新产品导入之管制程序-中英文对照

TITLE:CORPORATEPROCEDUREFORNEWPRODUCTINTRODUCTION(NPI)新产品导入之管制程序DocumentNo.:NP20002Rev.No.: A00Page1of9RevisionHistoryREVDCN#INITIATEDBYEFFECTIVEDATE(MM/DD/YY)DESCRIPTIONA00DRAFTWilliamMagramoDRAFTJune20InitialReleaseApprovedDCNonFileinDocumentControlAPPROVEDBYMotoakiWakuiAUTHORIZEDBYSKLamCONFIDENTIALPROPERTYOFZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDThisdocument,andtheinformationitcontains,arethepropertyofZhongshanSunmingOpticalTechnologiesLimitedandareprotectedbylaw.Bothmustbeheldinstrictconfidenceatalltimes.Nolicenseexpressedorimplied,underanypatent,copyrightorotherintellectualpropertyrightisgrantedorimpliedbytheprovisionorpossessionofthisdocument.Nopartofthisdocumentmaybereproduced,transmitted,transcribed,storedinaretrievalsystem,translatedintoanylanguageorcomputerlanguage,inanyformorbyanymeans,whatsoever,withoutthepriorwrittenconsentofZhongshanSunmingOpticalTechnologiesLimited.©2014ZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDALLRIGHTSRESERVED(AnyhardcopyprintoutofthisdocumentisuncontrolledunlessitbearsDCCredcontrolledstamp)TITLE:CORPORATEPROCEDUREFORNEWPRODUCTdoc.no.NP20002INTRODUCTION(NPI) REVISION A00新产品导入之管制程序 PAGE OF1.0PURPOSE目的1.1ThisdocumentoutlinestherolesandactivitiesofNewProductsIntroduction(NPI)atSUNMING.Thisprocedureshallbeappliedtoallnewdevelopedproductstoensuretheproductsarereadytobeputintomassproduction.Itcoverstheactivitiesofsamplebuild,DesignForManufacturing(DFM)review,EngineeringRun(ER)andPre-Production(PP).此文件概括了SUNMING新产品导入的角色和活动，适用于所有新开发产品以确保产品可以投入量产。它包含了样品构建活动，生产设计评审，工程运行及预生产。2.0SCOPE范围Thisdocumentdetailstheprocessofthefollowingactivities:此文件包含了以下活动的详细过程：Samplebuild样品构建EngineeringRun(ER)工程运行Pre-Production(PP)预生产3.0ASSOCIATEDDOCUMENTS有关文件NP20001CorporateProcedureforNewProductDevelopment(NPD)新产品开发之管制程序4.0DEFINITIONS定义BOMBillOfMaterial物料表CTPCompliantTestPlan兼容测试计划ECNEngineeringChangeNotice工程变更通知DCCDocumentControlCenter文控中心DFMDesignForManufacturing可制造性设计EREngineeringRun工程运行FCTFunctionalTest功能测试FDRFinalDesignReview最终设计评审MPMassProduction量产NPDNewProductDevelopment新产品开发NPINewProductIntroduction新产品导入PMProjectTeamManager项目团队经理PPPre-Production预生产VRVerificationReview验证评审©2014ZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDConfidential(AnyhardcopyprintoutofthisdocumentisuncontrolledunlessitbearsDCCredcontrolledstamp)TITLE:CORPORATEPROCEDUREFORNEWPRODUCTdoc.no.NP20002INTRODUCTION(NPI) REVISIONA00新产品导入之管制程序 PAGE3OF5.0GENERALREQUIREMENT一般要求：NPIINTRODUCTION新产品导入介绍WhatisNPI什么是新产品导入NPIisaseriesofactivitiesmanagedbyaspecialized(NPI)teamwiththeobjectivetobringaproductfromdesigndocumentstoprototypeandtoensuremanufacturabilityinvolumequantitywithperformancecomplianttodesignspecification,costandqualityobjectives.新产品导入是由一个专业的新产品导入小组管理的一系列活动。目标是将设计文件转化成模型到产品，确保大量生产制造符合设计规范，成本及品质目标。Howtousethisprocedure如何使用此程序Thisdocumentdetailstheinputs,processanddeliverablesforeachoftheNPIactivities,includingSampleBuild,ERandPP此程序详细阐述了新产品导入活动，包括样品构建，工程运行及预生产的输入，过程及交付物。PPCYCLE预生产周期AprojectshallenterintothePPCycleafterpassingVerificationReview(VR)(Ref:NP20001).ThePPcycleisnormallydividedintotwomajorphases,ERandPP.EngineeringRun(ER)isaimingtovalidatetheprocess,whilePPisaimingtovalidatethematerialsandqualitycontrolsystem(seeflowchartinAttachment1thatillustratesthePPcycle).项目通过验证评审后(参考NP20001)，进入预生产周期。预生产周期通常分为两个主要阶段：工程运行及预生产。工程运行阶段的目标是验证制程，预生产阶段的目标是材料及质量控制体系。(查看附件1流程图预生产周期的说明)EngineeringReview(ER)工程评审ObjectivesofEngineeringReview(ER)工程评审的目标TheobjectiveofERistoverifyallprocessesandfixallmanufacturingissuesbeforegoingintoPP;italsoallowsthefactorytofinetunethelinesetupandprocesstimebalancing.Thequantityrequiredisaround50pcsandshouldbeflexiblesubjecttoindividualcase.Ideally,onetimeofERbuildtobeconductedbeforePPbutthereshouldbeflexibilitytoallowmultipleERbuildsuntilallprocessesareverified.Therefore,itisacceptableforsomeoftheprocessesnotbeinplaceandnotbeingverifiedinthefirstERbuildforthesakeoftimelimitation,costorotherconsiderations(subjecttobediscussed).©2014ZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDConfidential(AnyhardcopyprintoutofthisdocumentisuncontrolledunlessitbearsDCCredcontrolledstamp)TITLE:CORPORATEPROCEDUREFORNEWPRODUCTdoc.no.NP20002INTRODUCTION(NPI) REVISION A00新产品导入之管制程序 PAGE OF工程评审的目标是进入生产前验证所有的制程及解决所有生产问题，它允许工厂调整设置及处理时间平衡。数量要求为50个左右，可以改变以适应不同工程案例。理想的状态是预生产前只进行一次工程构建，但可灵活处理，允许多次工程构建知道所有的制程都被确认。Major让emstobeverified需验证的主要事项Leafspringattachprocess(usingglue/adhesive)弹片连接过程(使用胶水/粘合剂)Magnetattachprocess(usingglue/adhesive)磁铁连接过程(使用胶水/粘合剂)Coilattachtolenscarrier(usingglue/adhesive)线圈连接镜头座(使用胶水/粘合剂)Coilsolderingprocess线圈点焊过程Assemblyjigandprocess治具装配及过程Functionaltestjigandproductiontestequipment功能测试治具及产品测试设备Finalassemblysequenceandmechanicalpartsinterference最终工序及机械部件冲突Solderingandmaterialqualitybymeansofheatsoaktest热浸测试点焊和材料质量Reliabilitybymeansofenvironmentaltest可靠性环境测试InputsforEngineeringReview(ER)工程评审输入Inputs输入 Owner负责人DatasetforER工程运行资料组 ProjectManager项目经理FCTjigspecification功能测试治具规格书R&D研发FCTinstruction功能测试说明 R&D研发EquipmentList设备清单 Manufacturing 生产ManufacturingProcess生产制程 Manufacturing 生产WorkInstruction作业指导书 Manufacturing 生产DeliverablesofEngineeringReview(ER)工程评审交付物DeliverablesOwnerLead-time交付物负责人研制周期ERreport(Issue/RootCause/Action)ProjectManager3days工程运行报告(问题/根源/措施)项目经理3天©2014ZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDConfidential(AnyhardcopyprintoutofthisdocumentisuncontrolledunlessitbearsDCCredcontrolledstamp)TITLE:CORPORATEPROCEDUREFORNEWPRODUCTdoc.no.NP20002INTRODUCTION(NPI) REVISIONA00新产品导入之管制程序 PAGE区9E&UpdatedManufacturingProcessManufacturing1week生产制程的更新生产1周UpdatedWorkInstructionManufacturing1week作业指导书的更新生产1周UpdatedFCTjigspecificationR&D1week功能测试治具规格书的更新研发1周UpdatedFCTinstructionR&D1week功能测试说明的更新研发1周EnvironmentaltestreportReliability2weeks环境测试报告可靠性2周Fieldtrialreport(optional)ProjectManager2weeks现场测试报告（选择性）项目经理2周Pre-production(PP)预生产ObjectiveofPre-production(PP)预生产目标TheobjectiveofPPistoverifyeverythingbeforegoingintoMPthereshouldnotbeanyuncertaintytobecarriedtoMPwithoutproperapprovalprocess.预生产目标是进入量产前验证所有的事情，任何不确定性不应该在没有适当批准的流程情况下进行量产。CriteriaforEnteringPre-production(PP)开始预生产的条件BaseontheobjectivementionedinSection5.4.1,thebaselineofPPincludingmaterialsandprocessmustbeidenticaltowhatwillbeusedinMPBelowisalistofcriteriaforenteringPP,anyexceptionitemmustbesubjectedtoproperevaluationandapprovalprocess.根据项目5.4.1提到的目标，预生产的基准包括材料和制程必须与量产所需要的完全相同，下面是进入预生产的条件清单，任何不符合的项目接受适当的评估和审批流程。Allprocessverified所有的制程已验证Reliability/Environmentaltestdone可靠性/环境测试已完成Rootcauseofallfailuremodeshavebeenfound所有失效模式已找出根源Solutionsorwaiverforeachfailuremodeisavailable每个失效模式的解决办法或特采是可行的Nomajordesignissues无主要设计问题Fieldtrialpass(optional)现场验证通过(可选择)©2014ZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDConfidential(AnyhardcopyprintoutofthisdocumentisuncontrolledunlessitbearsDCCredcontrolledstamp)TITLE:CORPORATEPROCEDUREFORNEWPRODUCTdoc.no.NP20002INTRODUCTION(NPI)新产品导入之管制程序REVISIONPAGEINTRODUCTION(NPI)新产品导入之管制程序REVISIONPAGEA006OF9InputforPP预生产输入AmeetingshouldbeheldtoreviewthereadinessbeforePPstartedwiththefollowinginputstobeinplace.Owner负责人ProjectManager项目经理Owner负责人ProjectManager项目经理ProjectManager项目经理Owner负责人ProjectManager项目经理ProjectManager项目经理Lead-time生产周期3days3天3weeks3天Inputs输入ERreportwithsolution附解决方案的工程运行报告DatasetforPP预生产数据组DeliverablesofPP预生产交付物Deliverables交付物PPreport(Issue/RootCause/Action)预生产报告(问题/根源/措施)Fieldtrialreport(optional)现场验证报告(可选择)ApprovalforMassProduction(MP)批准量产ProjectManagershallconductFDRwiththeteamafterPPtoevaluateanddecideiftheproductisreadyforMP(Ref:NP20001).预生产之后，项目经理需带领团队进行最终设计评审，以评估并决定产品是否能够量产(参考NP20001)。SampleBuild样品构建SampleBuildManagement样品构建管理NPIteamisalsoresponsibleforsamplebuildduringthedevelopmentcycles.ThesamplebuildrequestisnormallyinitiatedbyPM.NPIshallcoordinatewithPurchasingteamformaterialsdriveandkitting.新产品导入团队负责开发周期的样品构建。样品构建申请通常由项目经理发起。新产品导入在材料的推进和配套采购方面同采购部配合。©2014ZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDConfidential(AnyhardcopyprintoutofthisdocumentisuncontrolledunlessitbearsDCCredcontrolledstamp)TITLE:CORPORATEPROCEDUREFORNEWPRODUCTdoc.no.NP20002INTRODUCTION(NPI) REVISIONA00新产品导入之管制程序 PAGEz9E&SampleBuildBaseline产品构建基准AllsamplebuildsmusthaveaclearbaselinewhichdocumentedinR&D.NPImustnotbuildanysamplewithoutaclearbaseline.ThedatasetforsamplebuildsmustbeobtainedfromR&DundertheinstructionofPM.所有样品构建必须有研发文件里记录的明确的基准。若没有明确的基准，新产品导入不能构建任何样品。必须在项目经理的说明下从研发部获得样品构建的数据组。MaterialsDriveforSampleBuilds样品构建的材料推进Phase上Afterprojectkickoff,PMshallprovidealistoflong-leadtimematerials,andpassthelistwithrequiredquantitytoPurchasingforlong-leadmaterialsdrive.阶段1：项目开始后，项目经理需提供长生产周期材料清单并将需求数量交给采购部以便长周期生产材料的推进。PhaseII:WhentheengineeringBOMisavailable,PMshallreleasetheengineeringBOMtoPurchasingforremainingmaterialsdrive.PMisresponsibletoadviseallchangesmadetothisBOMsoastoensurethatthecorrectmaterialsarebeingpurchased.阶段2：当工程物料清单可用的话，项目经理应将工程物料清单发放给采购部以便推进剩下的材料。项目经理负责通知物料清单的变更，确保采购的材料是正确的。PhaseIII:WhentheformalBOMisreleasedtoDCC,PMshallinstructDCCtoreleasetheformalBOMtoPurchasingformaterialskitting.阶段3：当正式的物料清单发放到文控中心，项目经理应通知文控中心将正式的物料清单发放给采购部配套采购。DFMReview可制造型设计评审NPIteamshallperformDFMreviewontheproductlayoutbeforeitisreleasedforsamplebuild;NPIshallalsoperformDFMreviewonthesamplesaftersamplebuild.AllcommentsandobservationsidentifiedduringDFMreviewmustbecapturedandrecordedbytheProjectLeader/Manager.样品构建的新产品导入发布前，应执行产品布置的可制造性评审。新产品导入还应在样品构建完成后执行样品的可制造性评审。项目组长/经理需抓取和记录可制造性评审期间所有的评论及观察。©2014ZHONGSHANSUNMINGOPTICALTECHNOLOGIESLIMITEDConfidential(AnyhardcopyprintoutofthisdocumentisuncontrolledunlessitbearsDCCredcontrolledstamp)

TITLE:CORPORATEPROCEDUREFORNEWPRODUCTdoc.no.NP20002

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