AQ状态报告程序

CourseIntroductionAPQPStatusReportingProcessAPQP状态报告程序ParticipantIntroductionsWriteyournameanddivisiononanametentcardwiththemarkersprovided.在纸上写下你的姓名部门.Preparetointroduceyourselftotheclassbysharing:向课堂上的所有人介绍:Yourname你的名字Yourtitle你的职称WhyyouareinterestedintheAPQPcourse你为什对APQP课程感兴趣Yourinterest你的日常兴趣爱好CourseGoalsUponcompletionthiscourse,Participantswillbeableto:完成本课程培训，参加人员可:DescribetherelationshipbetweenFPDSandAPQP.理解FPDS和APQP的关系.Describetheimportanceofcross-functionalteamcommunication.跨功能小组合作沟通的重要性.3.ExplaintheAPQPelementsrequiredinproduct/processdesign.解释在产品/过程设计中APQP各要素的要求.4.ExplaintheAPQPelementsrequiredinpreparationformanufacturing.解释在准备生产过程中APQP各要素的要求.5.ExplaintheAPQPStatusReportingProcess.理解APQP状态报告过程.FPDSMonthsbeforeJob1forS1toS6programsS1-S6项目在Job1之前的时间节点FPDSOnlineResourcesModuleIntroduction

组成部分介绍Introductiontothe

APQPProcessAPQP过程介绍1-1FordInitiativesDefinitionAPQP(AdvancedProductQualityPlanning)isastructuredmethodfordefiningandexecutingtheactionsnecessarytoensurethataproductsatisfiesthecustomer.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GoalThegoaloftheAPQPprocessistofacilitatecommunicationbetweenallpersonsandactivitiesinvolvedinaprogramandensurethatallrequiredstepsarecompletedontime,withahighquality-of-event,atacceptablecostandqualitylevels.APQP的目的是使所有参加该项目的人员和行为便于沟通，确保所有开发阶段按时，以可接受的成本和质量水准完成.APQPPurposeThepurposeiftheAPQPprocessistoestablish:APQP的目的是建立:Commonexpectationsforinternalandexternalsuppliers对内外部供应商共同的要求Commonprocessmetrics通用的过程表格Acommonprogramstatusreportingformat共同的状态报告格式RolesandresponsibilitiesfortheAPQPelementsAPQP各要素的职责和角色AbetterunderstandingofhowtheAPQPelementsrelatetoFPDS更好理解APQP各要素和FPDS的联系APQPBenefitsAPQPaidstheprogramteamby:APQP帮助项目小小组:Addingdiscipline增加纪律Facilitatingearlyidentificationofrequiredchanges早期确定可可能的更改改Avoidinglatechanges避免晚期更更改Providingaqualityproductontime,atacceptablecost,tosatisfycustomers用可接受的的价格，准准时提供优优质的产品品，满足客客户Facilitatingcontinuousimprovement使持续改进进更方便APQPBenefits(Cont’d)Elements要素Teamwork小组工作Communication沟通Timing/Planning时间/计划划IdentifyActivities定义行动Roles角色ProgramManagement项目管理QualityandReliability质量和可靠靠性TeamLeaders小组领导Engineers工程师Suppliers供应商ProgramTeam项目小组APQP23个要素1选点决定2顾客输入要要求3精致工艺技技术4设计失效模模式后果分分析5设计评审6设计验证计计划7分承包方APQP状态8设施、工具具和量具9样件制造计计划10样件制造11图纸和规范范12小组可行性性承诺13制造过程流流程图14过程失效模模式后果分分析15测量系统评评价16试生产控制制计划17操作工过程程指导书18包装规范19产品试生产产20生产控制计计划21初始过程能能力研究22生产确认试试验23生产件批准准(PSW)福特四项特特殊要素1.SourcingDecision选点决定；；2.CustomerInputRequirements顾客输入要要求;3.Craftsmanship精致工艺；；4.SubcontractorAPQPStatus分承包方APQP状态;检查清单中中的重要要要素DesignFMEA设计FMEADesignVerificationPlan&Report设计验证计计划和报告告PrototypeBuildControlPlan样件制造控控制计划ManufacturingProcessFlowchart制造过程流流程图ProcessFMEA过程程FMEAPre-LaunchControlPlan试生生产产控控制制计计划划OperatorProcessInstructions作业业指指导导书书ProductionControlPlan生产产控控制制计计划划16FeedbackAssessment&CorrectiveAction反馈、评估和纠正措施Product&ProcessValidation产品与过程确认ProcessDesign&Development过程设计和开发ProductDesign&Development产品设计和开发PrototypeBuild样件制造Plan&Define计划与定义1-2APQP指南南目目的的IncludesbestpracticeAPQPevaluationprocess,processmetrics,andstatusreportingLinkstheAPQPprocesstoProductDevelopmentandmanufacturingprocesses把APQP过程与产品开开发和制造过过程相联系。。DefinesrolesandresponsibilitiesfortheAPQPprocess定义APQP过程的角色和和职责DevelopsacommonAPQPprocessforbothinternalandexternalmanufacturingandassemblysuppliers为内部制造和和外部供应商商提供一个通通用的开发过过程AccessingtheAPQPGuidelines访问APQP指南BoththeGuidelineandtheformsareavailable.指南和表格均均可由此获得得。1-4ModuleIntroductionFPDSTimingRelationshipandResponsibilitiesFPDS时间进度关系和职责ScaleabilityVehicleScaleabilityManufacturingScaleabilityPowertrainScaleabilityS1-Modificationstotrim,e.g.,newseatsewstylemodificationsonlyforseatsorinsertmaterialchangesforinteriorappliqués.M1-Carry-overengine/transmissionwithminorcalibrationrevisionsto,i.e.,nomachiningchanges,veryminorassemblyrevisions,andnoplantfacilities/infrastructurerevisions.P1-Nobaseengine/transmission/catalystchanges,e.g.,wirerouting,dipsticks.S2-Minorfreshening,e.g.,newseatpads,lampdecorationwithcarryovertooling,optics.M2-Carry-overengine/transmissionwithmoderatecalibrationrevisions,i.e.,nomachiningchanges,minorassemblyrevisions,andnoplantfacilities/infrastructurerevisions.P2-Veryminorpackage-drivenchanges,e.g.,engineactions(suchascorrosionupgradesandoilcoolers).S3-Moderatefreshening,e.g.,carry-overinnerpanels,newouters.M3-Minorengine/transmissionupgrade,i.e.,minormachining/assemblychanges(retoolexistingequipmentinplace),minorCNCprogrammingchanges,andveryminorplantfacilities/infrastructurerevisions.P3-Minorpackage-drivenchanges,e.g.,revisedexhaustmanifolds,non-structuraloilpan.S4-Carry-overplatforms,i.e.,allnewtothecustomer.M4-Moderateengine/transmissionupgrade,i.e.,retoolexistingmachining/assemblylines(minimalnumberofneworreworkedmachines),CNCprogrammingchanges,andminorplantfacilities/infrastructurerevisions.P4-NewuseofP/Tfornon-structuralengineactions,e.g.,newexhaustmanifolds,newcatalysts.S5-Modifiedplatforms,i.e.,carry-overplatformswithstructuralchanges.M5-Majorengine/transmissionupgrade,i.e.,significantportionofmachining(assemblylinesarenew,reworked,orretooled),andmajorplantfacilities/infrastructurerevisions.P5-P/Tdesignactionsarewithincorrelationofanalyticaltools,e.g.,majorengine/transmissionupgrade.S6-Newplatforms,i.e.,allnewplatformandstructure.M6-Allnewengine/transmission,i.e.,nearlyallmachining(assemblylinesarenew,reworked,orretooled),andmajorplantfacilities/infrastructurerevisions.P6-Analyticaltoolsarenotsufficientlydeveloped,e.g.,newengine/combustion.APQPGenericProgramGanttChartRelationshipTableVONMP

LaunchEngineerMatrixforQualityPlanning质量策划矩阵阵1-6ModuleIntroductionAPQPRiskAssessmentandKick-offAPQP风险评审和起动APQPSystemicFlow

APQP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/SDS/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Step1.InitiatetheAPQPprocess第一步.开始APQP过程Step2.Educatetheattendees第二步.培训参加人员员Step3.Finalizerolesand responsibilities第三步.定义角色和职职责Step4.Discussandfinalizeworkplans第四步.讨论和决定工工作计划风险评估的目目的ThepurposeistohelpdeterminetheextenttowhichtheAPQPstatusreportingprocessneedstobeperformedbythesupplier:目的是为了决决定各个供应应商在APQP状态报告的范范围：Atthebeginningofanewmodelprogram在每一个新项项目开始的时时候AnytimeaPSWiscompletedPSW完成的时间风险评估检查查清单Isusedasathoughtstartertoassistinassessingpotentialriskinasupplier用作开始支持持对潜在的风风险供应商的的评估方法Requiressubjectiveexperiencetobeusedmosteffectively利用个人经验验使评审效果果最佳Parts/SystemsPriority零件/系统优优先级HighImpactparts/systemsarethosethatrequirespecialattention.高影响度零件件/系统需要要特别关注。。Prioritizedparts/systemsmaximizetheuseofSupplerTechnicalAssistance(STA)andteamresources.优先的零件/系统使供方方技术支持（（STA）和小组资源的的使用最大化化。MediumandLowImpactparts/systemsaremonitored,butdonotgetthehighlevelofattention.中等和低影响响度零件/系系统被监视，，但不会引起起高度关注。。PrioritySelectionCriteria优先选择准则则ProgramTeamcategorizesparts/systemsusingfourmajorareasofrisk:项目小组依据据风险的四个个要素把零件件/系统分类类：#1QualityHistory#1质量历史#2SupplierProfile#2供方大纲#3EngineeringProfile#3工程大纲#4Performancev/starget#4与目标相对的的绩效PrioritySelectionCriteria优先选选择准准则#1QualityHistory#1质量历历史HighwarrantyorThingsGoneWrong.高的保保修记记录或或运行行状况况不良良FrequentQualityRejectsand/orcampaigns.频繁的的质量量拒收收和/或冲冲突。。Similarcomponent/systemwasthecauseofarecallaction.相似的的部件件/系系统导导致一一次召召回行行动。。PrioritySelectionCriteria优先选选择准准则#2SupplierProfile#2供方大大纲Newsupplier.新供方方。Newmanufacturinglocation.新制造场场所。Productormanufacturingtechnologyisnew.产品或制制造技术术是全新新的。SupplierdoesnotmeetFordQuality供方不满满足福特特的质量量要求Standards(Q1)orisunderQ1probation（Q1）标准或低低于Q1证明。PrioritySelectionCriteria优先选择择准则#3EngineeringProfile#3工程大纲纲Designisnew.新设计。。Manufacturingtechniquesarenew.制造技术术是新的的。Similarproductsaresubjecttonumerousdesignchangesthatthreatenprogramtiming.相似的产产品是导导致大量量设计变变更而威威胁项目目事件进进度原因因。Highproductorprocesscomplexity.高的产品品或过程程复杂性性。Productisstrategicallyimportantduetohighvisibilityorfunctionalperformance.由于高的的可见度度或功能能性，产产品处于于战略重重要地位位。PrioritySelectionCriteria优先选择择准则#4Performancevs.Targets#4与目标相相对的绩绩效Designgoalswillbedifficulttoachieve.设计目标标将难以以完成。。Reliabilitygoalswillbedifficulttoachieve.可靠性目目标将难难以完成成。Qualitygoalswillbedifficulttoachieve.质量目标标将难以以完成。。Programtimingiscompressed.项目时间间进度被被压缩。。Costtargetsareaggressive.成本目标标过高。。ExampleRiskAssessmentChecklistExampleRiskAssessmentChecklistAnswersModuleIntroductionAPQPReportingFormsAPQP报告格式式计划和定定义成立小组组预算批准准初始材料料清单产品保证证计划项目追踪踪表资源决定定问题日志志管理者支支持顾客输入入要求项目进度度设计目标标可靠和质质量目标标可承受的的成本目目标计划产量量关键联系系人产品质量量进度计计划产品设计计和开发发DFMEA初始CC/SC清单设计评审审设计验证证计划设计验证证分供方APQP状态设备、工工装和量具具样件制作作控制计划制造系统统分析计划划MSA计划小组可行行性承诺样件制作作包装规范范图纸和规规范PFMEA特殊产品品/过程特性性初始过程程能力研究究计划MSA试生产控制计划划过程与产产品特性联结结平面布景景图特性矩阵阵表包装标准准产品/过过程质量系统评审管理层评评审产品和过过程验证证作业指导导书试生产生产控制计划质量计划划批准和管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能力研究生产验证包装评估信息反馈和和纠正措施施经验学习交货和服务务过程设计和和开发SIPTPDPITDTCPCPRSOLRJIPS客户满意减少偏差设计验证和和批准报告告AccessingFormsInformationWorksheetTheInformationWorksheetsummarizesprograminformationononeform.在一张信息息工作单上总结了项项目的所有信息息ElementRatingChecklistStatusReportGYRStatusRisk(color)风险（颜色） Definition定义High(Red)高（红）Targetdatesand/ordeliverablesareatrisk.Arecoveryworkplanisnotavailableand/orimplemented,ortheworkplandoesnotachieveprogramtargets.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）Targetdatesand/ordeliverablesareatrisk,butaresourcedrecoveryworkplanhasbeendevelopedtoachieveprogramtargetsandhasbeenapprovedbythemanagementteam.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，并且已经过管理小组的适当的批准。

None(Green)

低（绿）Targetdatesand/ordeliverablesareontrackandmeetingobjectives.目标日期和可交付性被跟踪并满足目标。

FormsLinkageInformationWorksheetFieldsElementRatingChecklistChecklistFieldsStatusReportStatusReport(Continued)ChecklistGuidelinesMostplanningfortheAPQPelementsoccursfrom(KO)to<SI>.APQP要素中大部部分计划发发生在(KO)到<SI>阶段.ProgramteamreportingformostAPQPelementsbeginsat<SC>.APQP要素中大部部分项目小小组报告发发生<SC>阶段.BoththeAPQPchecklistandStatusReporthavecommonfieldsthatarenotlinkedbetweentheforms.TheAPQPchecklistandStatusReportmustbeupdatedforeachmilestone/teameventasrequiredbytheprogramteamorcustomer.根据客户或或项目小组组要求APQP检查清单和和状态报告告在每一个个时间节点点/小组事事件时必须须更新ModuleIntroduction组成部分介介绍PlanandDefine计划与定义义1-7ProcessFlow过程流程FeedbackAssessment&CorrectiveAction反馈、评估和和纠正措施Product&ProcessValidation产品与过程确确认ProcessDesign&Development过程设计和开开发ProductDesign&Development产品设计和开开发PrototypeBuild样件制造Plan&Define计划与定义1-8SourcingDecision选点决定ItisadocumentthatadvisesinternalandexternalsuppliersofkeycontactpersonnelwithinFord(STA,purchasing,engineers,etc.).是内、、外部部供方方与Ford（（STA、采购、、工程程等））协商商关键键联络络人的的文件件。Itservesasaformalcustomercommitmenttoworkwithallinternalandexternalpartsuppliers,toolingsuppliers,andfacil

作为与项目中的内、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。1-9SourcingDecisionExpectations选点点决决定定的的期期望望Allinternalandexternalsuppliersforaprogramareidentified项目所有有的内、、外部供供方已经经确定Earlysourcingtargetagreementsareestablishedandsignedbyappropriateareas由适当的的区域建建立并签签署早期期资源指指标协议议Allnon-Q1suppliersareidentified所有非Q1供方已经经确定Specialarrangementsfornon-Q1suppliersareidentified非Q1供方的特殊安安排已经确定定Aprogramtimeline,alignedtoFPDS,isestablishedfrom<SI>to<J1>已经建立了从从<SI>到<J1>的、与FPDS一致的项目时时间安排1-10SourcingDecisionChecklist选点决定检查查清单1-11CustomerInputRequirements顾客输入要求求TheCustomerInputRequirementselementensuresthattheprogramteamappropriatelyassessesthepotentialmanufacturing,process,anddesignissuesearlyintheproductdevelopmentphase.顾客输入要求求要素为了要要让项目小组组，在产品开开发阶段适当当的评估潜在在的制造、过过程和设计问问题。CustomerInputRequirementsarethedesigncriteriaandtheprogramrequirementsnecessarytoinitiatetheAPQPprocess.顾客输入要求求是启动APQP过程的必要的的设计准则和和项目要求。。1-12CustomerInputRequirementsExpectations顾客输入要要求期望Issuesfromsurrogatecomponentsorplantsareidentifiedandaddressedwithproductandmanufacturing.已经识别了了暂时代替替的零部件件或工厂的的问题，并并解决了生生产和制造造问题Componenttargetsandproductassumptionsaredefined.已经定义了了零部件指指标和产品品假设TargetsforTGW,TGR,Warranty,UsefulLifeReliability,andIncomingQualityareestablished.已经建立TGW、TGR、保证、使用寿寿命可靠性和和进货质量指指标Capacityplanningvolumesaredefined.生产量策划值值已定义1-13CustomerInputExpectations(Continued)顾客输入要求求期望（续））Systemcomponentdesignsandspecificationsshouldinclude:系统部件设计计和规范应该该包括：Productassumptions产品假设Functionalperformance性能表现Dimensions几何尺寸Weight重量Material材料Reliabilityandqualitygoals可靠性和质量量目标1-14CustomerInputChecklist顾客输入检查查清单1-15Craftsmanshipisanassessmentofwhatthecustomersees,touches,uses,hears,andsmells.Itaffectsdesignandmanufacturing,anditimprovestheoverallperceptionofvalue.精致工艺是对对顾客看到的的、感觉到的的、使用的、、听到的和闻闻到的评估。。影响设计和和生产，并改改进全面感官官的价值。Craftsmanship精致工艺1-16CraftsmanshipExpectations精致工艺期望望ObtainCraftsmanshiptargetsandobjectivestodevelopCraftsmanshipplans获得精致工艺艺指标和目目标以开发精精致工艺计划划DeveloptheCraftsmanshipstrategy开发精致工艺艺战略ImplementaplantoachieveCraftsmanshiptargets实施计划以达达到精致工艺艺指标IntegrateplanstosupportthefinalCraftsmanshiptheme整合各项计划划以支持最终终精致工艺计计划EnsurethatthedesignandmanufacturingprocessescomplywithCraftsmanshipstrategyandplans确保设计和制制造过程符合合精致工艺战战略和计划IdentifyandresolveCraftsmanshipissuesthatarise识别并解决发发生的精致工工艺问题1-17CraftsmanshipChecklist精致工艺检查查清单1-18TeamFeasibilityCommitment小组可行性承承诺TheTeamFeasibilityCommitmentelementdetermineswhethertheproposeddesigncanbemanufacturedwithintheprogram'sguidelinesandspecifications.小组可行性承承诺要素确定定了建议的设设计是否能根根据项目指南南和规范进行行制造Thegoalsofthiselementaretoverifythatallofthe:本要素的目的的是验证所有有：Activitiesagreethattheycanproducetheproductwithinspecifications.活动可以生产产符合规范的的产品Feasibilityconcernsareresolvedandnecessaryproductandprocesschangesarecompletedbeforefirstproductionprove-outs(1PP).在第一预生产产单元建立（（1PP）前解决可行性性问题和必要要的产品和过过程更改.1-19TeamFeasibilityCommitmentExpectations小组可行性承承诺期望Theprogramteammustestablishaformalfeasibilityprocessanddocument.项目小组必须须建立正式的的可行性过程程和文件。FeasibilitiesaretrackedandmajorfeasibilityconcernscanberesolvedbeforeProductionTrialRun.在产品试生产产前追踪可行行性，并解决决可行性涉及及的重要问题题。WERSandAIMSconcernsareresolved,andtheproductcanbemanufacturedtomeetCp/Cpkandtolerancerequirements.解决了WERS和AIMS设计的问题，，可以在满足足Cp/Cpk和公差要求的的情况下制造造产品。Suppliersandsubsupplierswerepartofthefeasibilityprocess.供方和分承包包方式可行性性过程的一部部分。1-20TeamFeasibilityCommitmentChecklist小组可行性承承诺检查清单单1-21ModuleIntroduction组成部分介绍绍ProductDesignandDevelopment产品设计和开开发1-22ProductDesignandDevelopment产品设计和开开发FeedbackAssessment&CorrectiveAction反馈、评估和和纠正措施Product&ProcessValidation产品与过程确确认ProcessDesign&Development过程设计和开开发ProductDesign&Development产品设计和开开发PrototypeBuild样件制造Plan&Define计划与定义1-23Elements要素DesignFMEA设计FMEADVP&R设计验证计划划和报告Subcontractor/SubsupplierAPQPStatus分承包方/分分供方APQP状态DrawingsandSpecifications图样和规范1-24DesignFMEA设计FMEAAgroupofactivitiesintendedto:一组活动，用用于:Identifypotential:识别潜在的:Productfailuremodesearlyintheproductdevelopmentphase产品开发阶段段的早期产品品失效模式Productdesignsafetyconcerns产品设计安全全涉及的问题题Significant/critical/specialcharacteristics重要/关键/特殊特性Establishapriorityfordesignimprovementactions为设计改进活活动建立优先先顺序Documenttherationalebehindproductdesignchangestothedevelopmentoffutureproductdesigns将产品设计变变更中的思路路文件化，作作为未来产品品设计的开发发的输入1-25DFMEAExpectations

DFMEA期望CompletingDFMEAsthatfocusonwhathaschangedinthedesignanditseffectontheentiresystem完成关注设计计中进行的更更改及其对整整个系统的影影响的DFMEACreatingalistofpotentialSpecialCharacteristics(YC,YS)resultingfromDFMEAsorequivalentanalysis建立DFMEA或类似似的分分析输输出的的潜在在特殊殊特性性(YC,YS)清单Addressinglessonslearnedandqualityissuesfoundinelement2,CustomerInputRequirement解决在在要素素2，顾顾客输输入要要求中中发现现的质质量问问题和和学到到的经经验EnsuringthattheDFMEAinfoissenttoPFMEAteams,includingthespecialcharacteristicslist确保将将DFMEA信息，，包括括特殊殊特性性清单单传递递给PFMEA小组1-26DesignFMEAChecklist设计FMEA检查清清单1-27DVP&R设计验验证计计划和和报告告Liststheengineeringevaluationsandtestsrequiredtoestablishthatadesignisfitforuseintheintendedenvironment列出建立适适于在预期期的环境中中使用的设设计所要求求的工程评评价和试验验AssistsProductDevelopment(PD)inverifyinganddocumentingthefunctionality,reliability,anddurabilityofthevehicle'sdesignthroughplannedtestsandevaluations协助产品开开发（PD）按计划的试试验和评价价，验证和和文件化车车辆设计的的功能性、、可靠性和和耐久性DocumentstheplansandreportsforDesignVerificationofagivendesign将对给定定设计进进行设计计验证的的策划和和报告文文件化Identifiestests,acceptancecriteria,samplesizes,andcompletiondatesinastandardformat以标准的的形式确确定试验验、接受受准则、、样本容容量和完完成日期期1-28DVP&RExpectations设计验证证计划和和报告期期望Correctiveactionplansmustbecompletedforanytestresultthatdoesnotmeetdesignspecandreliabilitygoals必须针对对任何没没有满足足设计期期望和可可靠性目目标的试试验结果果完成纠纠正措施施计划TheDVP&Rmust:DVP&R必须：AlignwithPQOSdeliverables配合PQOS可交付性性Provideinputstocompletereportsandproformas向完成报报告和形形式提供供输入Identifyanyspecifictests,methods,equipment,acceptancecriteria,samplesizes,designlevel,andtiming确定任何何特殊的的试验、、方法、、设备、、接收准准则、样样本容量量、设计计等级和和时间安安排1-29DVP&RChecklist设计验证证计划和和报告检检查清单单1-30SubcontractorAPQPStatus分承包方方APQP状态TheSubcontractorAPQPStatuselementidentifiesandreportsontheconditionofexternalcontractors'(i.e.,suppliers)andsubcontractors'APQPprocess.分承包方方APQP状态要素素确定和和报告外外部承包包方（例例如供方方）和分分承包方方APQP过程的状状况InternalandexternalsuppliersidentifyAPQPrequirementsbycascadingprogramtargetsAPQPrequirementstotheirsubcontractors,andbyconductingAPQPreviews,asappropriate.内部和外部供供方通过向分分承包方逐级级传递项目指指标APQP要求和适当时时进行APQP评审确定APQP要求1-31SubcontractorExpectations分承包方期望望SubcontractorAPQPStatusgeneralexpectationsarethatallinternalandexternalsuppliersmust:分承包方APQP状态的总的期期望是所有内内部和外部供供方必须：Assesstheriskandspecifytheleveloftheirsubcontractors'APQPparticipation评估估风风险险和和确确定定它它们们的的分分承承包包方方参参与与APQP的等等级级Cascade