新產(chǎn)品導(dǎo)入程序管理專題培訓(xùn)英文

NPIPROGRAMMANAGEMENT

新產(chǎn)品導(dǎo)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)toolong

badBOMusage

Forthiscase,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----operatortrainingandshiftarrangement

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