新产品导入品质计划的重要性推荐

NewProductIntroduction…andtheImportanceofAdvancedQualityPlanning1-1新產品導入…先期品質計劃的重要性1-2WorkshopObjectivesRevisittheNewProductIntroductionstageasakeystepinyourQualityStrategyandthetypicalpitfallsduringthisstageRevisittheconceptofConcurrentEngineering(CE)&why/howitleadstoasmoothNewProductIntroduction(NPI)ExplorethecriticalsuccessfactorsofCEteams&activitiesRevisittheconceptofProcessorQualityGatesasamanagementtoolduringtheproductdevelopmentcycleandNPIstagesExplainthestrategicimportanceofestablishingtheNPIeventasanassessmentofmanufacturingreadinessandsystematicproblempreventiontechniquepriortomassproductionDefinethekeyNPIactivities,includingitsprecedinggates,post-mortemanalyses,pre-massproductiongates.2-1訓練班目的重新認識新產品導入階段在品質策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.探討同步工程(CE)團隊及其活動關鍵的成功因素.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.2-2NewProductDevelopment&IntroductionTimingChart*LaunchPilotPrototypeProgramApprovalConceptInitiation/ApprovalPRODUCTIONFEEDBACKASSESSMENT&CORRECTIVEACTIONPLANNINGPRODUCTDESIGN&DEV.PROCESSDESIGN&DEVELOPMENTPRODUCT&PROCESSVALIDATIONManufacturingReadinessConcurrentEngineering*ADAPTEDFROMFORD’SAPQPMANUAL3-1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*ADAPTEDFROMFORD’SAPQPMANUAL3-2Strategies(fromafailurerateperspective…)Strategy#2MinimizeIntroFailureRateIntroR&D,PurchasingProductionRampAQPActivitiesStrategy#1FMEANPIControlgatesTimePresentCompetitionFutureStrategy#3EarlyProcessOptimizationduringMPDOE,SPC,CLCA,&otherCIPsStrategy#4QualityEscalation(externalfailures)Detect,contain&recoveryInherentQuality&DFM/DFT

CustomerPerceivedFailureRateRISKASSESSMENTPREVENTIONOPTIMIZATION&DETECTIONREACTION&RECOVERY4-1策略

(從失敗率來看…)策略#2使導入失敗率最小化導入R&D,採購生產曲線圖AQP活動策略#1FMEANPI控制關卡時間目前競爭將來策略#3於MP階段,進行早期制程優化DOE,SPC,CLCA,&其它CIPs策略#4品質提升

(外部失敗）偵測,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4-2

CUSTOMERSUPPORT-QualityPerformanceFeedback -ProblemResolution-Quality&MethodsMarketing -CustomerManufacturingSupport-SetQualityGoals

PRODUCTIONTECHNOLOGYCENTER-DesignforPCB-Componentguidelines-Designinherentquality-ProcessResearch

SUPPORTSYSTEMS-ChangeManagement -Training-QualityAssessments&Audits -CustomerDataReporting-DocumentControl -ProductRegulations&Safety

MATERIALS-MaterialQualification-SupplierSelection&Qual.-ContinuousImprovementCUSTOMERDesignRulesProductionTechnologiesMaterialRequirementsDesignApprovedMaterialsProductPRODUCTDESIGN-ProductQualification-DesignforReliability,Manufactueability,TestManufacturing-ProductQualification-NPI-ProcessControl-QualityEscalationCustomerFeedback&Complaints123HIGHERLEVELQASYSTEM5-1客戶支援-品質績效反饋 -問題解決-品質&方法推廣 -客戶制造支援-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-制程研究支援体系-改變管理 -培訓-品質評估&稽核 -客戶資料報告-文件管制 -產品規程及安全性材料-材料評核-供應商選擇

&評核-持續改善客戶設計規則生產技朮

材料需要設計已認可的材料產品產品設計-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-制程管制-品質提升客戶反餽和投訴123更高級別的

QA體系–實例5-2MANUFACTURINGBLACKBOXCONTINUOUSIMPROVEMENTQualityEscalationQualityImprovementProgramsRegularCustomerReviewForumsQUALIYSUPPORTSQualityAuditCorrective/preventiveactionDocConsystemCalibrationsystemTrainingSTART-UP&NPINPIChecklistFMEAProductTrainingPostMortemAnalysisProductionReleaseCriteriaCUSTOMERPROCESSCONTROLSSPC••PVSPCS••QANESD••AOISFCS••YieldtriggerINCOMINGAQLMRBVFARVCAROQMAQLVOQAFOQAINPUTOUTPUTFACTORYQUALITYSYSTEM6-1生產黑盒子子持續改善品質提升品質改善計計划定期客戶評評估討論會會品質支援品質稽核校正/預預防措施施文件管制體體系校准體系培訓工廠品質體體系-實實例起點&NPINPI查驗表FMEA產品培訓PostMortem分析投產標准客戶制程管制SPC••PVSPCS••QANESD••AOISFCS••Yieldtrigger來料AQLMRBVFARVCAROQMAQLVOQAFOQA輸入輸出6-2TheNPIProcessR&DActivitiesConcurrentEngineeringActivitiesPilotRunPreparationPilotRunBuildReleaseToMassProductionMilestoneDefinitionsDesignReviewsGateCriteriaEarlyinformationsharingDFMReviewsR&DtreatfactoryasinternalcustomerEmphasizeAdvancedQualityPlanning,processdefectprevention.Defineprocessset-ups,testprograms,andinitialprocessparametersMinimumProcessYieldsandFirstPassYieldsaremet.Processandtestissuesareknownandaddressed.Massproductionprocessparametershavebeendefined.Collectnecessarydata,verifyallprocessset-ups,testprograms,anddeterminemassproductionprocessparameters.7-1NPI制程R&D活動同步工程活活動試產準備試產量產確立里程碑碑般之重大大問題設計評估合格標準早期資訊共共享DFM評估R&D視工廠為內內部客戶強調先期品品質計劃,制程缺陷預預防.確定制程方案,測試程式,及初步制程程參數達到制程良良率及直通通率的最低標準.制程及測試試問題已知知並加以解決.量產制程參參數已確定定下來.收集必要數數據,驗証所有制制程方案,測試程式,及確定定量產制程參參數.7-2PRODUCTPLANNINGCONCEPTDEVELOPMENTENGINEERINGVERIFICATIONTESTING(EVT)PILOTRUN(PR)PRE-PRODUCTION(PP).Marketing.BusinessPlan.SpecificationReview.DesignObjectives.CostObjectives.ManufacturingObjectives.QualityObjectives.DesignProposal.TeamOrganization.Schedule.Design&Simulation.ComponentSelection&SourcingPlan.SampleBuild&Test.DesignReview.ReliabilityTest.EMI/EMCTest.ManufacturabilityReview.Safety/ErgonomicsTest.CompatibilityTest.PilotRunReview.Process/EquipmentReview.ManufacturabilityReview.ReliabilityTest.RegulationsApproval.Component/MaterialApproval.ServiceDocument.ProductionReadinessReview(Product/Material/Process/Quality/Service).Non-ComplianceAnalysis&CorrectiveActions.OngoingReliabilityTest.DesignMaturityTest.ReliabilityTest.EMI/EMCTest.ManufacturabilityReview.RegulationApprovalTest.Component/MaterialApprovalTest.CompatibilityTestDESIGNMATURITYTESTING(DMT)MASSPRODUCTION.ProblemAnalysis.CorrectiveActions.OngoingReliabilityTest.ContinuousImprovementPRODUCTDEVELOPMENTPROCESS-AnExample8-18-1產品計劃劃設想開發發工程驗証証測試(EVT)試產(PR)生產前(PP).行銷.商業計劃劃.規格評估估.設計目標標.成本目標標.生產目標標.品質目標標.設計提案案.團隊組織織.計劃表.設計&仿制.元件選擇擇&供應商開開發計劃劃.打樣&測試試.設計評估估.可靠性測測試.EMI/EMC測試.可制造性性評估.安全性/人人類工程程學測試試.兼容性測測試.試產評估估.制程/設備備評估.可制造性性評估.可靠性測測試.規程認可可.元件/材料認可可.文件.生產準備備狀況評評估(產品/材料料/制制程/品質/服務務).不符合性性分析&校正措施施.持續可靠靠性測試試.設計完善善度測試試.可靠性測測試.EMI/EMC測試.可制造性性評估.規程認可可測試.元件/材料料認可測測試.兼容性測測試設計完善善度測試試(DMT)量產.問題分析析.校正措施施.持續可靠靠性測試試.持續改善善產品開發發過程–實例8-28-2TheProcessasaQualityStrategyPillarThePilotRunstagesignifiestheendoftheproductdesign&developmentstage.Itisthemainverificationstageforassessingmanufacturingprocesses’readiness.Itistheculminationoftheconcurrentengineeringactivitiesfromnewproductconcepttodesignverification.DuringtheNPIrun,itwillalsobedeterminediftheDFXactivitieshadbeenproperlydoneandeffectiveinmeetingthemanufacturingrequirementsandprocessyieldtargets.ItisthetimetopreventprocessproblemsbyimplementingPFMEA,anddeterminingprocessparametersforyieldoptimization.Itisexceedinglybettertoinvestthenecessarytime&resourcesbeforeandduringNPIthenthebest“continuousimprovement”programduringMassProductionstage.9-1作為品質質策略支支柱的NPI制程試產階段段表明產產品設計計及開發發已進入入收尾階階段。它是評估估制程準準備就緒緒的主要要驗証階階段。它是同步步工程從從新產品品設想到到設計驗驗証的最最頂峰。。於NPI過程中,同樣樣可確定定在滿足足制造需需要及達達到制程程良率目目標方面面，DFX活動是否否適當進進行且有有效。它是通過過實施PFMEA來預防制制程問題題以及為為實現產產出最優優化而確確定制程程參數的的最佳時時機。在新產品品導入之之前和期期間，投投入必要要的時間間和資源源比在量量產階段段實行最最佳之持持續改善善方案要要更有效效得多。。9-2PresentationonNPIprocedure10-1NPI程序介紹紹10-2TypicalproblemsduringNPILittleornoconcurrentengineeringactivitiesleadingtomanufacturingrequirementsnotmetatthetimeofNPIresultinginlowyieldsandhighcostsNPIprocedureisnotwelldefinedortoosimplisticleadingto:inadequaterecords/informationandpoormanagementdecisionmakingProperprocessorqualitygatesnotproperlyenforcedattheupperstreamandbeforeNPIstartsNoformalmeeting&checklisttodetermineproductionreadiness&sign-offbeforeNPIstartsInadequateformaldatacollectionatkeyprocessandformalreviewmeeting/recordsofprocessissuesInadequateorlackofformalcriteriatoreleasetomassproduction11-1於NPI階段的典典型問題題於NPI階段,當當導致致低良品品率及高高成本時時,沒沒有或很很少有同同步工程程活動而而導致不不能滿足足制造需需要。沒有明確確規定NPI程序或太太簡單而而導致:不充分的的記錄/資訊及蹩蹩腳的管管理決策策。於上一階階段及NPI開始前,沒有有適當加加強制程程及品質質控制關關卡。於NPI開始前,沒有有正式會會議及查查驗表來來確定生生產準備備情況/簽核。。於關鍵制制程段的的正式資資料收集集以及就就制程問問題的正正式評估估會議/記記錄不充充分。不充分的的/缺缺乏量量產投產產之正式式標準。。11-2WhatarethepossiblefailurecostsduringtheCE,PilotRunandMassProductionstages?R&Dandfactoryperceiveeachotherasadversaries.Designdatabeingprovidedatthelastminuteresultingin“rush”preparationsforthefactory.Thatis.,newproductdesignbeing““thrownoverthewall””syndrome.DFMandDFTreviewsaredonebeforeorclosetoproductionpilotrunstagewhichisoftentoolateandprocessyieldscannotbeoptimizedbecausepcblayoutshavebeenfinalized.Atthefactory,manufacturingisonlyinvolvedinthenewproductdesignatlatestagesandomittedmanynecessarybuttimeconsumingactivitiessuchasproductchecklists,FMEA,testplansandprocesscapabilitystudies.Becauseofthe““lackoftime”,andinsufficientemphasisduringtheNPIstage,manyproductandprocessproblemsspillovertomassproductionramp,resultinginthefailurecostsincreasingtremendously.Finally,theoldsyndromeof“problemsolving””and““continuousimprovement”prevails.12-1在CE,試試產及量量產階段段,可可能的失失敗成本本是什麼麼?研發R&D及工廠各各視對方方為“對對手”。。于最後時時刻才將將設計資資料提供供給工廠廠而導致致“倉促促”準備備。即,新產產品設計計患有““隔隔牆拋物物”綜綜合証。。於試產前前或近於於試產階階段,才才進行行DFM及DFT評估。這這經常已已是太晚晚了,因因為PCB布線已定定,制制程良率率不能再再優化。。在工廠，，制造僅僅在最後後階段才才參與新新產品設設計，而而遺漏了了許多必必要的且且耗時的的活動，，如產品品查驗表表,FMEA,測試計劃劃及制程程能力研研究。由於“沒有時間間”,以及及對NPI階段沒有有引起足足夠的重重視，致致使許多多產品和和制程問問題暴露露於量產產期間，，而導致致失敗成成本大幅幅增加。。最後，““解決問問題”及及“持續續改善””之頑癥癥繼續““盛行””。12-2TypicalCausesofFailureCostsintheFactory-TheR&DSystemandProcess13-1在工廠,失失敗成本的典典型原因-R&D體系及制程13-2EvolutionofConcurrentEngineeringR&DActivitiesConcurrentEngineeringActivitiesPilotRunPreparationPilotRunBuildReleaseToMassProductionMilestoneDefinitionsDesignReviewsGateCriteriaEarlyinformationsharingDFMReviewsR&DtreatfactoryasinternalcustomerEmphasizeAdvancedQualityPlanning,processdefectprevention.Defineprocessset-ups,testprograms,andinitialprocessparametersMinimumProcessYieldsandFirstPassYieldsaremet.Processandtestissuesareknownandaddressed.Massproductionprocessparametershavebeendefined.Collectnecessarydata,verifyallprocessset-ups,testprograms,anddeterminemassproductionprocessparameters.14-1同步工程之演演變R&D活動同步工程活動動試產準備試產量產確立里程碑般般之重大問題題設計評估合格標準早期資訊共享享DFM評估R&D視工廠為內部部客戶強調先期品質質計劃,制程缺陷預防防.確定制程方案案,測試程式,及初步制程參參數達到制程良率率及直通率的的最低標準.制程及測試問問題已知並加加以解決.量產制程參數數已確定下來來.收集必要數據據,驗証所有制程程方案,測試程式,及及確定量產產制程參數.14-2TheR&DSystem/ProcessManagersandexperienceddesignersformtheknowledgepoolforhowproductsaredesigned.Managers&teamleadersleadtheirgroupsthroughthedevelopmentprocessbasedontheirpastexperience,bothsuccessesandfailures.E.g.,whenascheduleforanewprojectisrequired,themanagercreatesitbymodifyinganoldprojectschedulefromtheirpersonalfile.Thescheduleshowwhatwouldbecompletedandwhen.Andformanyengineers,thisschedulewasthedevelopmentprocess.(InthecaseoffactoryNPI,thechecklist/schedulebecametheNPIprocess)Lessexperiencedengineersareforcedtorelyonafewleadengineersormanagerstoguidethemthroughthemyriadotherdevelopmentstepsnotincludedintheschedule.15-1R&D體系/制制程經理及富經驗驗之設計者構構成如何設計計產品之“知知識群體”。。經理&團隊領導者基基於過去成功功及失敗的經經驗，帶領小小組通過開發發階段。如：：當需要一新新項目之計劃劃表時，經理理通過修改個個人檔案中的的一個舊項目目計劃表來完完成。計劃表顯示要要完成什麼及及何時完成.對許多工工程師而言,計劃表即即開發制程表表.（於工工廠NPI情況下,查查驗表/計劃劃表即為NPI制程表）。經驗不足的工工程師被迫依依賴於一些主主導工程師或或經理來引導導他們通過大大量的未包括括於計劃表中中的其它開發發步驟。15-2TheR&DSystem/ProcessThedevelopment““process””knowledgeresidedwithafewkeymanagers,anditeasilyerodedfromtheorganizationasthesepeopletransferredtodootherjobs,orleftthecompany.Newmanagerstooktheirplacesandstartedthelearningcyclealloveragain.Thecompletedependenceonpeopletodothejobrighthaseasy-to-recognizesymptoms:whenthingsgowrong,people,usuallyindividualsareblamed;successesandlessonsareseldomcapturedandsharedbetweenbusinessunitsordepartments:mistakesrepeat,andsuccessdon’t.nomeasuresareavailabletoallprojectmanagerstoassesstheperformanceoftheirprojectsagainstotherprojects;nobodyknowsifhehasdonebetterorworsethanhiscompetitors.16-1R&D體系/制程開發“制程””知識掌握在在一些關鍵經經理手中，當當這些人改行行做其它工作作或離開公司司，研發組織織易於受損。。新經理繼任任，重新開始始學所有流程程。完全依賴於““人”來做好好這項工作，，有著易於識識別之特征：：當出問題時，，“人”，通通常是個人受受到責備。很少記錄成功功與教訓並於於各運作部門門間共享，而而導致：重復復錯誤,難難於成功。.對所有項目經經理，沒有量量度尺度，以以參照其它項項目來評價其其項目績效。。沒人知道其其比競爭對手手做得更好還還是更差。16-2So,what’stheSolution?-AdvancedQualityPlanning(AQP)Team,or,alsoknownasConcurrentEngineering(CE)Team17-1那麼,解決決辦法是什麼麼?-先期品質質計劃(AQP)團隊,或或,同步工程(CE)團隊17-2ShiftfromSerialtoParallelProcesseswithConcurrentEngineeringTraditionalserialprocessConcurrentengineeringprocessDevelopmentprocessMFGreadinessprocessDevelopmentprocessMFGprocessdevelopmentShipdate18-1從串行制程轉轉向以同步工工程為特征的的並行制程傳統的串行制制程同步工程制程程開發制程MFG準備階段開發制程MFG制程開發出貨期18-2Whytheshiftfromserialtoparallelprocess?Shorterdesign/developmentintervalsduetolessdesignrework/changestomeetMFGrequirements(I.e.,higherchancesofdesigningproductsrightthefirsttime)ShortermanufacturingreadinessintervalsbecauseofdesigndatasharingatearlierstagesofR&DcycleShortertime-to-shipintervalsasaresultofprecedingshorterintervalsManufacturabilityreviewshadtobeperformedatearliestopportunityinorderforDFM/DFAactivitiestobeeffectiveOpencommunicationsbetweendesignandmanufacturingorganizationsresultinrealqualityimprovementsthathelpdownstreamprocesses19-1為何要從“串串”轉向“並並”行制程?由於更少的設設計重工/修改而縮縮短了設計/開發時時間，來滿足足MFG需要。(即：於第一次次就設計好產產品的更高可可能性)由於在R&D早期階段設計計資料共享，，而縮短了制制造準備時間間。由於前期時間間變短，而縮縮短了交貨時時間。於最早時機，，必須進行可可制造性評估估以使DFM/DFA活動有效。設計及制造部部門間的公開開交流，將會會幫助下序制制程實現真正正的品質改善善。19-2EvolutiontowardsConcurrentEngineeringMFGR&DMFGR&DMFGR&DR&DMFGR&D&MFGIsolationEvaluation&ReviewEducation&DFMGuidelinesPartTimeParticipationIntegratedDevelopmentTeamswithDesignandMFG20-1向同步工程演演變MFGR&DMFGR&DMFGR&DR&DMFGR&D&MFG相獨立評價&評評估訓練&DFM指導方針部分時間參與與設計與MFG整合之開發團團隊20-2IsolationstageLittleornointeractionduringnewproductdevelopmentDesignownedsolelybythedevelopers;separatedesignandmanufacturingdocumentationIndividualcontributionhighlyvaluedandrewardedOver-the-walldesigntransferandserialdesignandmanufacturingactivitiesconsiderednormalmodeofoperation21-1獨立階段於新產品開發發階段，相互互之間很少或或沒有互動。。設計由開發人人員獨佔；設設計文件與制制造文件分開開。過高看重個人人貢獻並給與與獎勵。“隔牆”設計計轉移，串行行設計及制造造活動被視為為正常的運作作模式。21-2Evaluation&ReviewStageAfter-the-factreviews;meetingwithmanufacturingwereconductedafterthedesignworkwascompleteDesignswerefrequentlyreworkedtoaccommodatemanufacturingissues,resultinginlongerdevelopmentintervalsRelationshipbetweenmanufacturinganddesignchangedfromlittleinteractiontoanantagonistic,emotionallychargedandtenserelationship22-1評價&評估階段事後評估;設計工作完成成之後，與制制造部門進行行溝通。設計需頻繁修修改以兼顧制制造問題，而而導致開發時時間延長。制造及設計間間的關系由很很少互動轉為為一種對抗的的，互相指責責的且緊張的的關系。22-2Education&DFMGuidelineStageManufacturingprovidedDFMinformationviadocuments,I.e.,DFMguidelines;reviewsandreworkwerereducedDesignersbecamemoreknowledgeableandsensitivetomanufacturingandotherdownstreamprocessesaffectedbythedesign;productdesignsbegantoreflectmanufacturingissuesupfrontinthedesignprocess,andsomefull-streamoptimizationoccurredManufacturingengineersremainedisolatedfromdesignprocess,withtheexceptionofmanufacturabilityreviewsDesignersbegantorealizethatitisdifficulttokeepupwithandhandleallthemanufacturinginformation;awarenessincreasedthatdesignerscannotdoDFXbythemselves23-1訓練&DFM指導方針階段段通過文件，即即：DFM指導方針，向向制造部門門提供DFM資訊;評估及重工減減少。設計人員變得得更博學，對對制造問題及及其它受設計計影響的下序序制程更敏感感；產品設計計開始提前於於設計階段就就反映制造問問題，整個流流程實現某種種程度的優化化。除了進行制造造可行性評估估外,制造造工程師依然然被隔離於設設計制程之外外。設計人員開始始意識到難於於做到與所有有制造資訊保保持同步及適適時處理，更更強烈地意識識到並非設計計人員能夠獨獨自進行DFX。23-2PartTimeParticipationStageManufacturingbecameinvolvedearlyinthedesignprocessasanactiveparticipant(stillpart-time);reviewsandreworkeliminatedFrequentinteractionsoccurredbetweendesignandmanufacturing;communicationpathswereopenedConcurrentdesignofproductandtheassociateddownstreamprocessestookplaceonalimitedbasis,withsomeshareddecisionmakingbetweendesignandmanufacturing;manufacturingreadinessintervals(finaldesigntoproductionship)begantodecreaseSuccessfactorsforconcurrentengineeringbegantosurface,includingsharedobjectives,communicationtools,shareddesigntools,commonvaluesandrewardsystems,andcommonprocessesDesignerscontinuedto“own”theproductdesign24-1部分時間參與與階段制造作為一個個積極參與者者（仍然是部部分時間)逐逐漸介入於於設計制程早早期階段；評評估及重工被被消除。設計及制造部部門開始頻繁繁互動；溝通通渠道敞開。。產品及相聯系系的下序制程程的同步設計計只發生在有有限的基礎上上，於設計及及制造間一些些決策文件共共享；制造準準備時間（最最終設計至生生產出貨）開開始縮短。同步工程的的成功因素素開始顯現現，包括目目標共享，，溝通工具具，設計工工具共享，，共享價值值及報酬體體系，共有有制程。設計人員繼繼續“擁有有”產品設設計。24-2IntegratedDevelopmentTeamsStageThisisthefinalstagewhereDesignandManufacturingworkcloselytogethertoachievethecompany’sgoals.25-1經整合之開開發團隊階階段這是最後階階段,于于此階段,設計及及制造部門門密切合作作，共同達達成公司目目標。25-2PresentationonConcurrentEngineeringActivities26-1同步工程活活動介紹26-2TheConcurrentEngineeringStageR&DActivitiesConcurrentEngineeringActivitiesPilotRunPreparationPilotRunBuildReleaseToMassProductionMilestoneDefinitionsDesignReviewsGateCriteriaEarlyinformationsharingDFMReviewsR&DtreatfactoryasinternalcustomerEmphasizeAdvancedQualityPlanning,processdefectprevention.Defineprocessset-ups,testprograms,andinitialprocessparametersMinimumProcessYieldsandFirstPassYieldsaremet.Processandtestissuesareknownandaddressed.Massproductionprocessparametershavebeendefined.Collectnecessarydata,verifyallprocessset-ups,testprograms,anddeterminemassproductionprocessparameters.27-1同步工程階階段R&D活動同步工程活活動試產準備試產量產確立里程碑碑般之重大大問題設計評估合格標準早期資訊共共享DFM評估R&D視工廠為內內部客戶強調先期品品質計劃,制程缺陷預預防.確定制程方方案,測試程式,及初步制程程參數達到制程良良率及直通通率的最低標準.制程及測試試問題已知知並加以解決.量產制程參參數已確定定下來.收集必要數數據,驗証所有制制程方案,測試程式,及確定定量產制程參參數.27-2PurposeofaCEProcessACEprocessmustachieve2objectivesDesign,develop,andverifyaproductthatoptimizesallelementsoftheproductlifecyclefromconceptthroughdisposal,includingquality,cost,schedule,anduserrequirementsConcurrentlydesign,develop,andverifythemanufacturingprocessesthatwillsupporttheproductionoftheproduct28-1CE制程的目的的一個CE制程必須達達到2個目目的設計,開發,驗驗証一個產產品，優化化從設想直直到交付的的產品生命命周期的所所有要素，，包括品質質,成本本,計劃劃表,及及用戶需要要。同步設計,開發,及驗証証支援產品品生產的制制造制程。。28-2ImportantCEActivitiesSharingofdesigndataatearlystagesDFMreviewsatprototypestagesPlanninganddevelopmentofmanufacturingprocessesincludingdocumentation,processfixture,testprogramsandexternalsuppliercommunicationsOpenandfreeflowcommunicationamongtheCEorAPQPteammembers29-1重要的CE活動於早期階段段，設計資資料共享。。在原型階段段，進行DFM評估。制造制程的的計劃及開開發包括文文件，制程程治具，測測試程式及及外部供應應商溝通。。於CE或APQP團隊成員間間的公開且且自由交流流。29-2SharingofDesign/ProjectData-ExampleChipset,newcomponentdatasheetProductspecificationsProjectscheduleSchematicFileofFabmaster,BOM,PCB,Gerber,InsertionVendorsupportedtestprogramortoolWorkingboards(samples)fortestplanintegration,SMTandDIPICT,manufacturingGoldenSample,etcBIOSROMSource,releaseddiskette,CDROM,sourceHDD,markinglabelinformation,etcAssemblydrawing30-1設計/方方案資料料共享-實例芯片組,新元件資料料產品規格方案計劃表表計劃綱要Fabmaster,BOM,PCB,Gerber,插件檔案供應商支持持的測試程程式及工具具測試計劃整整合,SMT及DIPICT,制造的最佳佳樣品等的的(樣品)工作布告告牌.源BIOSROM,使用的的磁盤,CDROM,源HDD,標志標標簽信息等等。組裝圖30-2DFMChecklistsThesearechecklistscontainingdesignandproductguidelinesusedbyManufacturingandR&Dtoconfirmthatproducthasbeendesignedtomeetmanufacturingrequirements.TheDFMreviewactivitiesshouldstartasearlyaspossibletopreemptissuessuchasEMIconfirmationtests,layoutconstraints,decisiontousecertaincomponentdimensions,etc.TheareastobeconsideredbyDFXteamare:ComponentSelectionTestabilityComponentplacement,orientationAllnon-electricalboardfeaturesStay-outs,clearanceareasDatatransferdownstream31-1DFM查驗表應有由制造造及R&D使用的包括括設計及產產品指導方方針的查驗驗表以確認認產品設計計滿足制造造需要。DFM評估活動應應盡早開始始以使問題題盡早出現現，如：EMI確認測試,布線限限制因素，，使用某種種尺寸元件件的決定等等。DFX應考量的一一些因素為為:元件選擇可測性元件貼裝及及方位所有非電氣氣板的特性性Stay-outs(元件間的相相互幹涉區區),clearanceareas(元件間的未未布線區)資料轉向下下道工序31-2DFMResponsibilitiesDesignEngineers&PCBLayoutEngineersResponsibleforconsideringandimplementingthenecessaryDFXguidelinesTestEngineersFinalresponsibilitytoensureadherencetoDFTguidelinesManufacturingEngineersFinalresponsibilityforensuringDFMguidelinesDriveriskandcostanalysisofdesignoptionsProcessEngineersandTechniciansQuantifytheimpactofviolations(I.e.,CostofPoorQuality)Note:1)AlloftheseusersprovideinputsfornewDFMrules;2)AdditionaltrainingmayberequiredfortheaboveengineersinorderforDFMimplementationtobeeffective.(3)DFMguidelinesshouldincludeexplanationsonwhythingsaredoneincertainways.32-1DFM責任設計工程師師&PCB布線工程師師職責是考慮慮及實施必必要的DFX指導方針測試工程師師最終職責是是確保堅持持DFT指導方針制造工程師師最終職責是是確保堅持持DFM指導方針設計選項的的實施風險險及成本分分析制程工程師師及技術員員量化違反規規程的影響響(即:不良良品質成本本)注:1)所有有使用者為為DFM新規程提供供信息來源源;2)應對上述工工程師進行行相應培訓訓，以便DFM能有效實施施.(3)DFM指導方針應應有對為何何以特定方方式做事的的解釋.32-2Prototype,DVT,EVTManufacturing&EngineeringreviewproblemsReport&ModificationProposalLAYOUTCOMPONENTDFMIssueReportR&DconfirmissueDimensionChangeVendorAgrees&ConfirmsModificationDateR&DupdatesDFMreportMfgfeedbackissuetoR&DCloseDFMissueReportR&Dreviselayout&updateDFMissuereportMfgfeedbackissuetoR&DCloseDFMissueReportSMT&DIPwillreviewfor4hourseachOKOKNGNGR&DDisagreesVendorDisagreesR&DDisagreesR&DAgreesR&DAgreesExampleofaDFMReviewFlowchart33-1原型,DVT,EVT制造&工程評估問問題報告&修改提議布線元件DFM問題報告R&D問題確認尺寸改變供應商同意意&確認修改日日期R&D更新DFM報告Mfg向R&D反饋問題DFM問題報告結結案R&D修改布線&更新DFM問題報告Mfg向R&D反饋問題DFM問題報告結結案SMT&DIP各評估4小時OKOKNGNGR&D不同意供應商不同意R&D不同意R&D同意R&D同意DFM評估流程圖圖實例33-2ExampleofaDFMReviewChecklist34-1DFM評估查驗表表–實實例34-2PEChecklist-Example135-1PE查驗表––例135-2PEChecklist-Example236-1PE查驗表––例2PE移交查驗表表36-2PEChecklist-Example337-1PE查驗表––例337-2PEChecklist-Example438-1PE查驗表––例438-2PEChecklist-Example539-1PE查驗表––例539-2CriticalSuccessFactorsOfCETeams40-1同步工程程團隊成成功的關關鍵因素素40-2ATypicalAPQPorCETeamCoreTeamElectricalDesignerMechanicalDesignerManufacturingEngineerTestEngineerIndustrialEngineerQAMaterialEngineerExtendedTeamPackagingEngineerFacilitiesEngineerToolingEngineerSupplierEngineerPurchasingCustomerqualityCustomer41-1典型的APQP或CE團隊團隊的核核心電子設計計師機械設計計師制造工程程師測試工程程師工業工程程師品保材料工程程師團隊的外外延包裝工程程師設備工程程師治夾具工工程師供應工程程師採購客戶品質質客戶41-2ATypicalCETeam(continued…)42-1典型的同同步工程程團隊(續…)42-2PRODUCTDEVELOPMENTTEAMPRODUCTDESIGN.ELECTRICAL/SOFTWARE.MECHANICAL/IDQUALITYENG’’GPRODUCTIONENG’’GPROJECTMANAGERSENIORMANAGERSAFETYENGINEERENG’’GSUPPORTPRODUCTIONMATERIAL(Procurement)SALESMATERIALENGINEERPROJECTCOORDINATORCETeam-AnExample43-185產品開發發團隊產品設計計.電子/軟件.機械/位址址ID品質工程程生產工程程項目經理理資深經理理安全工程程師工程支援援生產材料採購購銷售材料工程程師項目協調調員CE團隊––實例例43-286PerformanceMetricsforCETeams&NPIActivities-AnExampleOn-timestartforpilotrunOn-time1stshipmenttocustomerMeettheReleaseToProductioncriteriafornewmodelsAchieve(lessthan)thetargetnumberofECNduetodesignerrors(e.g.,for1st3monthsafterNPI).Meet(lessthan)thetargetnumberofMRBduetosuppliererrors.44-1CE團隊&NPI活動的績績效量度度–實實例試產按時時開始第一批貨貨按時交交給客戶戶達到新機機種投產產標準達成(少於)由由於設計計錯誤而而需ECN的目標次次數(e.g.:NPI後前三個個月).達成(少於)由由於供應應商差錯錯(供料料不及時時与品質質問題)而需MRB的目標次次數44-2ProblemswhichaffectthefactoryProblemsoutProblemsInOperatingmargins/profitsTheDynamicsofQualityReducethefrequencyofnewproblemscomingintothefactoryIncreasethefrequencyofgettingproblemsoutofthefactoryNewdesignsSupplierpartsRequireddocumentation&trainingAQP;NPIFMEAEarlyprocessoptimizationEffectiveCLCATheFactoryasanInternalCustomer45-1影響工廠廠之問題題問題解決決問題出現現營運利潤潤品質之能能動作用用減少工廠廠新問題題發生之之頻率增加問題題解決之之頻率新設計供應商元元件所需文件件&培培訓AQP;NPIFMEA早期制程程優化有效之CLCA視工廠為為內部客客戶45-2MappingR&DOutputstoCustomers-AnExample46-1例示R&D對客戶的的資料46-2ListofCustomersforanR&DOrganization-AnExample47-1R&D組織的客客戶清單單-實實例47-2SampleR&DCustomerSurveyforManufacturing48-1R/D針對制造造工程而而進行的的客戶調調查范例例48-2Exercise-DraftasimplifiedproductdevelopmentflowchartforamajorOEMcustomerincludingDVT,EVTandPilotRunstages.BrainstormthekeyCEactivitiesateachmajormilestoneBrainstormtheimportantinformationsharing&thecorrespondinginternalsupplier-customerrela