1、Project Management System項(xiàng)目管理系統(tǒng)Prepared byC. Nigri_Checked byC. Nigri_Approved byG. Buga_Scope: 范圍This procedure is issued in order to define and coordinate the management processes related to the new product development.All the activities related to Original Equipment Projects must comply to this p

2、rocedure since the Feasibility Study to the SOP (extended to the 3rd month of production after the ramp-up phase without Major Non Conformities or Customer Claims). This procedure is valid for industrial, i.e. any product developed for industrial customers and upon a specific customer request or nee

3、d.本程序用于定義和調(diào)整涉及新項(xiàng)目開發(fā)的管理過程從可行性研究到批量生產(chǎn)（延伸至的生產(chǎn)爬坡階段之后第三個(gè)月，在這三個(gè)月里且沒有發(fā)生重大不合格項(xiàng)或客戶投訴）所有涉及到初始設(shè)備計(jì)劃的活動(dòng)都必須遵從本程序。本程序是針對(duì)工業(yè)，比如，任何為工業(yè)客戶開發(fā)的產(chǎn)品，并且是基于特殊客戶的要求或需求 Involved functions: 相關(guān)職能部門All the departments.所有部門1. Activities活動(dòng)Sofima Automotive Filters has established a Project Management System based on a teamwork organ

4、ization.Each Project is divided into several phases (called Milestones) that must be managed by a Project Manager (PM).The Milestones scheme is intended as a guide for the PM and the team to complete theprojects successfully and should normally be followed; anyway the PM can decide to modify the sch

5、eme according to the specific needs of the Project.The Project Manager organizes the work and the tasks for each team member and leads the project since its start to the 3rd month of production after the ramp up phase without major non conformities or customer claims.After that, the Project is close

6、d and the standard functions of the company must manage the production and the quality.In case of major modifications required by the customer the PM restarts to work on the project, or a new PM is assigned.The PM gets the support of the team members and collaborates with them to successfully close

7、the Project.During the entire Project duration the PM and his team follow the Milestones scheme to execute all the activities whose outputs are parts of the APQP (Advanced Product Quality Planning).The APQP package is summarized in the APQP20 file where all the relevant information is summarized.索菲瑪

8、汽車濾清器已經(jīng)在團(tuán)隊(duì)合作的基礎(chǔ)上建立了項(xiàng)目管理系統(tǒng)在項(xiàng)目經(jīng)理的管理下，每個(gè)項(xiàng)目被劃分為若干個(gè)階段（名為節(jié)點(diǎn)）每個(gè)節(jié)點(diǎn)的安排為項(xiàng)目經(jīng)理和項(xiàng)目小組成功地完成項(xiàng)目指導(dǎo)方向，節(jié)點(diǎn)的安排必須正常的執(zhí)行；總之項(xiàng)目經(jīng)理可以根據(jù)項(xiàng)目的特殊需要決定修改項(xiàng)目節(jié)點(diǎn)。項(xiàng)目經(jīng)理安排工作和任務(wù)給每個(gè)小組成員，并始終領(lǐng)導(dǎo)項(xiàng)目從項(xiàng)目開始階段到在沒有重大不符合項(xiàng)或客戶投訴的情況下完成爬坡階段后的第三個(gè)生產(chǎn)月之后，項(xiàng)目關(guān)閉，公司的基本職能部門必須維持生產(chǎn)和質(zhì)量假如客戶要求有重大修改，項(xiàng)目經(jīng)理重新開始對(duì)該項(xiàng)目進(jìn)行操作，或者任命新的項(xiàng)目經(jīng)理。項(xiàng)目經(jīng)理從項(xiàng)目小組得到支持并與之合作成功的關(guān)閉項(xiàng)目整個(gè)項(xiàng)目的持續(xù)階段，項(xiàng)目經(jīng)理和他的小組按照

9、節(jié)點(diǎn)計(jì)劃去執(zhí)行所有的活動(dòng)，這些活動(dòng)的輸出是 APQP 的一部份。APQP 所有相關(guān)的信息在APQP20 文件中得到總結(jié)。1.1 Preliminary phase準(zhǔn)備階段Responsible:責(zé)任人：General Manager總經(jīng)理Afterthe firstcontactswiththe customerto definethe basiccontractrequirements(volumes, target price, SOP, drawings / TS / samples)1. The Area Manager submits the new project proposal

10、 to the General Manager;2. The General Manager analyzes if the project is suitable for the company in term ofstrategy and industrial feasibility;3.After the start- up decision, the General Manager will decideThe project budget (for expenses);The PM (with the support ofthe Chief Engineer); The team m

11、embers (withthesupport of each Department Manager);The Area Manager provides all the available documentation to the PM and to the Chief Engineer;4. The team members are informed about the new Project; the PM sends to the team members all the available documentation and defines a preliminary planning

12、 (customer milestones, internal milestones);5. The PM fills the APQP20 form with the basic information concerning the Project.與客戶第一次接觸以定義基本的合同要求（數(shù)量，目標(biāo)價(jià)格，SOP ，圖紙 /TS/ 樣品）1. 區(qū)域經(jīng)理遞交新項(xiàng)目建議給總經(jīng)理2. 總經(jīng)理分析是否這個(gè)項(xiàng)目適合公司現(xiàn)階段的策略和工業(yè)的可行性3. 決定項(xiàng)目啟動(dòng)后，總經(jīng)理要決定：項(xiàng)目預(yù)算（開支）項(xiàng)目經(jīng)理 (在總工程師的支持下 )小組成員（每個(gè)部門經(jīng)理的支持下）4. 區(qū)域經(jīng)理向項(xiàng)目經(jīng)理和總工程師提供所有可利

13、用的文件5. 告知每個(gè)小組成員關(guān)于該新項(xiàng)目的情況，項(xiàng)目經(jīng)理發(fā)給小組成員所有可利用的文件并定義初步計(jì)劃（客戶節(jié)點(diǎn)，內(nèi)部節(jié)點(diǎn)）6. 項(xiàng)目經(jīng)理將有關(guān)項(xiàng)目的基本信息填入 APQP20 表格中1.2 Phase A:Customer requirements階段 A ：客戶要求Responsible:責(zé)任人：Project Manager項(xiàng)目經(jīng)理In this phase the PM creates in the Technical Department Server (T:) with the project name, containing all the folders described in

14、 the Project Management Filing ProcedureThe PM is responsible to keep updated all the documents in this folder; this folder is the repository of all the information concerning the Project.All the activities described in the APQP20 form have to be completed in this phase. Phase conclusionThe PM monit

15、ors all the activities described in the APQP20 and assign a colour to indicate the activity status; the colour is assigned according to method described in the Semaphore Tool Instruction; the PM is responsible to decide whether the activity is Target Critical or Time Critical.When all these activiti

16、es (and all the additional ones that may have been added by the PM) all the team members meet together to decide together with the PM is the phase is closed.In case that the contract requirements cannot be respected, the PM must inform the General Manager immediately.在這個(gè)階段，項(xiàng)目經(jīng)理在技術(shù)部門服務(wù)器上 (T:) 用項(xiàng)目名稱建立

17、一個(gè)文件夾，這個(gè)文件夾包含了項(xiàng)目管理文件歸檔程序中所描述的所有的文件夾。項(xiàng)目經(jīng)理有責(zé)任持續(xù)更新文件夾中的所有文件，這個(gè)文件夾存放了有關(guān)這個(gè)項(xiàng)目的所有信息。在 APQP20 表格中所描述的所有活動(dòng)在這個(gè)階段一定要被完成。階段總結(jié)項(xiàng)目經(jīng)理監(jiān)控 APQP20 中所描述的所有活動(dòng)，指定顏色來識(shí)別活動(dòng)狀態(tài)；顏色根據(jù)Semaphore 工具指導(dǎo)書描述的方法來指定；項(xiàng)目經(jīng)理有責(zé)任決定該活動(dòng)是目標(biāo)臨界還是時(shí)間臨界。當(dāng)所有的活動(dòng)完成時(shí)（和由項(xiàng)目經(jīng)理增加的所有的附加活動(dòng)）所有的小組成員聚集在一起與項(xiàng)目經(jīng)理共同判定時(shí)表示這個(gè)階段的結(jié)束。一旦合同的要求不能遵守，項(xiàng)目經(jīng)理必須立刻通知總經(jīng)理1.3 Phase B:Pre

18、liminary design階段B ：初步設(shè)計(jì)階段Responsible:Project Manager責(zé)任人：項(xiàng)目經(jīng)理In this phase the team prepares the preliminary design.The most relevant activities (but not all) are:1. The Design Engineer prepares the draft of the product design, based on the available TS, norms, customer drawings, etc; the DE prepare

19、s the drawings of all the components and prepares the BOM draft fro the purchasing department; the DE writes the D-FMEA with the support of the PE and QE;2. The Purchasing Department issues the orders and buys the components for the prototypes (when necessary); the order must specify (and the suppli

20、er must agreewith ) all the technical and functional requiremen ts, as well as quality requirements for the prototypes;3. The DE with the support of the Chief Engineer and HS prepares the list of all the materials, collects all the data sheets and safety sheets and evaluates the compatibility with t

21、he company HS system;4. The PE prepares a draft of the P-FMEA with the support of the DE and QE, and issues the prototypes control plan;5. The DE evaluates the required machinery to produce the finished product anddefines the preliminary layout considering also (but not onlye following )aspects:thAu

22、tomation (if possible);Ergonomic;Balance of the line;Etc ;6. The AM updates the contract requirements if view of any modification compared to the initial offer (if any).Phase conclusionThe PM follows the same procedure as in the paragraph 3.2 / Phase conclusion.在本階段項(xiàng)目小組準(zhǔn)備初步的設(shè)計(jì)主要涉及到的活動(dòng)有（但并非所有）：1. 設(shè)計(jì)工

23、程師在 TS ，規(guī)范，客戶圖紙等的基礎(chǔ)上準(zhǔn)備產(chǎn)品的設(shè)計(jì)草圖；準(zhǔn)備所有零件的圖紙，準(zhǔn)備初始材料清單給采購部；在工藝工程師和質(zhì)量工程師的幫助下編寫設(shè)計(jì)FMEA 。2. 采購部發(fā)出訂單購買原型件所需的零部件（當(dāng)需要的時(shí)候）；訂單必須指定（且供應(yīng)商必須執(zhí)行）所有的技術(shù)和功能要求 ,也包括原型件的質(zhì)量要求3. 在總工程師和 HS 的支持下設(shè)計(jì)工程師準(zhǔn)備所有材料的清單，收集所有的記錄表和安全表單并評(píng)估與公司的健康安全系統(tǒng)是否一致。4. 工藝工程師在設(shè)計(jì)工程師和質(zhì)量工程師的幫助下準(zhǔn)備過程 FMEA 的草稿，起草樣件控制計(jì)劃。5. 設(shè)計(jì)工程師評(píng)估生產(chǎn)成品所需要的設(shè)備，定義初步的場(chǎng)地布局，同時(shí)也要考慮到以下方面

24、自動(dòng)操作（如果可能）人類環(huán)境學(xué)現(xiàn)場(chǎng)的平衡等等6. 如果比較最初的報(bào)價(jià)（如果有）有任何的變化， AM 更新合同要求階段總結(jié)項(xiàng)目經(jīng)理按照章節(jié) 3.2/ 階段總結(jié) 相同的程序進(jìn)行階段總結(jié)1.4 Phase C:階段 C：Definitive design (Release for investment)最終設(shè)計(jì)Responsible:Project Manager責(zé)任人：項(xiàng)目經(jīng)理In this phase the team prepares the definitive design in order and releases the project for investments.The most

25、 relevant activities (but not all) are:1. The DE creates the BOM and distributes the definitive drawings;2. The QE with the support of QC and Prototype Team checks the quality of the prototypes raw material based on the Prototype Control Plan;3. The Purchasing Department orders the samples and PPAP

26、to the suppliers;4. The QE checks and approved the suppliers; with the support of QC and DE e checks and approved the samples from the suppliers (RELEASE OFCOMPONENTS). Then he writes the definitive CP for the production with definitive machinery, tools and moulds; the QE plans a small batch of prod

27、uction (at least 300 pcs or 2h, called ONE-DAY Production); he prepares and submit to the customer the PPAP documentation with the samples: every time the PPAP samples are sent to the customer the QE stores in a safe place at least one master sample that must be clearly identified;5. The PE sets up

28、the new production line (when planned), prepares the working cycles and instructions, plans the and executes the training of the workers and executes a pre-series production with all the definitive tools; then he collaborates with the Maintenance Department to prepare the maintenance planning for al

29、l the new machines;6. The AM updates the contract requirements if view of any modification compared tothe initial offer (if any).Phase conclusionThe PM follows the same procedure as in the paragraph 3.2 / Phase conclusion.設(shè)計(jì)定義階段主要涉及到的活動(dòng)有（但并非所有）：1. 設(shè)計(jì)工程師制定 BOM ，分發(fā)最終圖紙2. QE 在 QC 和樣件小組的支持下，按照樣件控制計(jì)劃對(duì)樣件原

30、材料進(jìn)行質(zhì)量檢查。3. 采購部向供應(yīng)商訂購樣件，供應(yīng)商遞交 PPAP4. QE 驗(yàn)證并批準(zhǔn)供應(yīng)商；在 QC 和 DE 的支持下，檢查和批準(zhǔn)來自供應(yīng)商的樣件（零件放行）。然后編寫在確定的設(shè)備工裝模具下生產(chǎn)的最終控制計(jì)劃； QE 安排小批量生產(chǎn)（至少 300 件或 2 小時(shí)，名為一日生產(chǎn)）；準(zhǔn)備 PPAP 文件并和樣品一起遞交給客戶：每次遞交 PPAP 樣件給客戶， QE 保存至少一個(gè)能夠清晰識(shí)別的標(biāo)準(zhǔn)樣品。5. PE 建立一條新的生產(chǎn)線，準(zhǔn)備工作周期和指導(dǎo)書，計(jì)劃并完成對(duì)工人的培訓(xùn)，用確定的工具執(zhí)行一系列的生產(chǎn)；然后與維修部合作準(zhǔn)備所有新設(shè)備的維修計(jì)劃。6. 如果比較最初的報(bào)價(jià)（如果有）有任何的

31、變化， AM 更新合同要求階段總結(jié)項(xiàng)目經(jīng)理按照章節(jié)3.2/ 階段總結(jié) 相同的程序進(jìn)行階段總結(jié)1.5 Phase D:階段 D:Mass production preparation (Release for serial production)大批量生產(chǎn)準(zhǔn)備Responsible:Project Manager責(zé)任人：項(xiàng)目經(jīng)理In this phase the team prepares the mass production.The most relevant activities (but not all) are:1. The QE validates the machinery and

32、 the production process and organizes the MSA when necessary; he executes the ONE-DAY Production planned in the Phase C; He defines the product audit with the collaboration of the Laboratory Manager;2. The AM issues a forecast of the production volumes during the ramp-up phase;3. The LE executes the

33、 training for the warehouse keepers concerning the product and its components.Phase conclusionThe PM follows the same procedure as in the paragraph 3.2 / Phase conclusion.準(zhǔn)備批量生產(chǎn)階段主要涉及到的活動(dòng)有（但并非所有）1. 在需要的時(shí)候， QE 對(duì)機(jī)器和生產(chǎn)工藝進(jìn)行驗(yàn)證，組織 MSA 分析；完成在階段 C 中計(jì)劃的一日生產(chǎn)活動(dòng)；在實(shí)驗(yàn)室經(jīng)理的合作下定義產(chǎn)品審核；2. AM 制定在生產(chǎn)爬坡階段的生產(chǎn)數(shù)量的預(yù)測(cè)3. LE 完成對(duì)

34、倉庫保管員關(guān)于產(chǎn)品和零件的培訓(xùn)階段總結(jié)項(xiàng)目經(jīng)理按照章節(jié)3.2/ 階段總結(jié) 相同的程序進(jìn)行階段總結(jié)1.6 Phase E:Project finalization階段E:項(xiàng)目結(jié)束Responsible:Project Manager責(zé)任人：項(xiàng)目經(jīng)理In this phase the team concludes the activities and closes the project.The most relevant activities (but not all) are:In this phase the team makes the final review of the projec

35、t and compares the initial requirements with the results.D-FMEA, P-FMEA and all the linked documents are updated, then the PM verifies the final cost of the product and submits the information to the General Manager.The QE executes a Process Audit.Finally the PM and the team meet together to verify

36、that all the open activities have been closed.The PM is responsible for the last revision and to archive the Project documentation. 項(xiàng)目總結(jié)階段主要涉及到的活動(dòng)有（但并非所有）在這個(gè)階段，項(xiàng)目小組對(duì)項(xiàng)目進(jìn)行最終評(píng)審，將結(jié)果與最初的要求進(jìn)行比較對(duì)設(shè)計(jì) FMEA ，過程 FMEA 和所有有關(guān)的文件進(jìn)行更新，然后項(xiàng)目經(jīng)理核實(shí)最終生產(chǎn)成本，將信息遞交給總經(jīng)理質(zhì)量工程師完成過程審核最后項(xiàng)目經(jīng)理和小組一起檢查所有問題已經(jīng)關(guān)閉項(xiàng)目經(jīng)理負(fù)責(zé)最終的修訂，并對(duì)項(xiàng)目文件進(jìn)行歸檔2. R

37、esponsibilities職責(zé)The following tables describe each team member s responsibility.以下表格描述了每個(gè)小組成員的職責(zé)Project Manager:項(xiàng)目經(jīng)理 He is the team leader and he is responsible for the team performance in front of the management.項(xiàng)目經(jīng)理是項(xiàng)目的領(lǐng)導(dǎo)者，負(fù)責(zé)整個(gè)團(tuán)隊(duì)的管理。 Together with the Sales Manager, he represent the company in fr

38、ont of the customer and he is liable to lead the project to success in term of timings, costs andcustomer satisfaction.面對(duì)顧客同銷售經(jīng)理一起擔(dān)任公司代表，負(fù)責(zé)引導(dǎo)項(xiàng)目成功的達(dá)到計(jì)劃、成本和顧客滿意的要求。 The Project Manager gets the support of the Department Managers who must assure that the all team members will work properly.項(xiàng)目經(jīng)理應(yīng)得到各部門經(jīng)理

39、的支持，并確保所有的小組成員能夠適當(dāng)?shù)墓ぷ鳌?He collects the customer requirements and he adapts and transfers them to the company.項(xiàng)目經(jīng)理收集顧客的要求并負(fù)責(zé)將這些信息傳達(dá)給公司。 He maintains the Gannt Chart, the Open Issues list, the Minutes of Meetings andthe Milestones Review.維護(hù)甘特圖、開放問題清單、會(huì)議紀(jì)要和項(xiàng)目里程碑的評(píng)審。 He checks with all the permanent and

40、 temporary team members and in general with all the company that all the activities are finished in time.同所有的永久的或臨時(shí)的項(xiàng)目成員檢查是否所有的行動(dòng)已及時(shí)完成。 He reports to his Supervisor and to the General Manager any problem that may have a negative impact on the project.對(duì)于任何可能對(duì)項(xiàng)目有負(fù)面影響的問題，項(xiàng)目經(jīng)理負(fù)責(zé)向上級(jí)和總經(jīng)理匯報(bào)。 He writes and

41、maintain a summary of all his projects and reports at least twice per month to his Supervisor and to the General Manager.編寫和維護(hù)所有的項(xiàng)目總結(jié)并向上級(jí)和總經(jīng)理匯報(bào)，每月至少兩次。 He participates to the solution of the problems and help the team members and the departments to communicate and to work in team.參與解決問題并幫助小組成員和部門去溝通

42、。 He has the authority to agree activities with the team members and with the Department Managers and he has the authority to pretend the execution.有權(quán)力同意小組成員和部門經(jīng)理的行動(dòng)。 The Project Manager tells the last word incase of conflicts or uncertain decisions.項(xiàng)目經(jīng)理對(duì)沖突和不確定因素作出最后的決定.Area Manager:地區(qū)經(jīng)理 He represen

43、t the company in front of the customer.在顧客面前代表公司。 He discusses with the customer and share with the PM the basis informationconcerning the project(Samples, SOP, Volumes, Investments, Target Price, etc).負(fù)責(zé)同顧客討論并將關(guān)于項(xiàng)目的基本信息（樣件、批量生產(chǎn)、產(chǎn)量、投資、預(yù)訂價(jià)格，等等）與項(xiàng)目經(jīng)理共享。 He supports the Project Manager in the project t

44、iming definition providing the customer milestones.支持項(xiàng)目經(jīng)理確定時(shí)間計(jì)劃，提供顧客里程碑節(jié)點(diǎn)。 He reviews the contract during each project phase taking care of the project evolution during the time.在每一個(gè)項(xiàng)目階段負(fù)責(zé)評(píng)審訂單和項(xiàng)目進(jìn)展。 He agrees the production rump -up with the customer and with the ProjectManager in time to assure tha

45、t the SOP will take place smoothly on schedule.負(fù)責(zé)與顧客和項(xiàng)目經(jīng)理按時(shí)批準(zhǔn)產(chǎn)品試生產(chǎn)，以確保能夠按照計(jì)劃平穩(wěn)地實(shí)現(xiàn)批量生產(chǎn)。Design Engineer:設(shè)計(jì)工程師 The design engineer is responsible to design the product according to the customer's requirements and to the Project Manager instructions; he is responsibleof the product performances and

46、quality; he must write the Test Program Plan and follow the prototypes and samples construction.設(shè)計(jì)工程師根據(jù)客戶需求和項(xiàng)目經(jīng)理的要求進(jìn)行產(chǎn)品設(shè)計(jì)；他是產(chǎn)品質(zhì)量和性能的負(fù)責(zé)人，也必須編寫測(cè)試計(jì)劃并跟蹤模型和樣件制造 . He must collaborate with the Quality Engineer to write the D -FMEA and theControl Plan and to define the Safety and Critical characteristic.他必

47、須與質(zhì)量工程師一起編寫出設(shè)計(jì)失效模式分析,控制計(jì)劃并定義安全及關(guān)鍵特性. He must collaborate with the Process Engineer to write the P -FMEA, the Process Flow Chart and the Control Plan; he must agree with the Process Engineer the characteristics of the components produced by the company.他必須與工藝工程師共同編寫過程失效模式分析 , 工藝流程圖和控制計(jì)劃 ; 他必須認(rèn)可工藝工程師公

48、司制造的零件的特性 . He must collaborate with the Buyer to define the characteristics of the components coming from the suppliers.他必須和采購人員一起定義采購零件的特性要求 . He must write and maintain the BOM and the IMDS.他必須編寫和維護(hù)BOM 和 IMDS. He must assure that the product will be conforming with the Environmental requirements.

49、他必須編寫和維護(hù) BOM 和 IMDS. He is responsible to design the packaging specifications of the raw materials according to the quality requirements of the customer and of the Process Engineer;he must organize a proper place in the warehouse for each part and he must assurethe correct material flow to feed the

50、production.物流工程師負(fù)責(zé)按照顧客和工藝工程師的質(zhì)量要求設(shè)計(jì)原材料的包裝規(guī)范；他必須組織倉庫適當(dāng)?shù)奈恢脕矸胖妹恳粯恿慵?，并必須確保正確的物料傳遞給生產(chǎn)線。 He is responsible to assure on -time deliveries to the customer considering all the supply chain (raw material procurement, production of batches, delivery to the customer by road / sea / air).負(fù)責(zé)考慮所有的供應(yīng)鏈（原材料的獲得，生產(chǎn)批次，通

51、過陸路 /海運(yùn) /空運(yùn)交付），以確保產(chǎn)品及時(shí)發(fā)運(yùn)到顧客處。 He is responsible to assure that the goods arrive in good conditions according to the customer requirements to the customer's plant.按照顧客的要求，確保發(fā)運(yùn)的貨物保持良好的狀態(tài)到達(dá)顧客的工廠。 The Quality Engineer is the deputy of the Project Manager and he is responsible to assure the quality o

52、f the project, product and process.質(zhì)量工程師是項(xiàng)目經(jīng)理的代表，負(fù)責(zé)確保項(xiàng)目、產(chǎn)品和過程的質(zhì)量。 He is liable to warn the Project Manager if some phase is not done properly. 當(dāng)某些階段沒有適當(dāng)?shù)耐瓿蓵r(shí)，有義務(wù)對(duì)項(xiàng)目經(jīng)理提出警告。 He must check that the quality requirements of the customer as well as the internal requirements of the company are respected.他必須

53、檢查顧客的質(zhì)量要求，同時(shí)也應(yīng)當(dāng)考慮公司內(nèi)部的要求。 He must collaborate with the Design Engineer and withthe Process Engineer todesignthe product, developthe D-FMEA,P-FMEA,ProcessFlow Chart, ControlPlan, Safety and Critical Characteristics, Test Program Plan and IMDS.必須與設(shè)計(jì)工程師和工藝工程師合作，設(shè)計(jì)產(chǎn)品，開發(fā)設(shè)計(jì)FMEA ，過程 FMEA ，工藝流程圖，控制計(jì)劃，安全和關(guān)鍵特

54、性，試驗(yàn)計(jì)劃和IMDS 。 He is responsi ble to audit the internal process and system according to the customer requirements and to audit the suppliers.根據(jù)顧客需求，執(zhí)行內(nèi)部過程和系統(tǒng)審核以及供應(yīng)商審核。 He collects all the PPAP documents and he follows the homologation process withthe customer and the suppliers.收集 PPAP 文件，并聯(lián)同顧客和供應(yīng)商追蹤批

55、準(zhǔn)的過程。Process Engineer:工藝工程師 He is in charge of the process definition and development.負(fù)責(zé)過程定義和開發(fā) He must support the Design Engineer to design the product that can be built in thefactory.支持設(shè)計(jì)工程師設(shè)計(jì)產(chǎn)品以確保能夠在工廠實(shí)現(xiàn)產(chǎn)品。 He is responsible of the output of the process in term of product quality, capacity and cost.按照產(chǎn)品質(zhì)量、產(chǎn)能和成本的要求，負(fù)責(zé)過程的產(chǎn)量。 He is responsible to organize the production line, to collect all the equipment, to d