项目管理系统程序

1、PM = Project Manager DE = Design EngineerPE = Process EngineerPM = Project Manager DE = Design EngineerPE = Process EngineerQE = Quality EngineerAM = Area ManagerLE = Logistics EngineerCE = Chief EngineerHS = Health S/ SafetyTS = Technical Specification APQP = Advanced Product Quality PlanningTitle/

2、文件标题:Project Management System 项目管理系统Document No/文件代码: P-PM-PM001Page/页码: 30/30Prepared by/准备者:Verified by/审批者Version No./修订号: Effective 生效日期:C. Nigri01Projeect Mannageemennt SSysttem项目管理系系统Prepaaredd byy C. Niggri_Checkked by C. Niigrii_Approovedd byy G. Bugga_Scopee: 范范围This proocedduree iss isssu

3、eed iin oordeer tto ddefiine andd cooorddinaate thee maanaggemeent proocesssess reelatted to thee neew pprodductt deevellopmmentt.All tthe acttiviitiees rrelaatedd too Orrigiinall Eqquippmennt PProjjectts mmustt coomplly tto tthiss prroceedurre ssincce tthe Feaasibbiliity Stuudy to thee SOOP (extten

4、dded to thee 3rrd mmontth oof pprodducttionn affterr thhe rrampp-upp phhasee wiithoout Majjor Nonn Coonfoormiitiees oor CCusttomeer CClaiims). TThiss prroceedurre iis vvaliid ffor inddusttriaal, i.ee. aany prooducct ddeveelopped forr inndusstriial cusstommerss annd uuponn a speeciffic cusstommer req

5、quesst oor nneedd.本程序用于于定义和和调整涉涉及新项项目开发发的管理理过程从可行性研研究到批批量生产产（延伸伸至的生生产爬坡坡阶段之之后第三三个月，在在这三个个月里且且没有发发生重大大不合格格项或客客户投诉诉）所有有涉及到到初始设设备计划划的活动动都必须须遵从本本程序。本程序是针针对工业业，比如如，任何何为工业业客户开开发的产产品，并并且是基基于特殊殊客户的的要求或或需求Invollvedd fuuncttionns: 相关职职能部门门All tthe depparttmennts.所有部门Activvitiies活动Sofimma AAutoomottivee Fiilte

6、ers hass esstabblisshedd a Proojecct MManaagemmentt Syysteem bbaseed oon aa teeamwworkk orrgannizaatioon.Each Proojecct iis ddiviidedd innto sevveraal pphasses (caalleed MMileestooness) tthatt muust be mannageed bby aa Prrojeect Mannageer (PM).The MMileestooness scchemme iis iinteendeed aas aa guuid

7、ee foor tthe PM andd thhe tteamm too coomplletee thhe pprojjectts ssucccesssfullly andd shhoulld nnormmallly bbe ffollloweed; anyywayy thhe PPM ccan deccidee too moodiffy tthe schhemee acccorrdinng tto tthe speeciffic neeeds of thee Prrojeect.The PProjjectt Maanagger orgganiizess thhe wworkk annd tt

8、he tassks forr eaach teaam mmembber andd leeadss thhe pprojjectt siincee itts sstarrt tto tthe 3rdd moonthh off prroduuctiion aftter thee raamp up phaase witthouut mmajoor nnon connforrmittiess orr cuustoomerr cllaimms.Afterr thhat, thhe PProjjectt iss clloseed aand thee sttanddardd fuuncttionns oof

9、 tthe commpanny mmustt maanagge tthe prooducctioon aand thee quualiity.In caase of majjor moddifiicattionns rrequuireed bby tthe cusstommer thee PMM reestaartss too woork on thee prrojeect, orr a neww PMM iss asssiggnedd.The PPM ggetss thhe ssuppportt off thhe tteamm meembeers andd coollaaborratees

10、wwithh thhem to succcesssfuullyy cllosee thhe PProjjectt.Durinng tthe enttiree Prrojeect durratiion thee PMM annd hhis teaam ffolllow thee Miilesstonnes schhemee too exxecuute alll thhe aactiivittiess whhosee ouutpuuts aree paartss off thhe AAPQPP (AAdvaanceed PProdductt Quualiity Plaanniing).The AA

11、PQPP paackaage is summmarrizeed iin tthe APQQP200 fiile wheere alll thhe rreleevannt iinfoormaatioon iis ssummmariizedd.索菲玛汽车车滤清器器已经在在团队合合作的基基础上建建立了项项目管理理系统在项目经理理的管理理下，每每个项目目被划分分为若干干个阶段段（名为为节点）每个节点的的安排为为项目经经理和项项目小组组成功地地完成项项目指导导方向，节节点的安安排必须须正常的的执行；总之项项目经理理可以根根据项目目的特殊殊需要决决定修改改项目节节点。项目经理安安排工作作和任务务给每个个小

12、组成成员，并并始终领领导项目目从项目目开始阶阶段到在在没有重重大不符符合项或或客户投投诉的情情况下完完成爬坡坡阶段后后的第三三个生产产月之后，项目目关闭，公公司的基基本职能能部门必必须维持持生产和和质量假如客户要要求有重重大修改改，项目目经理重重新开始始对该项项目进行行操作，或或者任命命新的项项目经理理。项目经理从从项目小小组得到到支持并并与之合合作成功功的关闭闭项目整个项目的的持续阶阶段，项项目经理理和他的的小组按按照节点点计划去去执行所所有的活活动，这这些活动动的输出出是APPQP的的一部份份。APQP所所有相关关的信息息在APPQP220文件件中得到到总结。Preliiminnaryy

13、phhasee准备阶段Respoonsiiblee:Genneraal MManaagerr责任人：总总经理Afterr thhe ffirsst cconttactts wwithh thhe ccusttomeer tto ddefiine thee baasicc coontrractt reequiiremmentts (vollumees, tarrgett prricee, SSOP, drrawiingss / TS / ssamppless)The AAreaa Maanagger subbmitts tthe neww prrojeect proopossal to thee

14、 Geenerral Mannageer;The GGeneerall Maanagger anaalyzzes if thee prrojeect is suiitabble forr thhe ccomppanyy inn teerm of strrateegy andd inndusstriial feaasibbiliity;Afterr thhe sstarrt-uup ddeciisioon, thee Geenerral Mannageer wwilll deeciddeThe pprojjectt buudgeet (forr exxpennsess);The PPM (wit

15、th tthe suppporrt oof tthe Chiief Enggineeer); TThe teaam mmembberss (wwithh thhe ssuppportt off eaach Depparttmennt MManaagerr);The AAreaa Maanagger prooviddes alll thhe aavaiilabble doccumeentaatioon tto tthe PM andd too thhe CChieef EEngiineeer;The tteamm meembeers aree innforrmedd abboutt thhe n

16、new Proojecct; thee PMM seendss too thhe tteamm meembeers alll thhe aavaiilabble doccumeentaatioon aand deffinees aa prreliiminnaryy pllannningg (ccusttomeer mmileestooness, iinteernaal mmileestooness);The PPM ffillls tthe APQQP200 foorm witth tthe bassic infformmatiion conncerrninng tthe Proojecct.

17、与客户第一一次接触触以定义义基本的的合同要要求（数数量，目目标价格格，SOOP，图图纸/TTS/样样品）区域经理递递交新项项目建议议给总经经理总经理分析析是否这这个项目目适合公公司现阶阶段的策策略和工工业的可可行性决定项目启启动后，总总经理要要决定：项目预算（开开支）项目经理(在总工工程师的的支持下下)小组成员（每每个部门门经理的的支持下下）区域经理向向项目经经理和总总工程师师提供所所有可利利用的文文件告知每个小小组成员员关于该该新项目目的情况况，项目目经理发发给小组组成员所所有可利利用的文文件并定定义初步步计划（客客户节点点，内部部节点）项目经理将将有关项项目的基基本信息息填入AAPQPP2

18、0 表格中中Phasee A:Cusstommer reqquirremeentss阶段A：客客户要求求Respoonsiiblee:Proojecct MManaagerr责任人：项项目经理理In thhis phaase thee PMM crreattes in thee Teechnnicaal DDepaartmmentt Seerveer (T:) wiith thee prrojeect namme, conntaiininng aall thee fooldeers desscriibedd inn thhe PProjjectt Maanaggemeent Fillingg

19、PrroceedurreThe PPM iis rrespponssiblle tto kkeepp uppdatted alll thhe ddocuumennts in thiis ffoldder; thhis follderr iss thhe rrepoosittoryy off alll tthe infformmatiion conncerrninng tthe Proojecct.All tthe acttiviitiees ddesccribbed in thee APPQP220 fformm haave to be commpleetedd inn thhis phaas

20、e.Phasee cooncllusiionThe PPM mmoniitorrs aall thee acctivvitiies desscriibedd inn thhe AAPQPP20 andd asssiggn aa coolouur tto iindiicatte tthe acttiviity staatuss; tthe collourr iss asssiggnedd acccorrdinng tto mmethhod desscriibedd inn thhe SSemaaphoore Toool IInsttrucctioon; thee PMM iss reespoon

21、siiblee too deecidde wwhettherr thhe aactiivitty iis TTargget Criiticcal or Timme CCritticaal.When alll thhesee acctivvitiies (annd aall thee adddittionnal onees tthatt maay hhavee beeen addded by thee PMM) aall thee teeam memmberrs mmeett toogettherr too deecidde ttogeetheer wwithh thhe PPM iis tth

22、e phaase is cloosedd.In caase thaat tthe conntraact reqquirremeentss caannoot bbe rresppectted, thhe PPM mmustt innforrm tthe Genneraal MManaagerr immmeddiattelyy.在这个阶段段，项目目经理在在技术部部门服务务器上(T:)用项目目名称建建立一个个文件夹夹，这个个文件夹夹包含了了项目管管理文件件归档程程序中所所描述的的所有的的文件夹夹。项目经理有有责任持持续更新新文件夹夹中的所所有文件件，这个个文件夹夹存放了了有关这这个项目目的所有有信息

23、。在APQPP20表表格中所所描述的的所有活活动在这这个阶段段一定要要被完成成。阶段总结项目经理监监控APPQP220 中中所描述述的所有有活动，指指定颜色色来识别别活动状状态；颜颜色根据据Semmaphhoree 工具具指导书书描述的的方法来来指定；项目经经理有责责任决定定该活动动是目标标临界还还是时间间临界。当所有的活活动完成成时（和和由项目目经理增增加的所所有的附附加活动动）所有有的小组组成员聚聚集在一一起与项项目经理理共同判判定时表表示这个个阶段的的结束。一一旦合同同的要求求不能遵遵守，项项目经理理必须立立刻通知知总经理理Phasee B: Preelimminaary dessign

24、n阶段B：初初步设计计阶段Respoonsiiblee: Proojecct MManaagerr责任人：项项目经理理In thhis phaase thee teeam preeparres thee prreliiminnaryy deesiggn.The mmostt reelevvantt acctivvitiies (buut nnot alll) aare:The DDesiign Enggineeer preeparres thee drraftt off thhe pprodductt deesiggn, bassed on thee avvaillablle TTS, nor

25、rms, cuustoomerr drrawiingss, eetc; thhe DDE pprepparees tthe draawinngs of alll thhe ccompponeentss annd pprepparees tthe BOMM drraftt frro tthe purrchaasinng ddepaartmmentt; tthe DE wriitess thhe DD-FMMEA witth tthe suppporrt oof tthe PE andd QEE;The PPurcchassingg Deeparrtmeent isssuess thhe oord

26、eers andd buuys thee coompoonennts forr thhe pprottotyypess (wwhenn neecesssarry); thhe oordeer mmustt sppeciify (annd tthe supppliier musst aagreee wwithh) alll thhe ttechhniccal andd fuuncttionnal reqquirremeentss, aas wwelll ass quualiity reqquirremeentss foor tthe prootottypees;The DDE wwithh th

27、he ssuppportt off thhe CChieef EEngiineeer aand HS preeparres thee liist of alll thhe mmateeriaals, coolleectss alll tthe datta ssheeets andd saafetty ssheeets andd evvaluuatees tthe commpattibiilitty wwithh thhe ccomppanyy HSS syysteem;The PPE pprepparees aa drraftt off thhe PP-FMMEA witth tthe sup

28、pporrt oof tthe DE andd QEE, aand isssuess thhe pprottotyypess coontrrol plaan;The DDE eevalluattes thee reequiiredd maachiinerry tto pprodducee thhe ffiniisheed pprodductt annd ddefiiness thhe pprellimiinarry llayoout connsidderiing alsso (butt noot oonlyy) thee foolloowinng aaspeectss:Autommatiion

29、 (iff poossiiblee);Ergonnomiic;Balannce of thee liine;Etc;The AAM uupdaatess thhe cconttracct rrequuireemennts if vieew oof aany moddifiicattionn coompaaredd too thhe iinittiall offferr (iif aany).Phasee cooncllusiionThe PPM ffolllowss thhe ssamee prroceedurre aas iin tthe parragrraphh 3.2 / Phhasee

30、 cooncllusiion.在本阶段项项目小组组准备初初步的设设计主要涉及到到的活动动有（但但并非所所有）：设计工程师师在TSS，规范范，客户户图纸等等的基础础上准备备产品的的设计草草图；准准备所有有零件的的图纸，准准备初始始材料清清单给采采购部；在工艺艺工程师师和质量量工程师师的帮助助下编写写设计FFMEAA。采购部发出出订单购购买原型型件所需需的零部部件（当当需要的的时候）；订单必必须指定定（且供供应商必必须执行行）所有有的技术术和功能能要求,也包括括原型件件的质量量要求在总工程师师和HSS的支持持下设计计工程师师准备所所有材料料的清单单，收集集所有的的记录表表和安全全表单并并评估与与公

31、司的的健康安安全系统统是否一一致。工艺工程师师在设计计工程师师和质量量工程师师的帮助助下准备备过程FFMEAA的草稿稿，起草草样件控控制计划划。 设计工程师师评估生生产成品品所需要要的设备备，定义义初步的的场地布布局，同同时也要要考虑到到以下方方面自动操作（如如果可能能）人类环境学学现场的平衡衡等等如果比较最最初的报报价（如如果有）有有任何的的变化，AAM更新新合同要要求阶段总结项目经理按按照章节节3.22/阶段段总结 相同的的程序进进行阶段段总结Phasee C: Deffiniitivve ddesiign (Reeleaase forr innvesstmeent)阶段C：最最终设计计R

32、espoonsiiblee: Proojecct MManaagerr责任人：项项目经理理In thhis phaase thee teeam preeparres thee deefinnitiive dessignn inn orrderr annd rreleeasees tthe proojecct ffor invvesttmennts.The mmostt reelevvantt acctivvitiies (buut nnot alll) aare:The DDE ccreaatess thhe BBOM andd diistrribuutess thhe ddefiinitti

33、vee drrawiingss;The QQE wwithh thhe ssuppportt off QCC annd PProttotyype Teaam ccheccks thee quualiity of thee prrotootyppes raww maaterriall baasedd onn thhe PProttotyype Conntrool PPlann;The PPurcchassingg Deeparrtmeent ordderss thhe ssamppless annd PPPAPP too thhe ssuppplieers;The QQE ccheccks an

34、dd appproovedd thhe ssuppplieers; wiith thee suuppoort of QC andd DEE e cheeckss annd aapprroveed tthe sammplees ffromm thhe ssuppplieers (REELEAASE OF COMMPONNENTTS). Thhen he wriitess thhe ddefiinittivee CPP foor tthe prooducctioon wwithh deefinnitiive macchinneryy, ttoolls aand mouuldss; tthe QE

35、plaans a ssmalll bbatcch oof pprodducttionn (aat lleasst 3300 pcss orr 2hh, ccallled ONEE-DAAY PProdducttionn); he preeparres andd suubmiit tto tthe cusstommer thee PPPAP doccumeentaatioon wwithh thhe ssamppless: eeverry ttimee thhe PPPAPP saamplles aree seent to thee cuustoomerr thhe QQE sstorres i

36、n a ssafee pllacee att leeastt onne mmastter sammplee thhat musst bbe ccleaarlyy iddenttifiied;The PPE ssetss upp thhe nnew prooducctioon llinee (wwhenn pllannned), pprepparees tthe worrkinng ccyclles andd innstrructtionns, plaans thee annd eexeccutees tthe traainiing of thee woorkeers andd exxecuut

37、ess a pree-seeriees pprodducttionn wiith alll thhe ddefiinittivee tooolss; tthenn hee coollaaborratees wwithh thhe MMainntennancce DDepaartmmentt too prrepaare thee maainttenaancee pllannningg foor aall thee neew mmachhinees;The AAM uupdaatess thhe cconttracct rrequuireemennts if vieew oof aany modd

38、ifiicattionn coompaaredd too thhe iinittiall offferr (iif aany). Phasee cooncllusiionThe PPM ffolllowss thhe ssamee prroceedurre aas iin tthe parragrraphh 3.2 / Phhasee cooncllusiion.设计定义阶阶段主要涉及到到的活动动有（但但并非所所有）：设计工程师师制定BBOM，分分发最终终图纸QE在QCC和样件件小组的的支持下下，按照照样件控控制计划划对样件件原材料料进行质质量检查查。采购部向供供应商订订购样件件，供应应商递交

39、交PPAAPQE验证并并批准供供应商；在QCC和DEE的支持持下，检检查和批批准来自自供应商商的样件件（零件件放行）。然然后编写写在确定定的设备备工装模模具下生生产的最最终控制制计划；QE安安排小批批量生产产（至少少3000件或22小时，名名为一日日生产）；准备PPPAPP文件并并和样品品一起递递交给客客户：每每次递交交PPAAP样件件给客户户，QEE保存至至少一个个能够清清晰识别别的标准准样品。PE建立一一条新的的生产线线，准备备工作周周期和指指导书，计计划并完完成对工工人的培培训，用用确定的的工具执执行一系系列的生生产；然然后与维维修部合合作准备备所有新新设备的的维修计计划。如果比较最最初

40、的报报价（如如果有）有有任何的的变化，AAM更新新合同要要求阶段总结项目经理按按照章节节3.22/阶段段总结 相同的的程序进进行阶段段总结Phasee D:Masss pprodducttionn prrepaarattionn (RReleeasee foor sseriial prooducctioon)阶段D:大大批量生生产准备备Respoonsiiblee:Proojecct MManaagerr责任人：项项目经理理In thhis phaase thee teeam preeparres thee maass prooducctioon.The mmostt reelevvantt

41、acctivvitiies (buut nnot alll) aare:The QQE vvaliidattes thee maachiinerry aand thee prroduuctiion proocesss aand orgganiizess thhe MMSA wheen nneceessaary; hee exxecuutess thhe OONE-DAYY Prroduuctiion plaanneed iin tthe Phaase C; He deffinees tthe prooducct aaudiit wwithh thhe ccolllaboorattionn of

42、f thhe LLaboorattoryy Maanagger; The AAM iissuues a fforeecasst oof tthe prooducctioon vvoluumess duurinng tthe rammp-uup pphasse;The LLE eexeccutees tthe traainiing forr tthe warrehoousee keeepeers conncerrninng tthe prooducct aand itss coompoonennts.Phasee cooncllusiionThe PPM ffolllowss thhe ssam

43、ee prroceedurre aas iin tthe parragrraphh 3.2 / Phhasee cooncllusiion.准备批量生生产阶段段主要涉及到到的活动动有（但但并非所所有）在需要的时时候，QQE对机机器和生生产工艺艺进行验验证，组组织MSSA分析析；完成成在阶段段C中计计划的一一日生产产活动；在实验验室经理理的合作作下定义义产品审审核；AM 制定定在生产产爬坡阶阶段的生生产数量量的预测测LE完成对对仓库保保管员关关于产品品和零件件的培训训阶段总结项目经理按按照章节节3.22/阶段段总结 相同的的程序进进行阶段段总结Phasee E:Proojecct ffinaal

44、izzatiion阶段E:项目结结束Respoonsiiblee: Proojecct MManaagerr责任人：项项目经理理In thhis phaase thee teeam conncluudess thhe aactiivittiess annd cclosses thee prrojeect.The mmostt reelevvantt acctivvitiies (buut nnot alll) aare:In thhis phaase thee teeam makkes thee fiinall reevieew oof tthe proojecct aand commparr

45、es thee innitiial reqquirremeentss wiith thee reesullts.D-FMEEA, P-FFMEAA annd aall thee liinkeed ddocuumennts aree uppdatted, thhen thee PMM veeriffiess thhe ffinaal ccostt off thhe pprodductt annd ssubmmitss thhe iinfoormaatioon tto tthe Genneraal MManaagerr.The QQE eexeccutees aa Prroceess Auddit

46、.Finallly thee PMM annd tthe teaam mmeett toogettherr too veeriffy tthatt alll tthe opeen aactiivittiess haave beeen cclossed.The PPM iis rrespponssiblle ffor thee laast revvisiion andd too arrchiive thee Prrojeect doccumeentaatioon.项目总结阶阶段主要涉及到到的活动动有（但但并非所所有）在这个阶段段，项目目小组对对项目进进行最终终评审，将将结果与与最初的的要求进进行

47、比较较对设计FMMEA，过过程FMMEA和和所有有有关的文文件进行行更新，然然后项目目经理核核实最终终生产成成本，将将信息递递交给总总经理质量工程师师完成过过程审核核最后项目经经理和小小组一起起检查所所有问题题已经关关闭项目经理负负责最终终的修订订，并对对项目文文件进行行归档Respoonsiibillitiies职责The ffolllowiing tabbless deescrribee eaach teaam mmembbers rrespponssibiilitty.以下表格描描述了每每个小组组成员的的职责Projeect Mannageer:项项目经理理 He is thee tee

48、am leaaderr annd hhe iis rrespponssiblle ffor thee teeam perrforrmannce in froont of thee maanaggemeent.项目经理是是项目的的领导者者，负责责整个团团队的管管理。 Toggethher witth tthe Salles Mannageer, he reppressentt thhe ccomppanyy inn frrontt off thhe ccusttomeer aand he is liaablee too leead thee prrojeect to succcesss iin

49、ttermm off tiiminngs, coostss annd ccusttomeer ssatiisfaactiion.面对顾客同同销售经经理一起起担任公公司代表表，负责责引导项项目成功功的达到到计划、成成本和顾顾客满意意的要求求。 Thee Prrojeect Mannageer ggetss thhe ssuppportt off thhe DDepaartmmentt Maanaggerss whho mmustt asssurre tthatt thhe aall teaam mmembberss wiill worrk ppropperlly.项目经理应应得到各各部门经经理的

50、支支持，并并确保所所有的小小组成员员能够适适当的工工作。 He collleccts thee cuustoomerr reequiiremmentts aand he adaaptss annd ttrannsfeers theem tto tthe commpanny.项目经理收收集顾客客的要求求并负责责将这些些信息传传达给公公司。 He maiintaainss thhe GGannnt CCharrt, thee Oppen Isssuess liist, thhe MMinuutess off Meeetiingss annd tthe Millesttonees RReviiew.

51、维护甘特图图、开放放问题清清单、会会议纪要要和项目目里程碑碑的评审审。 He cheeckss wiith alll thhe ppermmaneent andd teempoorarry tteamm meembeers andd inn geenerral witth aall thee coompaany thaat aall thee acctivvitiies aree fiinisshedd inn tiime.同所有的永永久的或或临时的的项目成成员检查查是否所所有的行行动已及及时完成成。 He repportts tto hhis Suppervvisoor aand to th

52、ee Geenerral Mannageer aany proobleem tthatt maay hhavee a neggatiive imppactt onn thhe pprojjectt.对于任何可可能对项项目有负负面影响响的问题题，项目目经理负负责向上上级和总总经理汇汇报。 He wriitess annd mmainntaiin aa suummaary of alll hiis pprojjectts aand repportts aat lleasst ttwicce pper monnth to hiss Suuperrvissor andd too thhe GGenee

53、rall Maanagger.编写和维护护所有的的项目总总结并向向上级和和总经理理汇报，每每月至少少两次。 He parrticcipaatess too thhe ssoluutioon oof tthe proobleems andd heelp thee teeam memmberrs aand thee deeparrtmeentss too coommuuniccatee annd tto wworkk inn teeam.参与解决问问题并帮帮助小组组成员和和部门去去沟通。 He hass thhe aauthhoriity to agrree acttiviitiees wwith

54、h thhe tteamm meembeers andd wiith thee Deeparrtmeent Mannageers andd hee haas tthe autthorrityy too prreteend thee exxecuutioon.有权力同意意小组成成员和部部门经理理的行动动。 Thee Prrojeect Mannageer ttellls tthe lasst wwordd inn caase of connfliictss orr unncerrtaiin ddeciisioons.项目经理对对冲突和和不确定定因素作作出最后后的决定定.Area Mannagee

55、r:地地区经理理 He reppressentt thhe ccomppanyy inn frrontt off thhe ccusttomeer.在顾客面前前代表公公司。 He disscusssess wiith thee cuustoomerr annd ssharre wwithh thhe PPM tthe baasiss innforrmattionn coonceerniing thee prrojeect (Saamplles, SOOP, Vollumees, Invvesttmennts, Taargeet PPricce, etcc).负责同顾客客讨论并并将关于于项目的的

56、基本信信息（样样件、批批量生产产、产量量、投资资、预订订价格，等等等）与与项目经经理共享享。 He suppporrts thee Prrojeect Mannageer iin tthe proojecct ttimiing deffiniitioon pprovvidiing thee cuustoomerr miilesstonnes.支持项目经经理确定定时间计计划，提提供顾客客里程碑碑节点。 He revviewws tthe conntraact durringg eaach proojecct pphasse ttakiing carre oof tthe proojecct ee

57、vollutiion durringg thhe ttimee.在每一个项项目阶段段负责评评审订单单和项目目进展。 He agrreess thhe pprodducttionn ruump-up witth tthe cusstommer andd wiith thee Prrojeect Mannageer iin ttimee too asssurre tthatt thhe SSOP willl ttakee pllacee smmootthlyy onn sccheddulee.负责与顾客客和项目目经理按按时批准准产品试试生产，以以确保能能够按照照计划平平稳地实实现批量量生产。Des

58、iggn EEngiineeer:设设计工程程师 Thee deesiggn eengiineeer iis rrespponssiblle tto ddesiign thee prroduuct acccorddingg too thhe ccusttomeerss reequiiremmentts aand to thee Prrojeect Mannageer iinsttrucctioons; hee iss reespoonsiiblee off thhe pprodductt peerfoormaancees aand quaalitty; he musst wwritte tth

59、e Tesst PProggramm Pllan andd foolloow tthe prootottypees aand sammplees cconsstruuctiion.设计工程师师根据客客户需求求和项目目经理的的要求进进行产品品设计；他是产产品质量量和性能能的负责责人，也也必须编编写测试试计划并并跟踪模模型和样样件制造造. He musst ccolllabooratte wwithh thhe QQuallityy Ennginneerr too wrritee thhe DD-FMMEA andd thhe CConttroll Pllan andd too deefinne

60、tthe Saffetyy annd CCritticaal ccharractteriistiic.他必须与质质量工程程师一起起编写出出设计失失效模式式分析,控制计计划并定定义安全全及关键键特性. He musst ccolllabooratte wwithh thhe PProccesss Ennginneerr too wrritee thhe PP-FMMEA, thhe PProccesss Fllow Chaart andd thhe CConttroll Pllan; hee muust agrree witth tthe Proocesss EEngiineeer tthe c