产品质量先期策划及控制计划.pptx

w w w.t u v.c o m 1Advanced Product Quality Planning and Control Plan产品质量先期策划及控制计划w w w.t u v.c o m 2What is APQP?什么是产品质量先期策划APQP？Product Quality Planning is a structured method of defining and establishing the steps necessary to assure that a product satisfies the customer.产品质量先期策划是：一种定义并建立保证产品满足顾客要求的步聚的结构化方法What is the goal of APQP?什么是APQP的目标？The goal of product quality planning is to facilitate communication with everyone involved to assure that all required steps are completed on time.产品质量先期策划的目标是：加强相关人员之间的沟通以确保所有要求的步聚按时完成。w w w.t u v.c o m 3What is the benefits of Product Quality Planning?什么是产品质量策划的益处？To direct resources to satisfy the customer.向着使顾客满意的方向引导资源To promote early identification of required changes.促进及早识别需要进行的更改To avoid late changes.避免事后更改To provide a quality product on time at the lowest cost.以最低的成本及时提供高质量的产品w w w.t u v.c o m 4Product Quality Planning Cycle产品质量策划循环 w w w.t u v.c o m 5The purpose of the Product Quality Planning Cycle is to emphasize:产品质量策划循环的目的是强调：Up-front planning:The first three quarters of the cycle are devoted to up-front product quality planning through product/process validation.策划：前四分之三循环含盖产品质量策划到产品/过程确认The act of implementation:The fourth quarter is the stage where the importance of evaluating the output serves two functions:to determine if customers are satisfied,and to support the pursuit of continual improvement.措施的实施：第四阶段对结果进行评价的重要性体现在两方面：是否达到顾客满意及对持续改进的追求。w w w.t u v.c o m 6Depicting product quality planning as a cycle illustrates the never-ending pursuit of continual improvement that can only be achieved by taking the experience in one program and applying that acquired knowledge to the next program.将产品质量策划描绘成一个循环说明：只有将从一个项目中获取的经验及知识应用到下一个项目中才能实现对持续改进的永无止境的追求w w w.t u v.c o m 7Key to Effective Product Quality Planning有效的产品质量策划其关键在于：Support from the top management for 来自于最高管理者的支持concluding each phase of product quality planning质量策划每一阶段的总结Note:the team should inform top management about the current status of the project in order to keep up the interest and underpin top management commitment and support.The information should be in written formsolving problem areas and concerns参与问题的解决 w w w.t u v.c o m 8final assessment of the product quality planning process(signing-off)产品质量策划过程的最终评价 (总结认定 appendix F)Team and Communication Skill 团队技巧及沟通技巧Note:Team skill means to work in a team rather than thinking“great,somebody else does it”.Communication skill means the ability to pass on information comprehensively and without loss of information.w w w.t u v.c o m 9Responsibility Matrix职责矩阵w w w.t u v.c o m 10Product Quality Planning Timing Chart w w w.t u v.c o m 11The timing chart shows the ideal procedure of product quality planning.The individual phases are shown as time bars and the respective starting points are shown as vertical lines(concept initiation/approval,program approval,prototype,pilot,launch)w w w.t u v.c o m 12Organization of APQP Reference ManualAPQP 手册的组织结构 APQPPlan and Define Program Section 1.0Product Design and DevelopmentSection 2.0Process Design and Development Section 3.0Product and Process ValidationSection 4.0Feedback,Assessment and Corrective Action Section 5.0Control Plan Methodology Section 6.0Organize the teamDefine the scopeTeam-to-teamTraining in development techniquesCustomer and supplier involvementSimultaneous EngineeringConcern resolutionMonitoring with timing plan systemsw w w.t u v.c o m 13Organizing the Team 组织小组The responsibility for product quality planning must be assigned to a cross-functional team.The team should comprise representatives of the functions Development,Production,Material Testing,Purchasing,Quality,Sales,Customer Service,as well as subcontractors and customers.Team-to-Team Co-operation 小组之间的合作The team must establish communication channels to other customer and supplier teams.This may include regular meetings with other teams.w w w.t u v.c o m 14Training in Development Techniques 开发技术的培训The success of the product control plan depends on an effective training program which will convey all defined requirements and development techniques necessary for the fulfillment of customer requirements and expectations.Customer and Supplier Involvement顾客及供方的参与If necessary,the customer and subcontractor must be involved in the planning process.The supplier shall request a cross-functional team from their subcontractors.w w w.t u v.c o m 15Defining the Scope of the Team:给小组界定范围select a project team leader（it may be advantageous to rotate the team leader during the planning cycle)选一个小组长（轮流做桩较好）define the roles and responsibilities of each area represented定义各方代表的角色和职责identify the customers-internal and external明确谁是内部的及外部的顾客defining customer requirements(use QFD,if applicable)定义顾客要求(如适用，使用QFD)w w w.t u v.c o m 16define the disciplines,individuals and/or subcontractors that must be added to the team,and those not required明确部门，各人及哪些供方必须加到小组中来，哪些不必understand customer expectations 搞清顾客的期望assess the feasibility,performance requirements,manufacturing process评价可行性，性能要求，制造过程identification of costs involved,timing and constraints明确成本，时间及其他方面的限制determination of assistance required from the customer明确需顾客提供的邦助有哪些identification of documentation process or method明确报告/记录的过程和方法w w w.t u v.c o m 17Simultaneous Engineering 同步工程It is a process where cross functional teams strive for a common goal.各多功能小组为共同的目标努力 It replace the sequential series of phases where results are transmitted to the next area for execution.代替按阶段排序The purpose is to expedite the introduction of quality products sooner.其目的是加速高质量产品的引入 Design for Manufacturability and Assembly is a Simultaneous Engineering process designed to optimize the relationship between design function,manufacturability,and ease of assembly.w w w.t u v.c o m 18Concern Resolution 问题的解决During the planning process the team will hit on design and/or process related concerns.These concerns should be documented in a table with allocation of the responsibilities and deadlines for their resolution.In difficult situations selected methods for concern resolution must be employed.Analytical techniques listed in Appendix B of APQP manual:Assembly Build Variation Analysis;Benchmarking;Cause and Effect Diagram;Characteristics Matrix;Critical Path Method;Design of Experiments(DOE);Design for Manufacturability and Assembly;Design Verification Plan and Report(DVP&R);Dimensional Control Plan(DCP)or Dynamic Control Plan;Mistake Proofing(POKA-YOKE);Process Flow Charting;Quality Function Deployment(QFD);System Failure Mode and Effects Analysis(SFMEA)w w w.t u v.c o m 19Method for Concern-Resolution 解决问题的方法1.Recognize the problem,focus on it and describe it complains,defects,variations,scrap,audits,list of problems2.Collect datamultiple defect chart,quality control chart,data processing3.Evaluate dataHistogram,pareto,process FMEA4.Cause and effects analysisIshikawa diagram,problem analysis,value engineering,8D report,DOE5.Work out problem resolution proposalsBrainstorming,DOE,flow diagram,visualizing problem on pin wallw w w.t u v.c o m 206.Assess problem resolution proposalsDecision tree,cost-benefit-analysis,risk analysis,nominal group method7.Decision8.Inform those involved and implement solutionaction plan,definition of targets,determine measurables9.Check outcometrend diagram,pareto,audits10.RECOGNITIONw w w.t u v.c o m 21Monitoring with Timing Plan Systems 用时间计划表来监控The first order of APQP team following organizational activities should be the development of a Timing Plan.APQP小组的组织工作完成后的第一个任务应该是制定一个时间计划表。A well-organized timing chart should list tasks,assignments,other events and timing.(The Critical Path Method may be appropriate)一个完善的时间表应罗列出任务，负责人，和/或其他事件及时间。To facilitate status reporting,each event must have a“start”and a“completion”date with the actual point of progress recorded.为辅助对完成状态进行报告，每一事件必须有“开始”和“完成”日期并记录实际进展状况w w w.t u v.c o m 22Attention Please 注意！Planning teams must be prepared to modify product quality plans to meet customer expectations.策划小组必须准备好对产品质量计划进行修改以满足顾客的期望The Product Quality Planning Team is responsible for assuring that timing meets or exceeds the customer timing plan.产品质量先期策划小组负责确保满足或超出顾客时间计划的要求。w w w.t u v.c o m 23Section 1.0 Plan and Define Program阶段阶段1.0 定义及确定项目定义及确定项目Task of this section 此阶段的任务:Determination of customer needs and expectationsFocussing all work on the customer(final user,consumer)Translating customer input requirements into output requirements(or briefing specification into offer specification)Defining development,reliability and quality goalsw w w.t u v.c o m 24InputVoice of the customerMarket researchHistorical warranty and quality informationTeam experienceBusiness plan/customer marketing strategyProduct/process benchmark dataProduct/process assumptionsProduct reliability studiesCustomer inputsOutputDesign goalsReliability and quality goalsPreliminary bill of materialPreliminary process flow chartPreliminary listing of special product and process characteristicsProduct assurance plan(output requirements)Plan and Define ProgramSection 1.0w w w.t u v.c o m 25 阶段阶段1.0 定义及确定项目定义及确定项目 输入：输入：l1顾客的呼声111市场调研112保修记录和质量信息ll3小组经验12业务计划营销策略13产品过程指标l4产品过程设想15产品可靠性研究16顾客输入 输出：输出：17设计目标18可靠性和质量目标l9初始材料清单l10初始过程流程图1 11初始特殊产品特性及特殊过程特性清单l12产品保证计划l13管理者支持w w w.t u v.c o m 26w w w.t u v.c o m 271.1 The Voice of the CustomerThe Voice of the Customer encompasses complaint,recommendations,data and information obtained from internal and/or external customers.1.1.1 Market research:The following sources can assist in identifying customer concerns/wants and translating those concerns into product and process characteristics:Customer interviewsCustomer questionnaires and surveysMarket test and positioning reportsNew product quality and reliability studiesCompetitive product quality studiesThings Gone Right(TGR)reportsw w w.t u v.c o m 28l1顾客的呼声 “顾客的呼声”包括来自内部和或外部顾客的抱怨、建议、资料和信息。以下各段提供了收集这种信息的一些方法。111市场调研 产品质量策划小组可能需要获取反映顾客时声的市场调研资料和信息。以下来源有助于识别顾客关注的事项需求，并将这些关注事项转变为产品和过程特性：对顾客的采访；顾客意见征询与调查；市场调查和预测报告；新产品质量和可靠性研究；竞争产品质量的研究；运行情况良好（TGR）报告。w w w.t u v.c o m 291.1.2 Historical warranty and quality information:The list of historical customer concerns/wants should be prepared t assess the potential for recurrence during the design,manufacture,installation and use of the product.Ascertaining customer concerns can be supported by:Things Gone Wrong(TGW)reportsWarranty reportsSupplier plant internal quality reportsCustomer plant returns and rejectionsField returns and product analysisw w w.t u v.c o m 30112保修记录和质量信息 为厂评定在产品的设计、制造、安装和使用当中再发生不合格的可能性，应制定一份以往顾客所关注问题儒要的清单，这些应作为其它设计要求的扩展来考虑并且应包括在对顾客需要的分析中。以下项目中的许多内容有助于小组识别顾客关注问题需要，并优选出适当的解决方案：运行情况不良（TGW）报告；保修报告；能力指数；供方工厂内部质量报告；问题解决报告；顾客工厂退货和废品；现场退货产品分析。w w w.t u v.c o m 311.1.3 Team Experience:Media commentary and analysisInput from past Quality Function Deployment projectsGovernment requirements and regulationsRoad tripsManagement comments or direction.w w w.t u v.c o m 32ll3小组经验 小组适当时可利用包括如下内容的任何信息来源：来自更高层体系或过去质量功能开发（QFD）项目的输入；媒介的评论和分析：杂志和报刊报告等；顾客的信件和建议；运行情况良好（TGR）运行情况不良（TGW）报告；销售商意见；车队负责人的意见；现场服务报告；利用指定的顾客代理所作的内部评价；道路行驶体验；管理者的意见或指示；由内部顾客报告的问题和议题；政府的要求和法规；合同评审。w w w.t u v.c o m 331.2 Business Plan/Customer Marketing StrategyThe customer business plan and marketing strategy will set the framework for the production quality plan.The business plan may place the following constraints on the team:TimingCostInvestmentProduct positioningResearch and development(R&D resources)The marketing strategy will define the target customer,the key sales points,and key competitors.w w w.t u v.c o m 3412业务计划营销策略 顾客业务计划和营销策略将成为产品质量计划的设定框架。业务计划可将限制性要求施加给小组（诸如进度、成本、投资、产品定位、研究与开发（RD）资源）而影响其执行方向。营销策略将确定目标顾客、主要的销售网点和主要的竞争者。w w w.t u v.c o m 351.3 Product/process Benchmark DataThe use of Benchmarking will provide input to establishing product/process performance targets.One method to successful benchmarking is:Identify the appropriate benchmarksUnderstand the reason for the gag between your current status and the benchmarkDevelop a plan to either close the gap,match the benchmark,or exceed the benchmark1.4 Product/process AssumptionsThere will be assumptions that the product has certain features,design,or process concepts.These include technical innovations,advance materials,reliability assessments,and new technology.All should be utilized as inputs.w w w.t u v.c o m 3613产品过程指标 基准确定（参见附录B）将成为建立产品过程能力目标提供输入。研究和开发也可提供基准和概念。成功的基准确定方法为；识别合适的基准；了解你目前状况和基准之间产生差距的原因；制定一缩小差距、符合基准或超过基准的计划。l4产品过程设想 设想产品具有某些特性、某种设计和工艺过程概念，它们包括技术革新、先进的材料、可靠性评定和新技术。所有这些都应用作输入。w w w.t u v.c o m 371.5 Product Reliability Studies.This type of data considers frequency of repair of replacement of components within designated periods of time and the results of long term reliability/durability tests.1.6 Customer InputsThe end users of the product can provide viable information relating to their need and expectations.This input should be used by the customer and/or supplier to develop agreed upon measures of customer satisfaction.1.7 Design GoalsDesign goals are a translation of the“Voice of the Customer”into tentative and measurable design objectivesw w w.t u v.c o m 3815产品可靠性研究 这一类型的数据考虑了在一规定时间内零件修理和更换的频率，以及长期可靠性耐久性试验的结果。16顾客输入 产品的后续顾客可提供与他们的需要和期望有关的有价值信息，此外，后续产品顾客可能已进行部分或全部前面已提到的评审和研究。顾客和/或供方应使用这些输入以开发统一的衡量顾客满意的方法。17设计目标 设计目标就是将顾客的呼声转化为初步并具体的设计任务。设计目标的正确选择确保顾客的呼声不会消失在随后的设计活动中。w w w.t u v.c o m 391.8 Reliability and Quality GoalsReliability goals are established based on customer wants and expectations,program objectives,and reliability benchmarks.Some examples:non safety related defects service friendlinessQuality goals are targets based on continual improvement.Some examples:ppm valuesdefect levelsreduction of scrap1.9 Preliminary Bill of MaterialThe team should establish a preliminary bill of material based on product/process assumptions and include an early subcontractor list.w w w.t u v.c o m 4018可靠性和质量目标 可靠性目标是在顾客需要和期望、项目目标及可靠性基准的基础上制定的。顾客需要和期望可以是无安全问题和可维修性。有些可靠性基准可以是竞争者产品的可靠性、顾客的报告或在一设定时间内修理的频率。总的可靠性目标可用概率和置信度表示。质量目标是基于持续改进的目标，诸如（PPM）零件百万缺陷水平或废品降低率。l9初始材料清单 小组在产品过程设想的基础上应制定一份初始材料清单，并包括早期分承包方名单。为了识别初始特定产品过程特性，有必要事先选定合适的设计和制造过程。w w w.t u v.c o m 411.10 Preliminary Process Flow ChartThe anticipated manufacturing process should be described using a process flow chart developed from the preliminary bill of material and product/process assumptions.1.11 Preliminary Listing of Special Product and Process CharacteristicsSpecial product and process characteristics are identified by the customer in addition to those selected by the supplier through knowledge of the product and process.The team should assure that a preliminary list of special products and process characteristics resulting from the analysis of the input pertaining to customer needs and expectations is developed.This listing can be developed from the following items:Product assumptions based on the analysis of customer needs and expectationsIdentification of reliability goals/requirementsw w w.t u v.c o m 4218可靠性和质量目标 可靠性目标是在顾客需要和期望、项目目标及可靠性基准的基础上制定的。顾客需要和期望可以是无安全问题和可维修性。有些可靠性基准可以是竞争