǎn)的計劃。7.2ReleaseMRStoproductionlineandwarehousebeforeeachphaseintimeduringnewproductintroductionperiod.在每次試生產(chǎn)前發(fā)放物料請求清單給生產(chǎn)線和倉庫7.3Modifyitemsphantomattributeafteralternative(Cell)

BOMcopy,Ifitisnecessary如有需要，在cellBOM復制后修改虛擬階屬性7.4NPDmaterialplannerisresponsibletodoandupdatematerialshortagereportbasedonBOM物料計劃負責制作物料需求表,供采購提供物料交貨狀態(tài)7.5NPDmaterialplannerwillfollowupallECO/ECNandupdateitintoMRSorCBSR(Materialtrackingsheet)物料計劃負責跟蹤所有的ECO/ECN的變化,并及時更新到物料需求表或缺料表(物料跟蹤表)中7.6PlannerwillberesponsibletodosystembackflushsetupbeforePilotandmassproduction計劃負責系統(tǒng)的前期設定,以便生產(chǎn)線做backflush7.7PlannerwillberesponsibletosupplymonthlydemandbasedoncommunicationwithNPDcorp’splanner計劃負責提供成品需求計劃,以便采購備料.7.8Plannerwillarrangepilotrunschedulebasedonmanpowerandmaterial,willcoordinatewithMFGtofinishpilotontime.計劃根據(jù)生產(chǎn)線人力,物料情況安排試產(chǎn),

并跟催生產(chǎn)的進度OutputPrimaryMaterialTrackingsheet(or

CBSR,CanbuildshortageReportforRampup)NewproductmanufacturingplanforeachbuildUpdatedMaterialtrackingsheetregardingpartsandusageMRS(MaterialRequestSheet)BackflushroutingsetupFGweeklyandmonthlydemand8.TestEngineer測試工程師8.1DiscusswithR&DandCorptestengineertodeterminetestfixture/BON(BedofNail)deliveryplan.與研發(fā)部門和總部的測試工程師一起制定測試設備/測試工裝的到達計劃8.2CompleteDFT(Designfortesting)reviewwithR&DandCorptestengineerduringalphaandbetabuildifitisnecessary.如果有需要，與研發(fā)部門和總部的測試工程師一起在alpha和beta制造時完成DFT審核。8.3Estimateand

improvetestcapacity估計和改善測試生產(chǎn)能力8.4Setuptestfixtures/BONshardwarebeforepilotrunandassistCorptestengineersontestsoftwaredevelopmentduringpilotrun.在試生產(chǎn)之前安裝測試設備、針床等硬件設施，在試生產(chǎn)中輔助總部測試工程師制定和調(diào)試測試程序8.5CreateTestWIbeforemassproduction(rumpup).在量產(chǎn)前創(chuàng)建測試操作指導書8.6RecordLabelinformationintolabelprintingsystem在標簽打印系統(tǒng)中錄入新產(chǎn)品標簽信息。8.7WorkwithPlatformengineer&repairtechniciantogatherandanalyseanyproblemduringproduction.和產(chǎn)品（平臺）工程師/維修技術員一起收集和分析問題8.8Workwithplatformengineer,qualityengineerandNPDmanufacturingengineertocreateDPUreportaccordingtoqualityplaninNPDDB.和產(chǎn)品（平臺）工程師，質(zhì)量工程師，新產(chǎn)品導入工程師一起根據(jù)質(zhì)量計劃創(chuàng)建DPU報告。8.9TheMicroprocessorprogrammingfornewproject.Itincludingprogrammersetupandgetfirmwarefilefromdesignengineer.為新項目設定微處理器程序，包括編程器的設定和固件文件的設定8.10Checkthecalibrationstatusofthetestequipmentsandtoolsfornewproject

beforeBetaandPilotrun.在Beta和試生產(chǎn)前檢查測試儀器和工具的校驗狀態(tài)。8.11CompleteNPDstepontime及時完成NPD數(shù)據(jù)庫中的步驟OutputTestfixture/BON(BedofNail)deliveryplanLabelinformationuploadinlabelprintingsystemTestWI&ProcedureNPDDBCpkanalysereportforICT

9.ProductionManufacturingEngineer生產(chǎn)部制造工程師9.1He/ShewilljoininNPIteambeforepilotrunatleast.他/她至少應該在試生產(chǎn)前加入新產(chǎn)品導入團隊。9.2AssistNPI

manufacturingengineerontimestudyandlinebalanceduringpilotrunandrampuprun輔助新產(chǎn)品工程師在試生產(chǎn)和量產(chǎn)初期進行時間研究和生產(chǎn)線平衡。9.3WorkwithwholeNPIteamonachievingqualitytargetduringrampupbuild.和整個新產(chǎn)品導入團隊一起在爬坡生產(chǎn)期間達成質(zhì)量目標。9.4TakeoverproductfromNPIperiodtomassproductionperiodsmoothly.在量產(chǎn)后從新產(chǎn)品導入部門順利地接收產(chǎn)品。OutputTimestudyandlinebalanceReportTakeoverPlan10.QualityEngineer質(zhì)量工程師10.1

Studyproductduringeachphaseproductionsuchasbetabuild,pilotrun,在每次試生產(chǎn)中研究/學習產(chǎn)品和流程。10.2

Developgood/badvisualinspectiondocumentduringduringeachphaseproductionsuchasbetabuild,pilotrun.在每次試生產(chǎn)中制定和完善好/壞目視檢測文件。10.3

Submitqualityreportaftereachphaseproductionsuchasbetabuild,pilotrun,在每次試生產(chǎn)中遞交質(zhì)量報告10.4

Workwithplatformengineer,testengineerandNPDmanufacturingengineertocreateDPUreportaccordingtoqualityplaninNPDDB.和產(chǎn)品（平臺）工程師，測試工程師，新產(chǎn)品導入工程師一起根據(jù)質(zhì)量計劃創(chuàng)建DPU報告。10.5

UsingCTQ(CriticaltoQuality,criticaldimension/itemschecklist)forcriticalpartstocheck1stbatchpartsfromlocalsupplierbeforerampupbuild.在爬坡生產(chǎn)前使用關鍵部品的關鍵尺寸或條目檢查表來檢查本地供應商遞交的第一批部品。10.6

Checkoperator’sworkaccordingtoWIstationbystationduringbeginningoframpup.GaveoperatorWIunderstandingcertificationifhe/sheunderstandthisstationandprecedingstation.在爬坡生產(chǎn)初期按照操作指導書每一工位對操作工的工作進行檢查。如果操作工理解了本工位和前一工位的工作，則頒發(fā)操作指導書理解證書。10.7DirectQCtomonitorprocessduringeachbuild.指導品管在每次生產(chǎn)時監(jiān)督流程。OutputQualityPlan,QualityControlpoint,QualityInspectionstandard.InProcessQualityCheckReportNPDDBDPUReport-11.Regulatory&SystemEngineer安規(guī)和系統(tǒng)工程師11.1WorkwithR&DtocheckRegulatoryandCompliancestatusforNP在新產(chǎn)品導入其間協(xié)助研發(fā)團隊檢查安規(guī)和兼容性11.2

WorkontransferSKU’sRegulatoryandComplianceidentificationandapplication對于轉移來的產(chǎn)品進行安規(guī)和兼容性鑒別，如有需要進行申請12.VenderImprovementEngineer(SQE,SupplierQualityEngineer)供應商質(zhì)量/改善工程師12.1

WorkwithQualificationEngineertoaudit/approvepotentialorexistingsupplier,makesuretheyhavegoodqualitymanagementsystem.和部品工程師一起審核/批準潛在的或者已存在的供應商，確保他們有好的質(zhì)量保證體系。12.2

WorkwithqualificationengineertomakesuresupplierhavestableprocesscontroltodelivergoodqualitypartstoAAA，speciallychecktheirprocessusingCTQ(criticaldimension/itemschecklistforcriticalparts).和部品工程師一起確保供應商有穩(wěn)定的制程控制來送達良好質(zhì)量的部品。特別用關鍵部品的關鍵尺寸或條目檢查表檢查他們的流程。12.3

Requirelocalsuppliertodeliver1stbatchpartswithOQC(OutcomeQualityCheck)reporttoAAAforrampupbuild.要求本地供應商為爬坡生產(chǎn)遞交第一批批量部品時應該附出廠檢驗報告。.12.4ContactsupplieronanypartsqualityissueduringNPIperiod,pushthemtosolveproblem.在新產(chǎn)品導入期間對于任何部品質(zhì)量問題聯(lián)系供應商，推動供應商解決問題。13.PlatformEngineer產(chǎn)品（平臺）工程師13.1

Studyproductduringeachphaseproductionsuchasbetabuild,pilotrun,.在每次試生產(chǎn)中研究/學習產(chǎn)品和流程。13.2

Workwithqualityengineer,testengineer&repairtechniciantoanalyseanyproblemduringproduction.和質(zhì)量工程師，測試工程師，新產(chǎn)品導入工程師一起根據(jù)質(zhì)量計劃創(chuàng)建DPU報告。13.3

ContactR&Dtogetproductdiagrametctrainingmaterial聯(lián)系研發(fā)部門，取得產(chǎn)品圖紙等培訓材料13.4

Trainrepairtechnicianonproductconcept,theory,circuitdiagram.培訓維修技術員，關于產(chǎn)品概念，原理和電路圖。OutputProductTraining.NPDDBDPUReport-14.FacilityEngineer設施工程師14.1

WorkwithNPDmanufacturingengineeronlinesetup,speciallyonpowersupply,pneumaticsystemandESDsystem.和新產(chǎn)品導入工程師一起完成生產(chǎn)線的布局建立，特別是電，氣和防靜電系統(tǒng)。14.2

WorkwithEquipment(SMT/AI)EngineertoassistNPDmanufacturingengineertogetsometoolsduringNPDperiod.和設備工程師一起輔助新產(chǎn)品導入工程師采購一些設備和工具。14.3

Developoperation/maintenanceprocedureforconveyororotherspecialequipment

ifitisnecessary如有需要，為生產(chǎn)線或特殊設備制定操作/維護程序。OutputLinesetupPlanLinemaintenancePlan/Procedure.15.EHS(EnvironmentHealthSafety)Engineer環(huán)境健康安全工程師15.1

AtbeginningofNPIperiod,workwithNPIteamleader/NPIEngineer/FacilityEngineertoidentify,evaluatefactorofEnvironment/Health/Safetyofnewproductandrelatedactivity,findsolutionhowtoreducetheimpactofthesefactor,thenupdatedocumentofEnvironmentandSafetymanagementsystemintimeifitisnecessary.在新產(chǎn)品導入初期，和新產(chǎn)品導入項目領導人/新產(chǎn)品工程師/設施工程師一起識別，評估新產(chǎn)品和相關活動帶來的環(huán)境健康安全因素，尋找到怎樣減少這些因素的解決方案。如果需要，及時更新環(huán)境和安全體系文件。15.2

ImplementsolutionduringNPIperiodandmassproduction.在新產(chǎn)品導入期間和大規(guī)模生產(chǎn)期間執(zhí)行解決方案。16.Warehouse倉庫16.1

WarehousemanagermayassignrelativepersonascontactwindowfornewproductbetabuildandpilotrunduringNPDperiod.倉庫經(jīng)理應該在新產(chǎn)品期間指定相關員工作為聯(lián)系窗口負責新產(chǎn)品物料。16.2OnscheduletoissuepartstocellactivelyaccordingtoMRSoranyurgentrequirement.按照MRS或者緊急要求按時將材料發(fā)送到生產(chǎn)線。16.3

ActivelycontactrelatedNPDmanufacturingengineer,buyerorqualificationengineertoidentifyunknownparts,ortools.

積極聯(lián)絡新產(chǎn)品工程師、采購或本地認證工程師去鑒別未知的物料或工具。16.4MakesurereceiveallpartsforNPDintime.確保新產(chǎn)品項目所需的物料及時收貨。16.5

ReleaseallpartstocellintimeaccordingNPDscheduleandNPIProjectleader’sinstruction.根據(jù)新產(chǎn)品的生產(chǎn)計劃和新產(chǎn)品項目領導人的指示及時發(fā)放物料到生產(chǎn)線。16.6

WorkwithQualificationEngineer/Buyer/Planner/NPDEngineer/QConoldrevisionpartsreworkandscrapissue.和部品認證工程師/采購/計劃/新產(chǎn)品工程師/品管一起處理舊版本物料的返工和報廢。17.Equipment(SMT/AI)Engineer設備(SMIT/AI)工程師17.1

PreparecommontoolsonscheduleaccordingtolistprovidedbyNPDengineer.按時根據(jù)新產(chǎn)品導入工程師提供的清單準備普通工具。17.2

Developoperation/maintenanceprocedureforspecialequipment/jigifitisnecessary如有需要，為特殊設備或夾具制定操作/維護程序。17.3

PrepareSMTstencil,SMT/AIprogramonschedule.PurchaseanysparepartsforNPD.按計劃準備SMT印刷模板，SMT/AI程序，準備備件。17.4

MakesureSMTedPCBorAIedPCBorW/SedPCBAhavegoodqualityaccordingtoIPC-A-610（D）standard.確保通過SMT/AI/WS后的線路板質(zhì)量符合IPC-A-610的標準。17.5

AdjustanddeterminereflowandwavesolderingmachineprofileforNPDPCBAssembly.為新產(chǎn)品的線路板調(diào)整和制定回流焊/波峰焊溫度曲線OutputCommonTooldeliveryPlanTools/JigsmaintenancePlanorprocedureSNTStencil,SMTProgram,AIProgram,SMTsetupsheet,AIsetupsheetReflowovenprofile,Wavesolderingmachineprofile.18.ECOCoordinator(Admin)ECO協(xié)調(diào)人(管理者)18.1

CopyPrimaryBOMifhe/sheisauthorizedbyR&DorNPIteamleader如果得到研發(fā)或新產(chǎn)品導入項目領導人的授權，復制工程BOM.18.2

Modifyattribute

forpartsinPrimaryBOMduringNPIperiodaccordingtoNPIEng’ssuggestion在新產(chǎn)品導入其間根據(jù)新產(chǎn)品工程師的建議修改元件的屬性18.3

Copyalternative(cell)BOMaccordingtoplanner’ssuggestion根據(jù)計劃員的建議復制CellBOM18.4Createormodifyworkload(Manhour)foreachSKUorSubassemblyaccordingtoNPIEng’ssuggestion.根據(jù)新產(chǎn)品工程師的建議為成品或組件創(chuàng)建或修改工作負荷(工時)18.5PerformcostrollupinOracleintimeforcostcheckandverification為成本檢查和核實及時在Oracle執(zhí)行成本滾動18.6CopychildrenBOMofsubassemblyfromBILif

oneECN/ECOintroducenewsubassemblyperNPIEngineer/Planner’srequirement.AssignunavailablepartsinCHFinoraclesystemifitisnecessary.如果一個ECN/ECO引入了一個新的組件料號，根據(jù)新產(chǎn)品工程師或計劃員的要求復制下層物料。如果某個物料在系統(tǒng)中無效，需要分配其到CHF。18.7

ReviewECOwhichissubmittedforreview,withNPIEngineerorMOMManufacturingEngineer,andthensubmititforapproval.和新產(chǎn)品導入工程師或生產(chǎn)部制造工程師一起審核已經(jīng)遞交審核的ECO，然后將其遞交批準。18.8WorkwithNPIEngineerorMOMManufacturingEngineeronECOimplementation&

partsattributemodificationduring3monthrampup.在三個月爬坡生產(chǎn)期間和新產(chǎn)品工程師或生產(chǎn)部制造工程師一起及時完成ECO執(zhí)行和元件屬性修改。OutputCorrectBOMECO/ECOmaterialtrackingsheet(includingimplementationplan)19.MEI(ManufacturingEngineeringInstruction)Engineer制造工程指導書工程師19.1

StudyproductwithNPIengineerduringeachphaseproductionsuchasbetabuild,pilotrun.在各個試生產(chǎn)期間和新產(chǎn)品工程師一起研究產(chǎn)品。19.2

CompleteMEIusing3Ddrawing,graphorpicturebeforemassproduction.在量產(chǎn)前完成MEI文件。19.3

AssistNPDmanufacturingengineeronWIcreationandupdate,especiallyonpicture&stepdescription.輔助新產(chǎn)品工程完成操作指導書的創(chuàng)建和更新，特別是拍照片和步驟描述OutputMEI(MEI/WIDBManufacturingEngineeringInstruction)AWI(AssemblyWorkMEI/WIDBInstruction)20.ManufacturingOperationManagerandCellLeader制造部經(jīng)理和生產(chǎn)線線長20.1MOMshouldassignProductionMEtojoinin

NPIteambeforepilotrunatleast.制造部經(jīng)理應該至少在試生產(chǎn)前分配制造部制造工程師加入新產(chǎn)品導入團隊。20.2

MOMorCellleadershouldprovidefinalstaffingplan

accordingtoNPIEngineer’smanpowerassignment制造部經(jīng)理或生產(chǎn)線線長應該根據(jù)新產(chǎn)品工程師的人員分配提供最終的人員計劃。20.3

CellLeadershouldhavematerialhandlercheckmaterialreadinessbeforeandduringeachphaseproduction，reportstatusdailytoNPIleader/NPIEngineer/Planner/NPIBuyer。線長應該在每個試生產(chǎn)前指導物料員檢查物料準備就緒狀態(tài)，每日向項目領導人/新產(chǎn)品工程師/計劃/新產(chǎn)品導入采購報告狀態(tài)。20.4

OrganizeproductionaccordingtodirectionofNPIProjectLeaderandNPIengineer.根據(jù)新產(chǎn)品組領導人/工程師的指導一起組織生產(chǎn)。20.5

CellleadershouldassistNPIEngineeronoperatortrainingon-line.線長應該協(xié)助新產(chǎn)品工程師進行操作工在線培訓。20.6CellLeadermayreportproductionstatusandfindingeverydayduringeachphaseproduction.線長在試生產(chǎn)期間每天匯報生產(chǎn)狀態(tài)。20.7Cellleadercheckoperator’sworkaccordingtoWIstationbystationduringbeginningoframpup.GaveoperatorWIunderstandingcertificationifhe/sheunderstandthisstationandprecedingstation.線長在爬坡生產(chǎn)初期按照操作指導書每一工位對操作工的工作進行檢查。如果操作工理解了本工位和前一工位的工作，則頒發(fā)操作指導書理解證書。20.8

Backflushmaterialintime.在系統(tǒng)中及時回沖料OutputDailyMaterialreadinessreportDailyProductionstatusreport21.Logisticdepartment物流部門21.1Importrawmaterialandtoolsintime及時進口原材料和工具21.2

Exportunitsintime,Providetrackingnumberandothershipmentinformationintime及時出口成品,及時提供跟蹤號碼和其他運貨信息。22.RMADevelopRMAplanwithR&DorlocalNPIleader.和研發(fā)或本地新產(chǎn)品導入項目領導人一起制定RMA計劃。23.HRDepartment人力資源23.1ProvidequalifiedengineerandoperatorforNPI為新產(chǎn)品導入項目提供合格的工程師和操作工人。23.2Contactandprovidespecialskilltrainingforoperatorfor

NPI為新產(chǎn)品導入項目中的操作工人聯(lián)系和提供特殊技能培訓24.MISDepartment電腦信息部門24.1

ProvidenetworkportandPCfornewproductionline.為新的生產(chǎn)線提供網(wǎng)絡端口和電腦24.2

Provideothersupportfornewproductionintroduction為新產(chǎn)品提供其他電腦支持25.

Costaccountant成本會計

UpdatependingcosttofrozencostforSKUsaccordingto

NPIteamleader’sdirection按照新產(chǎn)品導入領導人的建議更新整機成本，從未決的到凍結的。RelatedDocumentation相關資料----------------------------------------------------------------------------------------------------------------------------AAAQualitySystemsDatabaseAAA質(zhì)量系統(tǒng)DatabasePolicy7.1

-Planningofrealizationprocesses方針7.1–產(chǎn)品實現(xiàn)的策劃NPD2DB新產(chǎn)品2代數(shù)據(jù)庫TransferDB產(chǎn)品轉移數(shù)據(jù)庫ECO/ECNDB工程變更申請/工程變更通知數(shù)據(jù)庫YEPR023LocalECO/ECNimplementationprocedure本地ECO/ECN執(zhí)行程序YEPR001LOCALSTATISTICALDATAANDANALYSISPROCEDURE蘇州統(tǒng)計數(shù)據(jù)及分析程序Operations