新产品导入品质计划的重要性ppt课件

1、New Product Introduction and the Importance of Advanced Quality Planning.新 產 品 導 入 先期品質計劃的重要性.Workshop ObjectivesRevisit the New Product Introduction stage as a key step in your Quality Strategy and the typical pitfalls during this stageRevisit the concept of Concurrent Engineering (CE) & why/how it

2、 leads to a smooth New Product Introduction (NPI)Explore the critical success factors of CE teams & activitiesRevisit the concept of Process or Quality Gates as a management tool during the product development cycle and NPI stagesExplain the strategic importance of establishing the NPI event as an a

3、ssessment of manufacturing readiness and systematic problem prevention technique prior to mass productionDefine the key NPI activities, including its preceding gates, post-mortem analyses, pre-mass production gates.訓練班目的重新認識新產品導入階段在品質战略中的重要性和在此階段中一些典型的易犯錯誤.重新認識同步工程(CE)的思想和它為何及如何使新產品導入(NPI) 順利進行.探討同步

4、工程 (CE) 團隊及其活動關鍵的胜利要素.重新認識在產品開發和新產品導入階段，將制程或品質控制關卡作為一項管理工具的思想.闡述量產前作為制造準備就緒的評估和問題系統預防的技巧，而確立新產品導入的戰略重要性.明确新產品導入(NPI) 的關鍵活動,包括前期控制關卡, 事后post-mortem分析, 量產前的控制關卡.New Product Development & Introduction Timing Chart*LaunchPilotPrototypeProgram ApprovalConcept Initiation/ApprovalPRODUCTIONFEEDBACK ASSESSM

5、ENT & CORRECTIVE ACTIONPLANNINGPRODUCT DESIGN & DEV.PROCESS DESIGN & DEVELOPMENTPRODUCT & PROCESS VALIDATIONManufacturing ReadinessConcurrent Engineering* ADAPTED FROM FORDS APQP MANUAL.新產品開發 & 導入時間表*導入試產原型方案認可設想開始實施/認可生產 反饋評估及校正措施計劃產品設計 & 開發制程設計 & 開發產品 & 制程確認制造準備同步工程* ADAPTED FROM FORDS APQP MANUAL

6、.Strategies (from a failure rate perspective )Strategy #2Minimize Intro Failure RateIntroR&D,PurchasingProduction RampAQPActivitiesStrategy #1FMEA NPIControl gatesTimePresentCompetitionFutureStrategy #3Early Process Optimization during MPDOE, SPC, CLCA, & other CIPsStrategy #4Quality Escalation (ext

7、ernal failures)Detect, contain & recoveryInherent Quality & DFM/DFT Customer Perceived Failure RateRISK ASSESSMENTPREVENTIONOPTIMIZATION & DETECTIONREACTION & RECOVERY.战略 (從失敗率來看 )战略 #2使導入失敗率最小化導入R&D, 採購生產曲線圖AQP活動战略 #1FMEA NPI控制關卡時間目前競爭將來战略 #3於MP階段, 進行早期制程優化DOE, SPC, CLCA, & 其它 CIPs战略 #4品質提升 (外部失敗偵測

8、, 受控 & 恢復內在品質 & DFM/DFT 客戶認知的失敗率風險評估預防優化 & 偵測應對 & 恢復. CUSTOMER SUPPORT- Quality Performance Feedback- Problem Resolution- Quality & Methods Marketing- Customer Manufacturing Support- Set Quality Goals PRODUCTION TECHNOLOGY CENTER- Design for PCB- Component guidelines- Design inherent quality- Proces

9、s Research SUPPORT SYSTEMS- Change Management- Training- Quality Assessments & Audits- Customer Data Reporting- Document Control- Product Regulations & Safety MATERIALS- Material Qualification- Supplier Selection & Qual.- Continuous ImprovementCUSTOMERDesign RulesProduction TechnologiesMaterial Requ

10、irementsDesignApproved MaterialsProductPRODUCT DESIGN- Product Qualification- Design for Reliability, Manufactueability, TestManufacturing- Product Qualification- NPI- Process Control- Quality EscalationCustomer Feedback & Complaints123HIGHER LEVEL QA SYSTEM. 客戶援助- 品質績效反饋 -問題解決- 品質 & 方法推廣 - 客戶制造援助-

11、確定品質目標 生產技朮中心- 為PCB板進行設計- 元件的指導方針- 設計內在品質- 制程研讨 援助体系- 改變管理 - 培訓 - 品質 評估 & 稽核 -客戶資料報告-文件控制 -產品規程及平安性 资料- 资料評核- 供應商選擇 & 評核- 持續改善客戶設計規則生產技朮 资料需求設計已認可的资料產品產品設計-產品評核適於可靠性, 可制造性及測試的設計制造- 產品評核- NPI- 制程控制- 品質提升客戶反餽和投訴123更高級別的 QA體系 實例.MANUFACTURINGBLACK BOXCONTINUOUS IMPROVEMENT Quality Escalation Quality Im

12、provement Programs Regular Customer Review ForumsQUALIY SUPPORTS Quality Audit Corrective/preventive action Doc Con system Calibration system TrainingSTART- UP & NPI NPI Checklist FMEA Product Training Post Mortem Analysis Production Release CriteriaCUSTOMERPROCESS CONTROLS SPC PVS PCS QAN ESD AOI S

13、FCS Yield triggerINCOMING AQL MRB VFAR VCAROQM AQL VOQA FOQAINPUTOUTPUTFACTORY QUALITY SYSTEM.生產黑盒子持續改善 品質提升品質改善計划 定期客戶評估討論會品質援助品質稽核校正 / 預防措施 文件控制體系 校准體系 培訓工廠品質體系 - 實例起點 & NPI NPI查驗表 FMEA 產品培訓 Post Mortem 分析 投產標准客戶制程控制 SPC PVS PCS QAN ESD AOI SFCS Yield trigger來料 AQL MRB VFAR VCAROQM AQL VOQA FOQA輸入

14、輸出.The NPI ProcessR&D ActivitiesConcurrent Engineering ActivitiesPilot Run PreparationPilot Run BuildRelease To Mass ProductionMilestone Definitions Design ReviewsGate CriteriaEarly information sharingDFM ReviewsR&D treat factory as internal customerEmphasize Advanced Quality Planning, process defec

15、t prevention.Define process set-ups, test programs, and initial process parametersMinimum Process Yields and First Pass Yields are met.Process and test issues are known and addressed.Mass production process parameters have been defined.Collect necessary data, verify all process set-ups, test program

16、s, and determine mass production process parameters.NPI 制程R&D 活動同步工程活動試產準備 試產 量產確立里程碑般之艰苦問題 設計評估合格標準早期資訊共享DFM 評估R&D 視工廠為內部客戶強調先期品質計劃, 制程缺陷預防.確定制程方案, 測試程式, 及初步制程參數達到制程良率及直通率的最低標準.制程及測試問題知並加以解決.量產制程參數已確定下來.搜集必要數據, 驗証一切制程方案, 測試程式, 及確定量產制程參數. PRODUCT PLANNINGCONCEPTDEVELOPMENT ENGINEERING VERIFICATION T

17、ESTING (EVT)PILOT RUN (PR)PRE-PRODUCTION (PP) . Marketing. Business Plan. Specification Review. Design Objectives. Cost Objectives. Manufacturing Objectives. Quality Objectives. Design Proposal. Team Organization. Schedule. Design & Simulation. Component Selection & Sourcing Plan. Sample Build & Tes

18、t. Design Review. Reliability Test. EMI / EMC Test. Manufacturability Review. Safety / Ergonomics Test. Compatibility Test. Pilot Run Review. Process / Equipment Review. Manufacturability Review. Reliability Test. Regulations Approval. Component / Material Approval. Service Document . Production Rea

19、diness Review (Product / Material / Process / Quality / Service) . Non-Compliance Analysis & Corrective Actions . Ongoing Reliability Test . Design Maturity Test . Reliability Test . EMI / EMC Test . Manufacturability Review . Regulation Approval Test . Component / Material Approval Test . Compatibi

20、lity TestDESIGN MATURITYTESTING (DMT)MASS PRODUCTION . Problem Analysis . Corrective Actions . Ongoing Reliability Test . Continuous ImprovementPRODUCT DEVELOPMENT PROCESS - An Example8-1. 產品計劃設想開發 工程驗証測試 (EVT)試產 (PR) 生產前 (PP) . 行銷. 商業計劃. 規格評估. 設計目標. 本钱目標. 生產目標. 品質目標. 設計提案. 團隊組織. 計劃表. 設計 & 仿制. 元件選擇

21、& 供應商開發計劃. 打樣 & 測試. 設計評估. 可靠性測試. EMI / EMC 測試. 可制造性評估. 平安性 / 人類工程學測試. 兼容性測試. 試產評估. 制程 / 設備評估. 可制造性評估. 可靠性測試. 規程認可. 元件 / 资料認可. 文件 . 生產準備狀況評估 (產品 / 资料 / 制程 / 品質 / 服務) . 不符合性分析 & 校正措施 . 持續可靠性測試 . 設計完善度測試 . 可靠性測試 . EMI / EMC 測試 . 可制造性評估 . 規程認可測試 . 元件 / 资料認可測試 . 兼容性測試設計完善度測試 (DMT) 量產 . 問題分析 . 校正措施 . 持續可靠

22、性測試 . 持續改善產品開發過程 實例8-2.The Process as a Quality Strategy PillarThe Pilot Run stage signifies the end of the product design & development stage.It is the main verification stage for assessing manufacturing processes readiness.It is the culmination of the concurrent engineering activities from new pro

23、duct concept to design verification.During the NPI run, it will also be determined if the DFX activities had been properly done and effective in meeting the manufacturing requirements and process yield targets.It is the time to prevent process problems by implementing PFMEA, and determining process

24、parameters for yield optimization.It is exceedingly better to invest the necessary time & resources before and during NPI then the best “continuous improvement program during Mass Production stage.作為品質战略支柱的NPI 制程試產階段阐明產品設計及開發已進入收尾階段。它是評估制程準備就緒的主要驗証階段。它是同步工程從新產品設想到設計驗証的最頂峰。於 NPI 過程中, 同樣可確定在滿足制造需求及達到制

25、程良率目標方面，DFX 活動能否適當進行且有效。它是通過實施PFMEA來預防制程問題以及為實現產出最優化而確定制程參數的最正确時機。在新產品導入之前和期間，投入必要的時間和資源比在量產階段實行最正确之持續改善方案要更有效得多。.Presentation on NPI procedure.NPI 程序介紹.Typical problems during NPILittle or no concurrent engineering activities leading to manufacturing requirements not met at the time of NPI resultin

26、g in low yields and high costsNPI procedure is not well defined or too simplistic leading to:inadequate records/information and poor management decision makingProper process or quality gates not properly enforced at the upper stream and before NPI startsNo formal meeting & checklist to determine pro

27、duction readiness & sign-off before NPI startsInadequate formal data collection at key process and formal review meeting/records of process issuesInadequate or lack of formal criteria to release to mass production.於NPI階段的典型問題於NPI 階段, 當導致低良品率及高本钱時, 沒有或很少有同步工程活動而導致不能滿足制造需求。沒有明確規定 NPI 程序或太簡單而導致 :不充分的記錄

28、 / 資訊及蹩腳的管理決策。於上一階段及NPI開始前, 沒有適當加強制程及品質控制關卡。於NPI 開始前, 沒有正式會議及查驗表來確定生產準備情況/簽核。於關鍵制程段的正式資料搜集以及就制程問題的正式評估會議 / 記錄不充分。不充分的 / 缺乏量產投產之正式標準。.What are the possible failure costs during the CE, Pilot Run and Mass Production stages?R&D and factory perceive each other as adversaries.Design data being provided a

29、t the last minute resulting in “rush preparations for the factory. That is., new product design being “thrown over the wall syndrome.DFM and DFT reviews are done before or close to production pilot run stage which is often too late and process yields cannot be optimized because pcb layouts have been

30、 finalized.At the factory, manufacturing is only involved in the new product design at late stages and omitted many necessary but time consuming activities such as product checklists, FMEA, test plans and process capability studies.Because of the “lack of time, and insufficient emphasis during the N

31、PI stage, many product and process problems spill over to mass production ramp, resulting in the failure costs increasing tremendously.Finally, the old syndrome of “problem solving and “continuous improvement prevails.在CE, 試產及量產階段, 能够的失敗本钱是什麼?研發R&D 及工廠各視對方為“對手。于最後時刻才將設計資料提供給工廠而導致“倉促準備。即, 新產品設計患有 “隔牆

32、拋物 綜合証。於試產前或近於試產階段, 才進行DFM 及 DFT 評估。這經常已是太晚了, 因為 PCB 布線已定, 制程良率不能再優化。在工廠，制造僅在最後階段才參與新產品設計，而遺漏了許多必要的且耗時的活動，如產品查驗表, FMEA, 測試計劃及制程才干研讨。由於“ 沒有時間 , 以及對NPI 階段沒有引起足夠的重視，致使許多產品和制程問題暴露於量產期間，而導致失敗本钱大幅添加。最後，“解決問題及“持續改善之頑癥繼續“盛行。.Typical Causes of Failure Costs in the Factory- The R&D System and Process.在工廠, 失敗本

33、钱的典型缘由- R&D 體系及制程.Evolution of Concurrent EngineeringR&D ActivitiesConcurrent Engineering ActivitiesPilot Run PreparationPilot Run BuildRelease To Mass ProductionMilestone Definitions Design ReviewsGate CriteriaEarly information sharingDFM ReviewsR&D treat factory as internal customerEmphasize Advan

34、ced Quality Planning, process defect prevention.Define process set-ups, test programs, and initial process parametersMinimum Process Yields and First Pass Yields are met.Process and test issues are known and addressed.Mass production process parameters have been defined.Collect necessary data, verif

35、y all process set-ups, test programs, and determine mass production process parameters.同步工程之演變R&D 活動同步工程活動試產準備 試產 量產確立里程碑般之艰苦問題 設計評估合格標準早期資訊共享DFM 評估R&D 視工廠為內部客戶強調先期品質計劃, 制程缺陷預防.確定制程方案, 測試程式, 及初步制程參數達到制程良率及直通率的最低標準.制程及測試問題知並加以解決.量產制程參數已確定下來.搜集必要數據, 驗証一切制程方案, 測試程式, 及確定量產制程參數.The R&D System/ProcessMana

36、gers and experienced designers form the knowledge pool for how products are designed.Managers & team leaders lead their groups through the development process based on their past experience, both successes and failures. E.g., when a schedule for a new project is required, the manager creates it by m

37、odifying an old project schedule from their personal file.The schedule show what would be completed and when. And for many engineers, this schedule was the development process. (In the case of factory NPI, the checklist/schedule became the NPI process)Less experienced engineers are forced to rely on

38、 a few lead engineers or managers to guide them through the myriad other development steps not included in the schedule.R&D 體系 / 制程經理及富經驗之設計者構成如何設計產品之“知識群體。經理 & 團隊領導者基於過去胜利及失敗的經驗，帶領小組通過開發階段。如：當需求一新項目之計劃表時，經理通過修正個人檔案中的一個舊項目計劃表來完成。計劃表顯示要完成什麼及何時完成. 對許多工程師而言, 計劃表即開發制程表. 於工廠 NPI 情況下, 查驗表/計劃表即為NPI 制程表。經驗缺

39、乏的工程師被迫依賴於一些主導工程師或經理來引導他們通過大量的未包括於計劃表中的其它開發步驟。.The R&D System/ProcessThe development “ process knowledge resided with a few key managers, and it easily eroded from the organization as these people transferred to do other jobs, or left the company. New managers took their places and started the learn

40、ing cycle all over again.The complete dependence on people to do the job right has easy-to-recognize symptoms:when things go wrong, people, usually individuals are blamed;successes and lessons are seldom captured and shared between business units or departments: mistakes repeat, and success dont.no

41、measures are available to all project managers to assess the performance of their projects against other projects; nobody knows if he has done better or worse than his competitors.R&D 體系 / 制程開發“制程知識掌握在一些關鍵經理手中，當這些人改行做其它任务或離開公司，研發組織易於受損。新經理繼任，重新開始學一切流程。完全依賴於“人來做好這項任务，有著易於識別之特征：當出問題時，“人，通常是個人遭到責備。很少記錄

42、胜利與教訓並於各運作部門間共享，而導致：重復錯誤, 難於胜利。.對一切項目經理，沒有量度尺度，以參照其它項目來評價其項目績效。沒人知道其比競爭對手做得更好還是更差。.So, whats the Solution? - Advanced Quality Planning (AQP) Team ,or, also known as Concurrent Engineering (CE) Team.那麼, 解決辦法是什麼? - 先期品質計劃 (AQP) 團隊 , 或, 同步工程 (CE) 團隊.Shift from Serial to Parallel Processes with Concurre

43、nt EngineeringTraditional serial processConcurrent engineering processDevelopment processMFG readiness processDevelopment processMFG process developmentShip date.從串行制程轉向以同步工程為特征的並行制程傳統的串行制程同步工程制程開發制程MFG 準備階段開發制程MFG 制程開發出貨期.Why the shift from serial to parallel process?Shorter design/development inte

44、rvals due to less design rework/changes to meet MFG requirements (I.e., higher chances of designing products right the first time)Shorter manufacturing readiness intervals because of design data sharing at earlier stages of R&D cycleShorter time-to-ship intervals as a result of preceding shorter int

45、ervalsManufacturability reviews had to be performed at earliest opportunity in order for DFM/DFA activities to be effectiveOpen communications between design and manufacturing organizations result in real quality improvements that help downstream processes.為何要從“串轉向“並行制程?由於更少的設計重工 / 修正而縮短了設計 / 開發時間，來

46、滿足MFG 需求。 (即：於第一次就設計好產品的更高能够性)由於在R&D早期階段設計資料共享，而縮短了制造準備時間。由於前期時間變短，而縮短了交貨時間。於最早時機，必須進行可制造性評估以使 DFM/DFA 活動有效。設計及制造部門間的公開交流，將會幫助下序制程實現真正的品質改善。.Evolution towards Concurrent EngineeringMFGR&DMFGR&DMFGR&DR&DMFGR&D & MFGIsolationEvaluation & ReviewEducation & DFM GuidelinesPart Time ParticipationIntegrate

47、d Development Teams with Design and MFG.向同步工程演變MFGR&DMFGR&DMFGR&DR&DMFGR&D & MFG相獨立評價 & 評估訓練 & DFM 指導方針部分時間參與設計與 MFG 整合之開發團隊.Isolation stageLittle or no interaction during new product developmentDesign owned solely by the developers; separate design and manufacturing documentationIndividual contribu

48、tion highly valued and rewardedOver-the-wall design transfer and serial design and manufacturing activities considered normal mode of operation.獨立階段於新產品開發階段，相互之間很少或沒有互動。設計由開發人員獨佔；設計文件與制造文件分開。過高看重個人貢獻並給與獎勵。“隔牆設計轉移，串行設計及制造活動被視為正常的運作方式。.Evaluation & Review StageAfter-the-fact reviews; meeting with manu

49、facturing were conducted after the design work was completeDesigns were frequently reworked to accommodate manufacturing issues, resulting in longer development intervalsRelationship between manufacturing and design changed from little interaction to an antagonistic, emotionally charged and tense re

50、lationship.評價 & 評估階段事後評估; 設計任务完成之後，與制造部門進行溝通。設計需頻繁修正以兼顧制造問題，而導致開發時間延長。制造及設計間的關系由很少互動轉為一種對抗的，相互指責的且緊張的關系。.Education & DFM Guideline StageManufacturing provided DFM information via documents, I.e., DFM guidelines; reviews and rework were reducedDesigners became more knowledgeable and sensitive to manu

51、facturing and other downstream processes affected by the design; product designs began to reflect manufacturing issues up front in the design process, and some full-stream optimization occurredManufacturing engineers remained isolated from design process, with the exception of manufacturability revi

52、ewsDesigners began to realize that it is difficult to keep up with and handle all the manufacturing information; awareness increased that designers cannot do DFX by themselves.訓練 & DFM 指導方針階段通過文件，即：DFM 指導方針， 向制造部門提供 DFM 資訊; 評估及重工減少。設計人員變得更博學，對制造問題及其它受設計影響的下序制程更敏感；產品設計開始提早於設計階段就反映制造問題，整個流程實現某種程度的優化。除

53、了進行制造可行性評估外, 制造工程師依然被隔離於設計制程之外。設計人員開始意識到難於做到與一切制造資訊坚持同步及適時處理，更強烈地意識到並非設計人員能夠獨自進行DFX 。.Part Time Participation StageManufacturing became involved early in the design process as an active participant (still part-time); reviews and rework eliminatedFrequent interactions occurred between design and manu

54、facturing; communication paths were openedConcurrent design of product and the associated downstream processes took place on a limited basis, with some shared decision making between design and manufacturing; manufacturing readiness intervals (final design to production ship) began to decreaseSucces

55、s factors for concurrent engineering began to surface, including shared objectives, communication tools, shared design tools, common values and reward systems, and common processesDesigners continued to “own the product design.部分時間參與階段制造作為一個積極參與者依然是部分時間) 逐漸介入於設計制程早期階段；評估及重工被消除。設計及制造部門開始頻繁互動；溝通渠道敞開。產

56、品及相聯系的下序制程的同步設計只發生在有限的基礎上，於設計及制造間一些決策文件共享；制造準備時間最終設計至生產出貨開始縮短。同步工程的胜利要素開始顯現，包括目標共享，溝通工具，設計工具共享，共享價值及報酬體系，共有制程。設計人員繼續“擁有產品設計。.Integrated Development Teams StageThis is the final stage where Design and Manufacturing work closely together to achieve the companys goals.經整合之開發團隊階段這是最後階段, 于此階段, 設計及制造部門亲密协

57、作，共同達成公司目標。.Presentation on Concurrent Engineering Activities.同步工程活動介紹.The Concurrent Engineering StageR&D ActivitiesConcurrent Engineering ActivitiesPilot Run PreparationPilot Run BuildRelease To Mass ProductionMilestone Definitions Design ReviewsGate CriteriaEarly information sharingDFM ReviewsR&D

58、 treat factory as internal customerEmphasize Advanced Quality Planning, process defect prevention.Define process set-ups, test programs, and initial process parametersMinimum Process Yields and First Pass Yields are met.Process and test issues are known and addressed.Mass production process paramete

59、rs have been defined.Collect necessary data, verify all process set-ups, test programs, and determine mass production process parameters.同步工程階段R&D 活動同步工程活動試產準備 試產 量產確立里程碑般之艰苦問題 設計評估合格標準早期資訊共享DFM 評估R&D 視工廠為內部客戶強調先期品質計劃, 制程缺陷預防.確定制程方案, 測試程式, 及初步制程參數達到制程良率及直通率的最低標準.制程及測試問題知並加以解決.量產制程參數已確定下來.搜集必要數據, 驗証一

60、切制程方案, 測試程式, 及確定量產制程參數.Purpose of a CE ProcessA CE process must achieve 2 objectivesDesign, develop, and verify a product that optimizes all elements of the product life cycle from concept through disposal, including quality, cost, schedule, and user requirementsConcurrently design, develop, and ver