APQP_(福特)_elements-updated

1、Course IntroductionAPQP Status Reporting Process APQP 状态报告程序Participant IntroductionsWrite your name and division on a name tent card with the 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 你的名字Your title 你的职称Why you are interested in the A

2、PQP course 你为什对APQP课程感兴趣Your interest 你的日常兴趣爱好Course GoalsUpon completion this course, Participants willbe able to:完本钱课程培训,参加人员可:Describe the relationship between FPDS and APQP.理解FPDS和APQP的关系.Describe the importance of cross-functional team communication. 跨功能小组合作沟通的重要性.3. Explain the APQP elements r

3、equired in product/process design. 解释在产品/过程设计中 APQP 各要素的要求.4. Explain the APQP elements required in preparation for manufacturing. 解释在准备生产过程中APQP各要素的要求.5. Explain the APQP Status Reporting Process. 理解APQP 状态报告过程.FPDSMonths before Job 1 for S1 to S6 programsS1-S6工程在Job 1之前的时间节点FPDS Online Resources.

4、Module Introduction组成局部介绍Introduction to the APQP ProcessAPQP过程介绍1-1Ford InitiativesDefinitionAPQP (Advanced Product Quality Planning) is a structured method for defining and executing the actions necessary to ensure that a product 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GoalThe

5、goal of the APQP process is to facilitate communication between all persons and activities involved in a program and ensure that all required steps are completed on time, with a high quality-of-event, at acceptable cost and quality levels.APQP的目的是使所有参加该工程的人员和行为便于沟通,确保所有开发阶段按时,以可接受的本钱和质量水准完成.APQP Pur

6、poseThe purpose if the APQP process is to establish:APQP的目的是建立:Common expectations for internal and external suppliers 对内外部供给商共同的要求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 elements APQP各要素的职责和角色A better understanding of h

7、ow the APQP elements relate to FPDS 更好理解APQP各要素和 FPDS的联系APQP BenefitsAPQP aids the program team by:APQP帮助工程小组:Adding discipline 增加纪律 Facilitating early identification of required changes 早期确定可能的更改Avoiding late changes 防止晚期更改 Providing a quality product on time, at acceptable cost, to satisfy custome

8、rs 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APQP Benefits (Contd)Elements要素Teamwork 小组工作Communication 沟通Timing/Planning 时间/方案Identify Activities 定义行动Roles角色Program Management 工程管理Quality and Reliability 质量和可靠性Team Leaders 小组领导Engineers 工程师Suppliers 供给商Program Team 工程小组APQP 2

9、3个要素 1 选点决定 2 顾客输入要求 3 精致工艺技术 4 设计失效模式后果分析 5 设计评审 6 设计验证方案 7 分承包方 APQP 状态 8 设施、工具和量具 9 样件制造方案 10 样件制造 11 图纸和标准 12 小组可行性承诺 13 制造过程流程图 14 过程失效模式后果分析 15 测量系统评价 16 试生产控制方案 17 操作工过程指导书 18 包装标准 19 产品试生产 20 生产控制方案 21 初始过程能力研究 22 生产确认试验 23 生产件批准 (PSW)福特四项特殊要素1. Sourcing Decision 选点决定 ；2. Customer Input Requ

10、irements 顾客输入要求 ;3. Craftsmanship 精致工艺；4. Subcontractor APQP Status 分承包方APQP状态 ;检查清单中的重要要素Design FMEA 设计FMEADesign Verification Plan & Report 设计验证方案和报告Prototype Build Control Plan 样件制造控制方案Manufacturing Process Flowchart 制造过程流程图Process FMEA 过程FMEAPre-Launch Control Plan 试生产控制方案Operator Process Instru

11、ctions 作业指导书Production Control Plan 生产控制方案16Feedback Assessment & Corrective Action反馈、评估和纠正措施Product & Process Validation产品与过程确认Process Design & Development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1-2APQP 指南目的Includes best practice APQP evaluation process, proce

12、ss metrics, and status reporting Links the APQP process to Product Development and manufacturing processes 把APQP过程与产品开发和制造过程相联系。Defines roles and responsibilities for the APQP process 定义APQP过程的角色和职责Develops a common APQP process for both internal and external manufacturing and assembly suppliers为内部制

13、造和外部供给商提供一个通用的开发过程Accessing the APQP Guidelines访问 APQP 指南Both the Guideline and the forms are available.指南和表格均可由此获得。1-4Module IntroductionFPDS Timing Relationship and ResponsibilitiesFPDS 时间进度关系和职责ScaleabilityVehicle ScaleabilityManufacturing ScaleabilityPowertrain ScaleabilityS1 - Modifications to

14、trim, e.g., new seat sew style modifications only for seats or insert material changes for interior appliqus. M1 - Carry-over engine/transmission with minor calibration revisions to, i.e., no machining changes, very minor assembly revisions, and no plant facilities/infrastructure revisions.P1 - No b

15、ase engine/transmission/catalyst changes, e.g., wire routing, dipsticks.S2 - Minor freshening, e.g., new seat pads, lamp decoration with carryover tooling, optics.M2 - Carry-over engine/transmission with moderate calibration revisions, i.e., no machining changes, minor assembly revisions, and no pla

16、nt 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., minor machining/assembly changes (retool

17、existing equipment in place), minor CNC programming changes, and very minor plant facilities/infrastructure revisions.P3 - Minor package-driven changes, e.g., revised exhaust manifolds, non-structural oil pan.S4 - Carry-over platforms, i.e., all new to the customer.M4 - Moderate engine/transmission

18、upgrade, i.e., retool existing machining/assembly lines (minimal number of new or reworked machines), CNC programming changes, and minor plant facilities/infrastructure revisions.P4 - New use of P/T for non-structural engine actions, e.g., new exhaust manifolds, new catalysts.S5 - Modified platforms

19、, i.e., carry-over platforms with structural changes.M5 - Major engine/transmission upgrade, i.e., significant portion of machining (assembly lines are new, reworked, or retooled), and major plant facilities/infrastructure revisions.P5 - P/T design actions are within correlation of analytical tools,

20、 e.g., major engine/transmission upgrade.S6 - New platforms, i.e., all new platform and structure. M6 - All new engine/transmission, i.e., nearly all machining (assembly lines are new, reworked, or retooled), and major plant facilities/infrastructure revisions.P6 - Analytical tools are not sufficien

21、tly developed, e.g., new engine/combustion. APQP Generic Program Gantt ChartRelationship TableVO NMPLaunch EngineerMatrix for Quality Planning质量筹划矩阵1-6Module IntroductionAPQP Risk Assessment and Kick-offAPQP 风险评审和起动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/SD

22、S/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Step 1. Initiate the APQP process第一步. 开始APQP过程Step 2. Educate the a

23、ttendees 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. 讨论和决定工作方案风险评估的目的The purpose is to help determine the extent to which the APQP status reporting process needs to be performed by the supplier:目的是为了决定各个供给商在APQP状态报告的范围：At the beginni

24、ng of a new model program 在每一个新工程开始的时候Any time a PSW is completed PSW 完成的时间 风险评估检查清单Is used as a thought starter to assist in assessing potential risk in a supplier 用作开始支持对潜在的风险供给商的评估方法Requires subjective experience to be used most effectively 利用个人经验使评审效果最正确Parts/Systems Priority零件/系统优先级High Impact

25、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 the use 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 the high level of attention.中等和

26、低影响度零件/系统被监视,但不会引起高度关注。Priority Selection Criteria优先选择准则Program Team categorizes parts/systems using four major areas of risk:工程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Priority Selection Criteria优先选择准则#1

27、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 a recall action.相似的部件/系统导致一次召回行动。Priority Selection Criteria优先选择准则#2 Supplier Profile #2 供方大纲New supplier.新供方。New manufacturing locat

28、ion.新制造场所。Product or manufacturing technology is 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。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 prod

29、ucts are subject to numerous design changes that threaten program timing.相似的产品是导致大量设计变更而威胁工程事件进度原因 。High product or process complexity.高的产品或过程复杂性。Product is strategically important due to high visibility or functional performance.由于高的可见度或功能性,产品处于战略重要地位 。Priority Selection Criteria优先选择准则#4 Performanc

30、e 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.工程时间进度被压缩。Cost targets are aggressive.本钱目标过高。Example Risk Assessment ChecklistExampl

31、e Risk Assessment Checklist AnswersModule IntroductionAPQP Reporting FormsAPQP报告格式方案和定义成立小组预算批准初始材料清单产品保证方案工程追踪表资源决定问题日志管理者支持顾客输入要求工程进度设计目标可靠和质量目标可承受的本钱目标方案产量关键联系人产品质量进度方案产品设计和开发DFMEA初始CC/SC清单设计评审设计验证方案设计验证分供方APQP状态设备、工装和量具样件制作控制方案制造系统分析方案MSA方案小组可行性承诺样件制作包装标准图纸和标准PFMEA特殊产品/过程特性初始过程能力研究方案MSA试生产控制方案过程

32、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方案质量方案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响和纠正措施经验学习交货和效劳过程设计和开发SIPTPDPITDTCPCPRSOLRJIPS客户满意减少偏差设计验证和批准报告Accessing FormsSelect “APQP Guideline or “APQP Quality-of-Event Checklists Information WorksheetThe Information Workshe

33、et summarizes program information on one form. 在一张信息工作单上总结了工程的所有信息Element Rating ChecklistStatus ReportGYR 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 is not available and/or implemented, or the work plan does not achieve progr

34、am 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 resourced recovery work plan has been developed to achieve program targets and 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

35、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。 Forms LinkageInformation Worksheet FieldsElement Rating ChecklistChecklist FieldsStatus ReportStatus Report (Continued)Checklist GuidelinesMost planning for the APQP elements occurs fr

36、om (KO) to . APQP要素中大局部方案发生在(KO)到阶段.Program team reporting for most APQP elements begins at . APQP要素中大局部工程小组报揭发生阶段.Both the APQP checklist and Status Report have common fields that are not linked between the forms. The APQP checklist and Status Report must be updated for each milestone/team event as

37、 required by the program team or customer. 根据客户或工程小组要求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Module Introduction组成局部介绍Plan and Define方案与定义1-7Process Flow过程流程Feedback Assessment & Corrective Action反响、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

38、计和开发Prototype Build样件制造Plan & Define方案与定义1-8Sourcing Decision选点决定It is a document that advises internal and external suppliers 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 with all inte

39、rnal and external part suppliers, tooling suppliers, and facility suppliers on a program. 作为与工程中的内、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。1-9Sourcing Decision Expectations选点决定的期望All internal and external suppliers for a program are identified 工程所有的内、外部供方已经确定Early sourcing target agreements are established an

40、d signed by appropriate 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Special arrangements for non-Q1 suppliers are identified非 Q1 供方的特殊安排已经确定A program timeline, aligned to FPDS, is established from to 已经建立了从 到 的、与 FPDS 一致的工程时间安排1-10Sourcing Decision Checklist选点决定检查清单1-11Cu

41、stomer Input Requirements顾客输入要求The Customer Input Requirements element ensures that the program team appropriately assesses the potential manufacturing, process, and design issues early in the product development phase.顾客输入要求要素为了要让工程小组,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 d

42、esign criteria and the program requirements necessary to initiate the APQP process. 顾客输入要求是启动 APQP 过程的必要的设计准则和工程要求。1-12Customer Input Requirements Expectations顾客输入要求期望Issues from surrogate components or plants are identified and addressed 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

43、题Component targets and product assumptions are defined.已经定义了零部件指标和产品假设Targets for TGW, TGR, Warranty, Useful Life Reliability, and Incoming 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.生产量筹划值已定义1-13Customer Input Expectations (Continued)顾客输入要求期望（续）Syste

44、m component designs and specifications should include:系统部件设计和标准应该包括： Product assumptions 产品假设Functional performance性能表现Dimensions几何尺寸 Weight重量 Material材料 Reliability and quality goals可靠性和质量目标1-14Customer Input Checklist顾客输入检查清单1-15Craftsmanship is an assessment of what the customer sees, touches, us

45、es, hears, and smells. It affects design and manufacturing, and it improves the overall perception of value.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1-16Craftsmanship Expectations精致工艺期望Obtain Craftsmanship targets and objectives to develop Craftsmanship plans获得精致工艺 指标和目标以开

46、发精致工艺方案Develop the Craftsmanship strategy开发精致工艺战略Implement a plan to achieve Craftsmanship targets实施方案以到达精致工艺指标 Integrate plans to support the final Craftsmanship theme 整合各项方案以支持最终精致工艺方案Ensure that the design and manufacturing processes comply with Craftsmanship strategy and plans 确保设计和制造过程符合精致工艺战略和

47、方案Identify and resolve Craftsmanship issues that arise识别并解决发生的精致工艺问题1-17Craftsmanship Checklist精致工艺检查清单1-18Team Feasibility Commitment小组可行性承诺The Team Feasibility Commitment element determines whether the proposed design can be manufactured within the programs guidelines and specifications.小组可行性承诺要素确

48、定了建议的设计是否能根据工程指南和标准进行制造 The goals of this element are to verify that all of the:本要素的目的是验证所有：Activities agree that they can produce the product within specifications.活动可以生产符合标准的产品Feasibility concerns are resolved and necessary product and process changes are completed before first production prove-ou

49、ts (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.1-19Team Feasibility Commitment Expectations小组可行性承诺期望 The program team must establish a formal feasibility process and document.工程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 resolved before Production Trial Run.在产品试生产前

50、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 be manufactured 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局部。1-20Team Feasibility Commitment Chec

51、klist小组可行性承诺检查清单1-21Module Introduction组成局部介绍Product Design and Development产品设计和开发1-22Product Design and Development产品设计和开发Feedback Assessment & Corrective Action反响、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Pla

52、n & Define方案与定义1-23Elements要素Design FMEA设计 FMEADVP&R设计验证方案和报告 Subcontractor/Subsupplier APQP Status分承包方/分供方 APQP 状态Drawings and Specifications图样和标准1-24Design 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 development phase产品开

53、发阶段的早期产品失效模式 Product design safety concerns产品设计平安涉及的问题 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 of future 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

54、1-25DFMEA ExpectationsDFMEA 期望Completing DFMEAs that focus on what has changed in the design 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A

55、ddressing lessons learned and quality issues 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 that the DFMEA info is sent to PFMEA teams, including the special characteristics list确保将 DFMEA 信息,包括特殊特性清单传递给 PFMEA 小组1-26Design FMEA Checklist设计 FMEA 检查清单1-27DVP&R设计验证方案和

56、报告 Lists the engineering evaluations and tests required to establish that a 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 vehicles design through planne

57、d tests and evaluations协助产品开发（PD）按方案的试验和评价,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 for Design Verification of a given design将对给定设计进行设计验证的筹划和报告文件化Identifies tests, acceptance criteria, sample sizes, and completion dates in a 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1-28DVP&R Expectations

58、设计验证方案和报告期望Corrective action plans must be completed for any test result that does not 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方案The DVP&R must:DVP&R 必须： Align with PQOS deliverables配合 PQOS 可交付性 Provide inputs to complete reports and proformas向完成报告和形式提供输入Identify any spe

59、cific tests, methods, equipment, acceptance criteria, 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1-29DVP&R Checklist设计验证方案和报告检查清单1-30Subcontractor APQP Status分承包方 APQP 状态The Subcontractor APQP Status element identifies and reports on the condition of external contractor

60、s (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 requirements by cascading program targets APQP requirements to their subcontractors, and by conducting APQP reviews, as appropriate.内部和外部供方通过向分承包方逐级传递工程指标