制造业新产品导入流程模板 19页

‎ 制造业新产品导入流程模板 AAA本地工厂新产品导入程序 Scope 范围 -----------------------------------------------------------------------------------------------------‎ This procedure covers new product introduction in AAA (Suzhou).‎ 凡导入AAA工厂制造的新产品，均依本程序文件的规定。‎ New product introduction include NPD (New Product Development) and NPT (New Product Transfer).‎ ‎ 新产品导入包括新产品开发和新产品转移。‎ Objective 目的 To make assure new product introduction in AAA (Suzhou) is under control.‎ 确保AAA工厂新产品导入处于受控状态。‎ Applicability 适用性 This procedure applies to only AAA (Suzhou) facility.‎ 此程序文件仅适用于AAA工厂。‎ Definition 定义 New product introduction is a project management process.  Project initiation means when one factory NPI Project leader (Project Manager)  accept authorization from local management, project close means when new product is delivered to mass production after ramp up.‎ 新产品导入是一个项目管理过程。当一个本地新产品领导人接受管理层授权意味着项目启动，当新产品进入爬坡生产之后的大批量生产意味着项目结束。‎ Responsibilities 职责/ Output 输出报告 ‎1. POM ( Plant Operation Manager) and Management 工厂运作经理和管理层 ‎1.1 Assign factory NPI Project Leader (Project Manager)  for each project with management, give him/her very clear assignment and authorization. NPI Engineer also can be NPI Project leader if the project is small.‎ 为每个项目任命工厂新产品导入项目领导人(项目经理)，给予此人清晰的任务分配和授权。如果项目较小，新产品导入工程师也可成为新产品导入项目领导人 ‎1.2 Agree or disagree new product can be released to manufacturing according to result of pilot run.‎ 根据试生产的结果同意或不同意新产品发布到制造阶段。‎ Output Project Charter, announce project leader (Local NPI Project leader)’s authorization and assignment Approve Project Management Planl (Scope/Time/Cost/Quality/HR/Risk, etc)‎ Agreement while new product need bel released to manufacturing (RTM).‎ ‎2. NPI Project leader (Project Manager)‎ 新产品导入项目领导人（项目经理）‎ ‎2.1 NPI Project Leader is nominated and authorized by Management to plan, organize, lead and control Project Execution. NPI Engineer also can be NPI Project Leader when the project is comparatively small and simple.‎ 新产品导入项目领导人由管理层提名和任命，计划、组织和控制项目的执行。如果项目较小或简单，新产品导入工程师也可成为新产品导入项目领导人 ‎2.2 NPI Project Leader will work on the Project ROI of NPT for Management justification and sign-off when needed.‎ 如果需要，新产品导入项目领导人将为新产品转移进行投资回报分析报告，供管理层决策并签署。 ‎2.3 NPI Project Leader will develop NPI Project team with head of cross function department.‎ ‎   新产品导入项目领导人将和各职能部门的领导一起制定和发展项目团队。‎ ‎2.4 NPI Project Leader will hold Project Kick-off Meeting to initiate the execution of Project.‎ ‎   新产品导入项目领导人将召开启动会议，启动项目。‎ ‎2.5 NPI Project Leader is the major communication interface of Factory to R&D (for NPD) or Outgoing Site (for NPT).‎ 新产品导入项目领导人是主要的沟通平台。对于新产品而言，工厂和研发之间；对于产品转移而言，工厂和外部工厂之间。‎ ‎2.6 NPI Project Leader will follow AAA NPD / NPT Standard Procedure, which is documented in Notes Database, to execute the Project 新产品导入项目领导人将根据在Notes数据库中的AAA NPD/NPT标准流程，实施项目管理。‎ ‎2.7 NPI Project Leader will collect and review plans for sub-task from Project Team members from cross functional department，then create schedule for NPI project.‎ 新产品导入项目领导人将收集和汇总各个职能部门的计划，来形成新产品导入计划。‎ ‎2.8 NPI Project Leader will create WBS ( work breakdown structure) with team member。‎ 新产品导入项目领导人将和小组成员一起创建工作分解结构，明确职责。‎ ‎2.9 Establish team build plan (recognition and rewards system) for each project team 建立团队建设计划--奖励和荣誉系统。‎ ‎2.10 NPI Project Leader will initiate, follow-up and update the Project Master Schedule (Gantt-Chart template). Project review meeting with all team members is required on regular base (for example, once a week). In regular project review meeting, discuss project status based on weekly or monthly report from cross function, measure actual progress and compare it to planned progress, set corrective action plan immediately if it is necessary.‎ 新产品导入项目领导人将和项目成员一起启动、遵循项目管理时间表，定期举行会议回顾和更新项目管理时间表。在例会上，讨论各职能部门提供的每周或每月项目状态报告，与计划的进程比较来衡量实际的进展，如果需要将立即提出纠正措施。‎ ‎2.11 Submit weekly status report on weekly meeting with R&D side or outgoing facility.‎ 与研发中心或输出工厂的周会上讨论每周的项目进展情况。‎ ‎2.12 For NPD, Project Leader will review and document each phase result with R&D side. For example: beta build, pilot run, ramp up build, etc.‎ 对于新产品项目，新产品导入项目领导人将和研发中心一起审核和归档每次生产的结果：例如beta试产，小批量试产，爬坡量产。‎ ‎2.13 Project Leader will ensure to deliver new product to mass production on schedule with Quality Plan. Product Quality Plan should meet universal and AAA specific quality standard which is agreed with AAA R&D team and AAA Manufacturing Plant.‎ 新产品导入项目领导人将确保新产品按时按质递交到批量生产。产品质量计划应该达到一个研发和生产都可以接受的通用质量和AAA特殊标准。‎ ‎2.14 Submit final report/ information to GM & management for final decision of RTM.‎ 提交最终的报告或信息给总经理和管理层，作为同意正式投入生产的依据。‎ ‎2.15 Project Leader will lead the Project Team to support successful Production Ramp-up for the 1st three months at most. And lead the NPI ramp-up review and sign-off of Mass Production Release.‎ ‎   新产品导入项目领导人将领导NPI团队支持最多三个月(具体期限视项目复杂程度而定)的爬坡生产，并领导爬坡生产审核和签署量产生效。‎ ‎2.16 Project Leader will lead the NPI Closure review and submit the wrap-up report to Management.‎ ‎ 新产品导入项目领导人将领导NPI结束审核，递交管理层综合报告 ‎     Output ‎ Weekly meeting report ‎ ROI report if it is necessary  --〉 Transfer DB ‎ WBS (work breakdown structure)‎ ‎ NPI schedule ‎ Manufacturing Plan for each build ‎ Recognition and rewards system ‎ Final pilot run report Project closure report ‎3. Head of cross function department 各职能部门的负责人 ‎3.1 Assign 1 member as internal coordinator from each function department for NPI project. He /shi is the member of NPI project team.‎ 指定一个成员作为本部门内部的新产品协调人，他/她是新产品导入项目团队的成员。‎ ‎3.2 Assist own NPI coordinator to achieve NPI sub-task on schedule.‎ 帮助本部门的新产品协调人按照计划完成项目中赋予的任务。‎ ‎3.3 Set KPI (Key Performance Indicator) for NPI as commitment.‎ 设定关键绩效指标作为支持新产品导入的承诺。‎ Output KPI (Key Performance Indicator) for NPI Assignment for internall coordinator ‎4. NPI Manufacturing Engineer 新产品导入制造工程师 ‎4.1 Setup schedule for all manufacturing preparation task and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal for each task.‎ 在项目开始的时候设定与制造准备相关任务的计划时间表，提交给新产品导入领导人。这个计划时间表应该包含可衡量的指标。‎ ‎4.2 Submit weekly report to NPI Project Leader before local weekly meeting on time, attend weekly meeting to discuss present status.‎ 在每个本地周会前按时提交进展周报，参与周会时讨论现在的状态。‎ ‎4.3 Attend weekly meeting with R&D side 出席与研发中心的周会 ‎4.4 Complete DFM (Design for manufacturing) & FMEA (Failure Mode and Effect Analysis) review with R&D during alpha and beta build if it is necessary.‎ 如果可能参与alpha 和beta 生产，并与研发一起完成DFM和FMEA审核报告 ‎4.5 Discuss with R&D on all manufacturing issues during preparation period.‎ 在准备阶段与研发讨论一切和制造相关的问题。‎ ‎4.6 Check Primary BOM, include part attribute (make/buy, based on roll up) review, BOM structure review and BOM accuracy review. Especially after ECN, provide it to BOM maintenance person to correct attribute, and provide it to R&D to correct BOM.‎ 检查工程BOM，包括属性，结构和数量精准，特别是ECN之后，提供给BOM维护人员修改属性，和提供研发修改错误。‎ ‎4.7 Get Gerber file, bare board, PCBA sample and unit sample if they are necessary,‎ 取得PCB电子文件，空线路板，样品线路板和样品整机如果必需的话。‎ ‎4.8 Work with MEI specialist to create assembly work instruction for PCB assembly and final assembly for beta build, pilot run and ramp up build step by step, release formal assembly WI before mass production.‎ 和MEI工程师一起创建线路板和成品最终装配生产指导书，并在试生产过程中完善，最后在批量生产前正式发放。‎ ‎4.9 Create production line layout, process flowchart, station and labor assignment 创建生产线布局，流程图，以及工作站和人员的分配计划 ‎4.10 Work with facility engineer, test engineer and MIS dept to complete production line layout design, setup, and prepare special tools and jigs for new product if they are necessary.‎ 和设施工程师，测试工程师和IT工程师一起完成生产线布局的设计、安装。为生产线准备一些特殊的工具和夹具。‎ ‎4.11  Work with qualification engineer to verify local parts before beta build and pilot run 和部品认证工程师一起在每次试生产前验证本地产部件。‎ ‎4.12 Direct and train cell leader and operator from production dept during beta build, pilot run and ramp up run.‎ 在新产品导入期间指导和培训线长和操作人员 ‎4.13  Take over responsibility to Manufacturing Engineer to in 3 months at most after pilot run.‎ 在试生产后最多三个月之内向生产部制造工程师移交所有的职责。‎ ‎4.14 Summary daily report for Ramp up 创建和汇总爬坡生产的每日报告 ‎4.15 Provide label information from PLC DB.‎ 提供标签信息。‎ ‎4.16 Calculate & submit workload (Man hour or labor cost) before mass production, provide it to BOM maintenance person. 计算工作负荷(人工小时，人工成本)，提供给BOM维护人员。‎ ‎4.17  Complete build report after beta build, pilot run and ramp up run. Lead cross function to solve all problem..‎ 在每次试生产后提交生产问题报告。并领导项目小组成员解决这此问题。‎ ‎4.18  Work with platform engineer, test engineer and quality engineer to create DPU report according to quality plan in NPD/NPT DB.‎ 和产品工程师、测试工程师和品质工程师一起完成NPD/NPT数据库中的品质计划。‎ 4.19 Complete NPD step on time, these step include Operator training, Mfg process Audit, Pilot run Report, Mfg Stand report, etc.‎ 完成NPD数据库中要求的文件和步骤，包括操作人员培训，制造流程审核，试生产报告，制造标准报告等。‎ Output Schedule for all manufacturing preparation task ‎ Weekly Report for preparation period ‎ Daily Report for build period ‎ Line Layout & Plan Reviewed BOM with correct attribute Assembly Work Instruction MEI/WI　DB ‎ Operator training plan & NPD　DBàrecord ‎ ‎ Label information for unit & PCBA ‎ Cycle time and UPH report ‎ Workload (Man hour, or Labor cost)‎ ‎ NPD　DB Mfg Stand report ‎ ‎ DFM Report (include Issue log)‎ ‎ FMEA Report ‎ Beta build Report (include Issue log)‎ ‎ NPD　DB Pilot Run Report ( include Issue log) ‎ ‎ Mfg Process Audit NPD　DB ‎ Ramp up daily report ‎5. NPD Buyer (NPD Purchasing Coordinator)‎ 新产品采购 （新产品采购协调人）‎ ‎5.1 NPD planner is SCM (supply chain management) coordinator, he/she should submit material status report weekly during production preparation period, submit material status report daily during each phase production such as beta build, pilot run and ramp up run. Material status report is created according to purchasing / sourcing / transferring material status, should including delivery date, delivery plan and risk parts list with comments.‎ 新产品采购是供应链的协调人，他/她应该在新产品准备期间提交每周的物料状态报告，在每次试生产前一周起 提交每天的物料状态报告。物料报告应该根据采购/本地化和转移物料的状态产生，包括到达日期，到达计划，和潜在危险物料的清单。‎ ‎5.2 Setup schedule for all purchasing items and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal-- delivery plan.‎ 在项目开始前为所有采购事宜设定计划时间表，递交报告给新产品领导人。这个计划时间表应当包括可衡量的目标—交货计划。‎ ‎5.3 Submit weekly report to NPI Project Leader & NPD planner before local weekly meeting on time during production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run.‎ 在准备阶段，需要在每个本地周会前按时向新产品领导人和计划员提交进展周报，参与周会时讨论现在的状态。在试生产期间需要提交每天的状态报告。‎ ‎5.4 Attend weekly meeting with R&D side 出席与研发中心的周会 ‎5.5 Coordinate purchasing team member to update purchasing items status in material tracking sheet weekly before each phase production such as beta build, pilot run and ramp up run. From  1 week before production period , need update material status daily in time 协调采购团队内部，及时更新材料跟踪表格中的采购部件状态。频率：每次试生产前为每周，在试生产前一周起为每天。‎ ‎5.6 Create Cost table for scrapped part and rework parts after ECN implementation, lead old revision parts rework or scrap issue.‎ 在ECN执行后为报废和返工材料创建费用表格，领导旧版本物料的返工和报废事宜。‎ ‎5.7 Check if there have zero cost material in system, make sure all cost are uploaded in system according to latest PO price or average PO price.‎ 检查系统中是否有零价格的物料，确保所有在系统中的价格和最后的订单价格或平均价格一致。‎ Output ‎ Schedulel for all purchasing items for beta build/ pilot run and ramp up ‎ Weekly Report for preparation ‎ Daily Report from 1 week ahead of each build ‎ Updated Material tracking sheet regularly ‎ Cost table for scrapped andl reworked parts for ECN ‎ Completed cost BOM ‎6. Sourcing & Qualification Coordinator 部品认证 /本地化协调人 ‎6.1 Work with purchasing team and planning team to distinguish parts into “can be localized “ or “ can not be localized” according to BOM? Develop localization plan for future 和采购与计划一起识别BOM中的元件是否可以本地化？制定本地化计划。‎ ‎6.2 Setup schedule for all sourcing items and submit it to NPI Project leader in time at project beginning. This schedule should include measurable goal. – sourcing plan, sample delivery/ approval plan.‎ 在项目开始前为所有部品认证 /本地化事宜设定计划时间表，递交报告给新产品领导人。这个计划时间表应当包括可衡量的目标—本地化计划，样品递交和批准计划。‎ ‎6.3 Submit weekly report to NPI Project Leader & NPD planner before local weekly meeting on time during production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run.‎ 在准备阶段，需要在每个本地周会前按时向新产品领导人和计划员提交进展周报，参与周会时讨论现在的状态。在试生产期间需要提交每天的状态报告。‎ ‎6.4 Attend weekly meeting with R&D side 出席与研发中心的周会 ‎6.5 Monitor parts release status, push R&D release all parts before pilot run.‎ 监控元件的发布状态，推动研发部门在正式试生产前发布所有的元件 ‎6.6 Coordinate qualification team member to update sourcing items status in material tracking sheet weekly before each phase production such as beta build, pilot run and ramp up run. During production period, need update material status daily in time.‎ 协调部品认证/本地化团队内部，及时更新材料跟踪表格中的本地化部件状态。频率：每次试生产前为每周，在试生产前一周起为每天。‎ ‎6.7 Coordinate qualification team member on parts verification with NPI manufacturing engineer during pilot run period. After verification, submit CTQ (critical dimension/items check list) for critical parts to Vendor Improvement department and Quality Assurance department. The check list is baseline of incoming quality check for 1st batch raw material for ramp up.‎ 协调部品认证/本地化团队内部和新产品导入工程师一起在试生产期间确认部品。在确认后，向供应商改善部门和品质保证部门关键部品的关键尺寸/条目检查表。这个检查表是爬坡生产原材料进料检验的依据。‎ ‎6.8 Develop tooling plan 制定模具计划 Output ‎ Sourcing & Localization Plan ‎ Weekly Report for preparation ‎ Daily Report from 1 week ahead ofl each build ‎ Updated Material tracking sheet Critical dimension/itemsl check list for critical parts ‎ Tooling plan ‎7. NPD Planner 新产品计划员 ‎7.1 Work with NPI Project Leader and NPD engineer to set each phase production plan during new product introduction period.‎ 和新产品项目领导人/新产品工程师一起制定每个试生产的计划。‎ ‎7.2 Release MRS to production line and warehouse before each phase in time during new product introduction period.‎ 在每次试生产前发放物料请求清单给生产线和仓库 ‎7.3 Modify items phantom attribute after alternative(Cell)  BOM copy , If it is necessary 如有需要，在cell BOM 复制后修改虚拟阶属性 ‎7.4 NPD material planner is responsible to do and update material shortage report based on BOM 物料计划负责制作物料需求表, 供采购提供物料交货状态 ‎7.5 NPD material planner will follow up all ECO/ECN and update it into MRS or CBSR (Material tracking sheet)‎ 物料计划负责跟踪所有的ECO/ECN的变化,并及时更新到物料需求表或缺料表(物料跟踪表)中 ‎7.6 Planner will be responsible to do system backflush set up before Pilot and mass production 计划负责系统的前期设定,以便生产线做backflush ‎7.7 Planner will be responsible to supply monthly demand based on communication with NPD corp’s planner 计划负责提供成品需求计划,以便采购备料.‎ ‎7.8 Planner will arrange pilot run schedule based on manpower and material, will coordinate with MFG to finish pilot on time.‎ 计划根据生产线人力,物料情况安排试产,  并跟催生产的进度 Output Primary Material Tracking sheet ( or  CBSR, Can build shortage Report for Ramp up)‎ New product manufacturing plan for each build Updated Material tracking sheet regarding parts and usage MRS ( Material Request Sheet )‎ Back flush routing set up FG weekly and monthly demand ‎8. Test Engineer 测试工程师 ‎8.1 Discuss with R&D and Corp test engineer to determine test fixture / BON (Bed of Nail) delivery plan.‎ 与研发部门和总部的测试工程师一起制定测试设备/测试工装的到达计划 ‎8.2 Complete DFT (Design for testing) review with R&D and Corp test engineer during alpha and beta build if it is necessary.‎ 如果有需要，与研发部门和总部的测试工程师一起在alpha 和 beta 制造时完成DFT审核。‎ ‎8.3 Estimate and  improve test capacity 估计和改善测试生产能力 ‎8.4 Set up test fixtures/BONs hardware before pilot run and assist Corp test engineers on test software development during pilot run.‎ 在试生产之前安装测试设备、针床等硬件设施，在试生产中辅助总部测试工程师制定和调试测试程序 ‎8.5 Create Test WI before mass production (rump up).‎ 在量产前创建测试操作指导书 ‎8.6 Record Label information into label printing system 在标签打印系统中录入新产品标签信息。‎ ‎8.7 Work with Platform engineer & repair technician to gather and analyse any problem during production.‎ 和产品（平台）工程师/维修技术员一起收集和分析问题 ‎8.8 Work with platform engineer, quality engineer and NPD manufacturing engineer to create DPU report according to quality plan in NPD DB.‎ 和产品（平台）工程师，质量工程师，新产品导入工程师一起根据质量计划创建DPU报告。‎ ‎8.9 The Microprocessor programming for new project. It including programmer set up and get firmware file from design engineer.‎ 为新项目设定微处理器程序，包括编程器的设定和固件文件的设定 ‎8.10 Check the calibration status of the test equipments and tools for new project before Beta and Pilot run.‎ 在Beta 和试生产前检查测试仪器和工具的校验状态。‎ ‎8.11 Complete NPD step on time 及时完成NPD数据库中的步骤 Output ‎ Test fixture / BON (Bed of Nail) delivery plan ‎ Label information upload in label printing system ‎ Test WI & Procedure ‎ NPD DB Cpk analyse report for ICT  ‎ ‎9. Production Manufacturing Engineer 生产部制造工程师 ‎9.1 He/She will join in NPI team before pilot run at least.‎ 他/她至少应该在试生产前加入新产品导入团队。‎ ‎9.2 Assist NPI  manufacturing engineer on time study and line balance during pilot run and ramp up run 辅助新产品工程师在试生产和量产初期进行时间研究和生产线平衡。‎ ‎9.3 Work with whole NPI team on achieving quality target during ramp up build.‎ 和整个新产品导入团队一起在爬坡生产期间达成质量目标。‎ ‎9.4 Take over product from NPI period to mass production period smoothly.‎ 在量产后从新产品导入部门顺利地接收产品。‎ Output ‎ Time study and line balancel Report ‎ Take over Plan ‎10. Quality Engineer 质量工程师 ‎10.1  Study product during each phase production such as beta build, pilot run, 在每次试生产中研究/学习产品和流程。‎ ‎10.2  Develop good/bad visual inspection document during during each phase production such as beta build, pilot run.‎ 在每次试生产中制定和完善好/坏目视检测文件。‎ ‎10.3  Submit quality report after each phase production such as beta build, pilot run, 在每次试生产中递交质量报告 ‎10.4   Work with platform engineer, test engineer and NPD manufacturing engineer to create DPU report according to quality plan in NPD DB.‎ 和产品（平台）工程师，测试工程师，新产品导入工程师一起根据质量计划创建DPU报告。‎ ‎10.5  Using CTQ (Critical to Quality, critical dimension/items check list) for critical parts to check 1st batch parts from local supplier before ramp up build.‎ ‎  在爬坡生产前使用关键部品的关键尺寸或条目检查表来检查本地供应商递交的第一批部品。‎ ‎10.6  Check operator’s work according to WI station by station during beginning of ramp up . Gave operator WI understanding certification if he /she understand this station and preceding station.‎ 在爬坡生产初期按照操作指导书每一工位对操作工的工作进行检查。如果操作工理解了本工位和前一工位的工作，则颁发操作指导书理解证书。‎ ‎10.7 Direct QC to monitor process during each build.‎ 指导品管在每次生产时监督流程。‎ Output Quality Plan, Quality Controll point, Quality Inspection standard.‎ ‎ In Process Quality Check Report NPD DB DPU Report ‎ ‎11. Regulatory & System Engineer 安规和系统工程师 ‎11.1 Work with R&D to check Regulatory and Compliance status for NP 在新产品导入其间协助研发团队检查安规和兼容性 ‎11.2  Work on transfer SKU’s Regulatory and Compliance identification and application 对于转移来的产品进行安规和兼容性鉴别，如有需要进行申请 ‎12. Vender Improvement Engineer (SQE, Supplier Quality Engineer)‎ 供应商质量/改善工程师 ‎12.1    Work with Qualification Engineer to audit/ approve potential or existing supplier, make sure they have good quality management system.‎ 和部品工程师一起审核/批准潜在的或者已存在的供应商，确保他们有好的质量保证体系。‎ ‎12.2    Work with qualification engineer to make sure supplier have stable process control to deliver good quality parts to AAA，specially check their process using CTQ (critical dimension/items check list for critical parts).‎ 和部品工程师一起确保供应商有稳定的制程控制来送达良好质量的部品。特别用关键部品的关键尺寸或条目检查表检查他们的流程。‎ ‎12.3   Require local supplier to deliver 1st batch parts with OQC (Outcome Quality Check ) report to AAA for ramp up build.‎ 要求本地供应商为爬坡生产递交第一批批量部品时应该附出厂检验报告。.‎ ‎12.4 Contact supplier on any parts quality issue during NPI period, push them to solve problem.‎ 在新产品导入期间对于任何部品质量问题联系供应商，推动供应商解决问题。‎ ‎13. Platform Engineer ‎      产品（平台）工程师 ‎13.1  Study product during each phase production such as beta build, pilot run,. 在每次试生产中研究/学习产品和流程。‎ ‎13.2   Work with quality engineer, test engineer & repair technician to analyse any problem during production.‎ 和质量工程师，测试工程师，新产品导入工程师一起根据质量计划创建DPU报告。‎ ‎13.3   Contact R&D to get product diagram etc training material 联系研发部门，取得产品图纸等培训材料 ‎13.4  Train repair technician on product concept, theory, circuit diagram.‎ 培训维修技术员，关于产品概念，原理和电路图。‎ Output ‎ Product Training.‎ ‎ NPD DB DPU Report ‎ ‎14. Facility Engineer 设施工程师 ‎14.1 Work with NPD manufacturing engineer on line setup, specially on power supply, pneumatic system and ESD system.‎ 和新产品导入工程师一起完成生产线的布局建立，特别是电，气和防静电系统。‎ ‎14.2   Work with Equipment (SMT/AI) Engineer to assist NPD manufacturing engineer to get some tools during NPD period.‎ 和设备工程师一起辅助新产品导入工程师采购一些设备和工具。‎ ‎14.3 Develop operation/maintenance procedure for conveyor or other special equipment if it is necessary 如有需要，为生产线或特殊设备制定操作/维护程序。‎ Output ‎ Line set up Plan ‎ Line maintenance Plan/ Procedure.‎ ‎15. EHS (Environment Health Safety ) Engineer 环境健康安全工程师   ‎ ‎15.1   At beginning of NPI period, work with NPI team leader / NPI Engineer / Facility Engineer to identify, evaluate factor of ‎ Environment /Health /Safety of new product and related activity, find solution how to reduce the impact of these factor, then update document of Environment and Safety management system in time if it is necessary.‎ 在新产品导入初期，和新产品导入项目领导人/新产品工程师/设施工程师一起识别，评估新产品和相关活动带来的环境健康安全因素，寻找到怎样减少这些因素的解决方案。如果需要，及时更新环境和安全体系文件。‎ ‎15.2  Implement solution during NPI period and mass production.‎ 在新产品导入期间和大规模生产期间执行解决方案。‎ ‎16. Warehouse 仓库 ‎16.1  Warehouse manager may assign relative person as contact window for new product beta build and pilot run during NPD period.‎ 仓库经理应该在新产品期间指定相关员工作为联系窗口负责新产品物料。‎ ‎16.2 On schedule to issue parts to cell actively according to MRS or any urgent requirement. 按照MRS或者紧急要求按时将材料发送到生产线。‎ ‎16.3   Actively contact related NPD manufacturing engineer, buyer or qualification engineer to identify unknown parts, or tools.  ‎ 积极联络新产品工程师、采购或本地认证工程师去鉴别未知的物料或工具。‎ ‎16.4 Make sure receive all parts for NPD in time.‎ 确保新产品项目所需的物料及时收货。‎ ‎16.5  Release all parts to cell in time according NPD schedule and NPI Project leader’s instruction.‎ ‎      根据新产品的生产计划和新产品项目领导人的指示及时发放物料到生产线。‎ ‎16.6   Work with Qualification Engineer / Buyer / Planner /NPD Engineer / QC on old revision parts rework and scrap issue.‎ 和 部品认证工程师/采购/计划/新产品工程师/品管一起处理旧版本物料的返工和报废。‎ ‎17. Equipment (SMT/AI) Engineer 设备(SMIT/AI)工程师 ‎17.1  Prepare common tools on schedule according to list provided by NPD engineer.‎ 按时根据新产品导入工程师提供的清单准备普通工具。‎ ‎17.2  Develop operation/maintenance procedure for special equipment/jig if it is necessary 如有需要，为特殊设备或夹具制定操作/维护程序。‎ ‎17.3   Prepare SMT stencil, SMT/AI program on schedule. Purchase any spare parts for NPD.‎ 按计划准备SMT印刷模板，SMT/AI程序，准备备件。‎ ‎17.4   Make sure SMTed PCB or AIed PCB or W/Sed PCBA have good quality according to IPC-A-610（D） standard.‎ 确保通过SMT/AI /WS后的线路板质量符合IPC-A-610的标准。‎ ‎17.5   Adjust and determine reflow and wave soldering machine profile for NPD PCB Assembly.‎ 为新产品的线路板调整和制定回流焊/波峰焊温度曲线 Output ‎ Common Tool delivery Plan ‎ Tools/Jigs maintenance Plan or procedure SNT Stencil, SMTl Program, AI Program, SMT setup sheet, AI setup sheet ‎ Reflow oven profile,l Wave soldering machine profile.‎ ‎18. ECO Coordinator (Admin)‎ ECO 协调人(管理者)‎ ‎ 18.1  Copy Primary BOM if he/she is authorized by R&D or NPI team leader 如果得到研发或新产品导入项目领导人的授权，复制工程BOM.‎ ‎18.2  Modify attribute  for parts in Primary BOM during NPI period according to NPI Eng’s suggestion 在新产品导入其间根据新产品工程师的建议修改元件的属性 ‎18.3  Copy alternative (cell) BOM according to planner’s suggestion 根据计划员的建议复制Cell BOM ‎18.4 Create or modify workload ( Manhour) for each SKU or Subassembly according to NPI Eng’s suggestion.‎ 根据新产品工程师的建议为成品或组件创建或修改工作负荷(工时)‎ ‎18.5 Perform cost rollup in Oracle in time for cost check and verification 为成本检查和核实及时在Oracle执行成本滚动 ‎18.6 Copy children BOM of subassembly from BIL if  one ECN/ECO introduce new subassembly per NPI Engineer /Planner’s requirement. Assign unavailable parts in CHF in oracle system if it is necessary.‎ 如果一个ECN/ECO引入了一个新的组件料号，根据新产品工程师或计划员的要求复制下层物料。如果某个物料在系统中无效，需要分配其到CHF。‎ ‎18.7  Review ECO which is submitted for review, with NPI Engineer or MOM Manufacturing Engineer, and then submit it for approval.‎ 和新产品导入工程师或生产部制造工程师一起审核已经递交审核的ECO，然后将其递交批准。‎ ‎18.8 Work with NPI Engineer or MOM Manufacturing Engineer on ECO implementation & parts attribute modification during 3 month ramp up.‎ 在三个月爬坡生产期间和新产品工程师或生产部制造工程师一起及时完成ECO执行和元件属性修改。‎ Output ‎ Correct BOM ‎ ECO/ECO material tracking sheet ( including implementationl plan)‎ ‎19. MEI (Manufacturing Engineering Instruction) Engineer 制造工程指导书工程师 ‎19.1  Study product with NPI engineer during each phase production such as beta build, pilot run.‎ 在各个试生产期间和新产品工程师一起研究产品。‎ ‎19.2  Complete MEI using 3D drawing, graph or picture before mass production. 在量产前完成MEI文件。‎ ‎ 19.3  Assist NPD manufacturing engineer on WI creation and update, especially on picture & step description.‎ 辅助新产品工程完成操作指导书的创建和更新，特别是拍照片和步骤描述 Output ‎ MEI (MEI/WI DBàManufacturing Engineering Instruction) ‎ ‎ AWI ( Assembly Work MEI/WI DB Instruction ) ‎ ‎20. Manufacturing Operation Manager and Cell Leader 制造部经理和生产线线长 ‎20.1 MOM should assign Production ME to join in  NPI team before pilot run at least. 制造部经理应该至少在试生产前分配制造部制造工程师加入新产品导入团队。‎ ‎20.2  MOM or Cell leader should provide final staffing plan  according to NPI Engineer’s manpower assignment 制造部经理或生产线线长应该根据新产品工程师的人员分配提供最终的人员计划。‎ ‎20.3  Cell Leader should have material handler check material readiness before and during each phase production，report status daily to NPI leader / NPI Engineer/ Planner/ NPI Buyer 。‎ 线长应该在每个试生产前指导物料员检查物料准备就绪状态，每日向项目领导人/新产品工程师/计划/新产品导入采购报告状态。‎ ‎20.4  Organize production according to direction of NPI Project Leader and NPI engineer.‎ 根据新产品组领导人/工程师的指导一起组织生产。‎ ‎20.5   Cell leader should assist NPI Engineer on operator training on-line.‎ 线长应该协助新产品工程师进行操作工在线培训。‎ ‎20.6 Cell Leader may report production status and finding every day during each phase production. 线长在试生产期间每天汇报生产状态。‎ ‎20.7 Cell leader check operator’s work according to WI station by station during beginning of ramp up . Gave operator WI understanding certification if he /she understand this station and preceding station.‎ 线长在爬坡生产初期按照操作指导书每一工位对操作工的工作进行检查。如果操作工理解了本工位和前一工位的工作，则颁发操作指导书理解证书。‎ ‎20.8  Back flush material in time.‎ 在系统中及时回冲料 Output ‎ Daily Material readiness report ‎ Daily Production status report ‎21. Logistic department 物流部门 ‎21.1 Import raw material and tools in time 及时进口原材料和工具 ‎21.2  Export units in time, Provide tracking number and other shipment information in time 及时出口成品, 及时提供跟踪号码和其他运货信息。‎ ‎22. RMA Develop RMA plan with R&D or local NPI leader.‎ ‎ 和研发或本地新产品导入项目领导人一起制定RMA 计划。‎ ‎23. HR Department 人力资源 ‎23.1 Provide qualified engineer and operator for NPI 为新产品导入项目提供合格的工程师和操作工人。‎ ‎23.2 Contact and provide special skill training for operator for  NPI ‎  为新产品导入项目中的操作工人联系和提供特殊技能培训 ‎24. MIS Department 电脑信息部门 ‎24.1  Provide network port and PC for new production line.‎ 为新的生产线提供网络端口和电脑 ‎24.2   Provide other support for new production introduction 为新产品提供其他电脑支持 ‎25.  Cost accountant 成本会计 ‎       Update pending cost to frozen cost for SKUs according to  NPI team leader’s direction        按照新产品导入领导人的建议更新整机成本，从未决的到冻结的。‎ Related Documentation 相关资料 ‎-----------------------------------------------------------------------------------------------------‎ AAA Quality Systems Database AAA质量系统Database Policy 7.1  -Planning of realization processes 方针7.1 – 产品实现的策划 NPD2 DB 新产品2代数据库 Transfer DB 产品转移数据库 ECO/ECN DB 工程变更申请/工程变更通知 数据库 YEPR023 Local ECO/ECN implementation procedure 本地 ECO/ECN 执行程序 YEPR001 LOCAL STATISTICAL DATA AND ANALYSIS PROCEDURE 统计数据及分析程序 ‎ Operations  操作流程 -----------------------------------------------------------------------------------------------------‎ ‎1. AAA Corp. release the new product transfer or new product develop information to Suzhou Management and NPD team through annual plan or  e-mail.‎ AAA总部通过年计划或者E-mail通知AAA管理层和新产品导入部门需要转移或者研发的新产品信息。‎ ‎2. GM or management assign local NPI Project leader for each project, give him/her very clear assignment and authorization. NPD Engineer also can be NPI Project leader if the project is small.‎ 总经理或管理层为每个项目任命本地新产品导入领导人，给予此人清晰的任务分配和授权。如果项目较小，新产品导入工程师也可成为新产品导入领导人 ‎3. Local NPI Project leader forward NPD/NPT information to head of each cross function, such as purchasing, planning, qualification, testing, facility, equipment, quality, etc. Head of cross function will assign one of their guys as coordinator for each NPD/NPT project.‎ 新产品导入领导人将信息发放到每个职能部门的领导人，像采购、计划、部品认证、测试、设施、设备、质量等，每个领导人应该制定一个本部门的员工作为协调人来为新产品项目工作。‎ ‎4. NPI Project leader will call NPD/NPT kick off meeting with all team members from cross function, distribute all information to each members, ask them provide their drafted plan.‎ ‎       新产品导入领导人将召开启动会议，将项目信息分发到每个成员，要求他们提供粗略的计划。‎ ‎5. NPI Project leader will create WBS (work breakdown structure) with team member ASAP.‎ 新产品导入领导人将和小组成员一起创建工作分解结构，明确职责。‎ ‎6. Team member from cross function should provide their drafted schedule for this project during initial stage, also will develop their schedule fully in half month. NPI Project leader will integrate their schedule and approve final schedule.‎ 项目组成员将在初期提供他们粗略的时间表，然后在半个月内完成最终的计划时间表。项目领导人将综合所有的计划时间表，批准最终的时间表。‎ ‎7. Team member from cross function will work on their area according to their schedule to make sure all preparation are ready before each build,‎ 项目组成员根据时间表完成各自的任务，确保在每次生产前准备工作就绪。‎ ‎8. Team member from cross function should submit regular (normally weekly) report to NPI Project Leader before local regular (normally weekly) meeting on time during production preparation period, attend regular (normally weekly) meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run.‎ 项目组成员应该在每个本地例（一般为周）会前按时向新产品领导人提交进展例（一般为周）报，参与例（一般为周）会时讨论现在的状态。在试生产期间需要提交每天的状态报告。‎ ‎9. Attend regular (normally weekly) meeting with R&D side 出席与研发部门的例（一般为周）会。‎ ‎10. NPD planner/ NPD buyer should check the materials status before each build, make sure all material are available.‎ NPD计划员/NPD采购应该在每次生产前检查原材料的状态，确保在生产前材料就绪。‎ ‎11. W/H should release all material to cell 1 week in advance before each build according to schedule.‎ 仓库应该根据生产计划及时发送原材料到生产线，应该提前一周。‎ ‎12. Before each build, team member from cross function department should sign off in readiness sheet to confirm status of each function 在每次生产前，项目成员应当在准备就绪表上签名确认各职能部门准备的状态。‎ ‎13. Complete each build with R&D team after all material are available.‎ 在材料全部到位后和研发团队一起完成每次生产 ‎14. NPI Project leader will review each phase result with R&D side & factory side, for example: beta build, pilot run, ramp up build, etc.‎ 项目团队领导人和研发和工厂一起审核每次生产的结果：例如beta试产，小批量试产，爬坡量产。‎ ‎15. NPI Project leader submit final report/ information to POM and management for final decision of RTM.‎ 项目团队领导人提交最终的报告或信息给厂长和管理层，作为同意正式投入生产的依据。‎ ‎16. POM & management agree or disagree new product can be released to manufacturing according to result of pilot run.‎ 厂长和管理层根据试生产的结果同意或不同意新产品发布到制造阶段。‎ ‎17. After RTM, NPI team will focus on 3 month ramp up at most. During this ramp up period, whole NPI team will work together on output target and quality target.‎ 在产品发布制造后，项目团队会继续关注最多3个月的爬坡量产。在爬坡量产期间，整个项目团队将一起达成产量目标和质量目标。‎ ‎18. After ramp up, NPI project leader will submit project closure report for review with cross function department, then close whole NPI project after approval.‎ 在爬坡量产后，项目团队领导人提交项目结束报告给各职能部门进行审核，在批准后正式关闭整个新产品导入项目。‎