NewProductIntroduction…andtheImportanceofAdvancedQualityPlanning1-1新產(chǎn)品導(dǎo)入…先期品質(zhì)計劃的重要性1-2WorkshopObjectivesRevisittheNewProductIntroductionstageasakeystepinyourQualityStrategyandthetypicalpitfallsduringthisstageRevisittheconceptofConcurrentEngineering(CE)&why/howitleadstoasmoothNewProductIntroduction(NPI)ExplorethecriticalsuccessfactorsofCEteams&activitiesRevisittheconceptofProcessorQualityGatesasamanagementtoolduringtheproductdevelopmentcycleandNPIstagesExplainthestrategicimportanceofestablishingtheNPIeventasanassessmentofmanufacturingreadinessandsystematicproblempreventiontechniquepriortomassproductionDefinethekeyNPIactivities,includingitsprecedinggates,post-mortemanalyses,pre-massproductiongates.2-1訓(xùn)練班目的重新認(rèn)識新產(chǎn)品導(dǎo)入階段在品質(zhì)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(rèn)識同步工程(CE)的思想和它為何及如何使新產(chǎn)品導(dǎo)入(NPI)順利進(jìn)行.探討同步工程(CE)團(tuán)隊及其活動關(guān)鍵的成功因素.重新認(rèn)識|在產(chǎn)品開發(fā)和新產(chǎn)品導(dǎo)入階段，將制程或品質(zhì)控制關(guān)卡作為一項管理工具的思想.闡述量產(chǎn)前作為制造準(zhǔn)備就緒的評估和問題系統(tǒng)預(yù)防的技巧，而確立新產(chǎn)品導(dǎo)入的戰(zhàn)略重要性.明確新產(chǎn)品導(dǎo)入(NPI)的關(guān)鍵活動,包括前期控制關(guān)卡,事后（post-mortem）分析,量產(chǎn)前的控制關(guān)卡.2-2NewProductDevelopment&IntroductionTimingChart*LaunchPilotPrototypeProgramApprovalConceptInitiation/ApprovalPRODUCTIONFEEDBACKASSESSMENT&CORRECTIVEACTIONPLANNINGPRODUCTDESIGN&DEV.PROCESSDESIGN&DEVELOPMENTPRODUCT&PROCESSVALIDATIONManufacturingReadinessConcurrentEngineering*ADAPTEDFROMFORD’SAPQPMANUAL3-1新產(chǎn)品開發(fā)&導(dǎo)入時間表*導(dǎo)入試產(chǎn)原型方案認(rèn)可設(shè)想開始實施/認(rèn)可生產(chǎn)反饋評估及校正措施計劃產(chǎn)品設(shè)計&開發(fā)制程設(shè)計&開發(fā)產(chǎn)品&制程確認(rèn)制造準(zhǔn)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(dǎo)入失敗率最小化導(dǎo)入R&D,採購生產(chǎn)曲線圖AQP活動策略#1FMEANPI控制關(guān)卡時間目前競爭將來策略#3於MP階段,進(jìn)行早期制程優(yōu)化DOE,SPC,CLCA,&其它CIPs策略#4品質(zhì)提升

(外部失敗）偵測,受控&恢復(fù)內(nèi)在品質(zhì)&DFM/DFT客戶認(rèn)知的失敗率風(fēng)險評估預(yù)防優(yōu)化&偵測應(yīng)對&恢復(fù)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(zhì)績效反饋 -問題解決-品質(zhì)&方法推廣 -客戶制造支援-確定品質(zhì)目標(biāo)生產(chǎn)技朮中心-為PCB板進(jìn)行設(shè)計-元件的指導(dǎo)方針-

設(shè)計內(nèi)在品質(zhì)-制程研究支援體系-改變管理 -培訓(xùn)-品質(zhì)評估&稽核 -客戶資料報告-文件管制 -產(chǎn)品規(guī)程及安全性材料-材料評核-供應(yīng)商選擇

&評核-持續(xù)改善客戶設(shè)計規(guī)則生產(chǎn)技朮

材料需要設(shè)計已認(rèn)可的材料產(chǎn)品產(chǎn)品設(shè)計-產(chǎn)品評核適於可靠性,可制造性及測試的設(shè)計制造-產(chǎn)品評核-NPI-制程管制-品質(zhì)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(chǎn)黑盒子子持續(xù)改善品質(zhì)提升品質(zhì)改善計計劃定期客戶評評估討論會會品質(zhì)支援品質(zhì)稽核校正/預(yù)預(yù)防措施施文件管制體體系校準(zhǔn)體系培訓(xùn)工廠品質(zhì)體體系-實實例起點&NPINPI查驗表FMEA產(chǎn)品培訓(xùn)PostMortem分析投產(chǎn)標(biāo)準(zhǔn)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(chǎn)準(zhǔn)備試產(chǎn)量產(chǎn)確立里程碑碑般之重大大問題設(shè)計評估合格標(biāo)準(zhǔn)早期資訊共共享DFM評估R&D視工廠為內(nèi)內(nèi)部客戶強(qiáng)調(diào)先期品品質(zhì)計劃,制程缺陷預(yù)預(yù)防.確定制程方案,測試程式,及初步制程程參數(shù)達(dá)到制程良良率及直通通率的最低標(biāo)準(zhǔn).制程及測試試問題已知知並加以解決.量產(chǎn)制程參參數(shù)已確定定下來.收集必要數(shù)數(shù)據(jù),驗証所有制制程方案,測試程式,及確定定量產(chǎn)制程參參數(shù).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(chǎn)品計劃劃設(shè)想開發(fā)發(fā)工程驗証証測試(EVT)試產(chǎn)(PR)生產(chǎn)前(PP).行銷.商業(yè)計劃劃.規(guī)格評估估.設(shè)計目標(biāo)標(biāo).成本目標(biāo)標(biāo).生產(chǎn)目標(biāo)標(biāo).品質(zhì)目標(biāo)標(biāo).設(shè)計提案案.團(tuán)隊組織織.計劃表.設(shè)計&仿制.元件選擇擇&供應(yīng)商開開發(fā)計劃劃.打樣&測試試.設(shè)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(xué)測試試.兼容性測測試.試產(chǎn)評估估.制程/設(shè)備備評估.可制造性性評估.可靠性測測試.規(guī)程認(rèn)可可.元件/材料認(rèn)可可.文件.生產(chǎn)準(zhǔn)備備狀況評評估(產(chǎn)品/材料料/制制程/品質(zhì)/服務(wù)務(wù)).不符合性性分析&校正措施施.持續(xù)可靠靠性測試試.設(shè)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(guī)程認(rèn)可可測試.元件/材料料認(rèn)可測測試.兼容性測測試設(shè)計完善善度測試試(DMT)量產(chǎn).問題分析析.校正措施施.持續(xù)可靠靠性測試試.持續(xù)改善善產(chǎn)品開發(fā)發(fā)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(zhì)質(zhì)策略支支柱的NPI制程試產(chǎn)階段段表明產(chǎn)產(chǎn)品設(shè)計計及開發(fā)發(fā)已進(jìn)入入收尾階階段。它是評估估制程準(zhǔn)準(zhǔn)備就緒緒的主要要驗証階階段。它是同步步工程從從新產(chǎn)品品設(shè)想到到設(shè)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(dá)達(dá)到制程程良率目目標(biāo)方面面，DFX活動是否否適當(dāng)進(jìn)進(jìn)行且有有效。它是通過過實施PFMEA來預(yù)防制制程問題題以及為為實現(xiàn)產(chǎn)產(chǎn)出最優(yōu)優(yōu)化而確確定制程程參數(shù)的的最佳時時機(jī)。在新產(chǎn)品品導(dǎo)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(chǎn)階段段實行最最佳之持持續(xù)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(dāng)當(dāng)導(dǎo)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(dǎo)致不不能滿足足制造需需要。沒有明確確規(guī)定NPI程序或太太簡單而而導(dǎo)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(dāng)加加強(qiáng)制程程及品質(zhì)質(zhì)控制關(guān)關(guān)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(chǎn)準(zhǔn)備備情況/簽核。。於關(guān)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(chǎn)投產(chǎn)產(chǎn)之正式式標(biāo)準(zhǔn)。。11-2WhatarethepossiblefailurecostsduringtheCE,PilotRunandMassProductionstages?R&Dandfactoryperceiveeachotherasadversaries.Designdatabeingprovidedatthelastminuteresultingin“rush”preparationsforthefactory.Thatis.,newproductdesignbeing““thrownoverthewall””syndrome.DFMandDFTreviewsaredonebeforeorclosetoproductionpilotrunstagewhichisoftentoolateandprocessyieldscannotbeoptimizedbecausepcblayoutshavebeenfinalized.Atthefactory,manufacturingisonlyinvolvedinthenewproductdesignatlatestagesandomittedmanynecessarybuttimeconsumingactivitiessuchasproductchecklists,FMEA,testplansandprocesscapabilitystudies.Becauseofthe““l(fā)ackoftime”,andinsufficientemphasisduringtheNPIstage,manyproductandprocessproblemsspillovertomassproductionramp,resultinginthefailurecostsincreasingtremendously.Finally,theoldsyndromeof“problemsolving””and““continuousimprovement”prevails.12-1在CE,試試產(chǎn)及量量產(chǎn)階段段,可可能的失失敗成本本是什麼麼?研發(fā)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(shè)計資資料提供供給工廠廠而導(dǎo)致致“倉促促”準(zhǔn)備備。即,新產(chǎn)產(chǎn)品設(shè)計計患有““隔隔牆拋物物”綜綜合証。。於試產(chǎn)前前或近於於試產(chǎn)階階段,才才進(jìn)行行DFM及DFT評估。這這經(jīng)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(yōu)化。。在工廠，，制造僅僅在最後後階段才才參與新新產(chǎn)品設(shè)設(shè)計，而而遺漏了了許多必必要的且且耗時的的活動，，如產(chǎn)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(chǎn)品和和制程問問題暴露露於量產(chǎn)產(chǎn)期間，，而導(dǎo)致致失敗成成本大幅幅增加。。最後，““解決問問題”及及“持續(xù)續(xù)改善””之頑癥癥繼續(xù)““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(chǎn)準(zhǔn)備試產(chǎn)量產(chǎn)確立里程碑般般之重大問題題設(shè)計評估合格標(biāo)準(zhǔn)早期資訊共享享DFM評估R&D視工廠為內(nèi)部部客戶強(qiáng)調(diào)先期品質(zhì)質(zhì)計劃,制程缺陷預(yù)防防.確定制程方案案,測試程式,及初步制程參參數(shù)達(dá)到制程良率率及直通率的的最低標(biāo)準(zhǔn).制程及測試問問題已知並加加以解決.量產(chǎn)制程參數(shù)數(shù)已確定下來來.收集必要數(shù)據(jù)據(jù),驗証所有制程程方案,測試程式,及及確定量產(chǎn)產(chǎn)制程參數(shù).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(jīng)理及富經(jīng)驗驗之設(shè)計者構(gòu)構(gòu)成如何設(shè)計計產(chǎn)品之“知知識群體”。。經(jīng)理&團(tuán)隊領(lǐng)導(dǎo)者基基於過去成功功及失敗的經(jīng)經(jīng)驗，帶領(lǐng)小小組通過開發(fā)發(fā)階段。如：：當(dāng)需要一新新項目之計劃劃表時，經(jīng)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(fā)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(jīng)驗不足的工工程師被迫依依賴於一些主主導(dǎo)工程師或或經(jīng)理來引導(dǎo)導(dǎo)他們通過大大量的未包括括於計劃表中中的其它開發(fā)發(fā)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(fā)“制程””知識掌握在在一些關(guān)鍵經(jīng)經(jīng)理手中，當(dāng)當(dāng)這些人改行行做其它工作作或離開公司司，研發(fā)組織織易於受損。。新經(jīng)理繼任任，重新開始始學(xué)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(dāng)出問題時，，“人”，通通常是個人受受到責(zé)備。很少記錄成功功與教訓(xùn)並於於各運作部門門間共享，而而導(dǎo)致：重復(fù)復(fù)錯誤,難難於成功。.對所有項目經(jīng)經(jīng)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(zhì)質(zhì)計劃(AQP)團(tuán)隊,或或,同步工程(CE)團(tuán)隊17-2ShiftfromSerialtoParallelProcesseswithConcurrentEngineeringTraditionalserialprocessConcurrentengineeringprocessDevelopmentprocessMFGreadinessprocessDevelopmentprocessMFGprocessdevelopmentShipdate18-1從串行制程轉(zhuǎn)轉(zhuǎn)向以同步工工程為特征的的並行制程傳統(tǒng)的串行制制程同步工程制程程開發(fā)制程MFG準(zhǔn)備階段開發(fā)制程MFG制程開發(fā)出貨期18-2Whytheshiftfromserialtoparallelprocess?Shorterdesign/developmentintervalsduetolessdesignrework/changestomeetMFGrequirements(I.e.,higherchancesofdesigningproductsrightthefirsttime)ShortermanufacturingreadinessintervalsbecauseofdesigndatasharingatearlierstagesofR&DcycleShortertime-to-shipintervalsasaresultofprecedingshorterintervalsManufacturabilityreviewshadtobeperformedatearliestopportunityinorderforDFM/DFAactivitiestobeeffectiveOpencommunicationsbetweendesignandmanufacturingorganizationsresultinrealqualityimprovementsthathelpdownstreamprocesses19-1為何要從“串串”轉(zhuǎn)向“並並”行制程?由於更少的設(shè)設(shè)計重工/修改而縮縮短了設(shè)計/開發(fā)時時間，來滿足足MFG需要。(即：於第一次次就設(shè)計好產(chǎn)產(chǎn)品的更高可可能性)由於在R&D早期階段設(shè)計計資料共享，，而縮短了制制造準(zhǔn)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(jī)，，必須進(jìn)行可可制造性評估估以使DFM/DFA活動有效。設(shè)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(xiàn)真正正的品質(zhì)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(xùn)練&DFM指導(dǎo)方針部分時間參與與設(shè)計與MFG整合之開發(fā)團(tuán)團(tuán)隊20-2IsolationstageLittleornointeractionduringnewproductdevelopmentDesignownedsolelybythedevelopers;separatedesignandmanufacturingdocumentationIndividualcontributionhighlyvaluedandrewardedOver-the-walldesigntransferandserialdesignandmanufacturingactivitiesconsiderednormalmodeofoperation21-1獨立階段於新產(chǎn)品開發(fā)發(fā)階段，相互互之間很少或或沒有互動。。設(shè)計由開發(fā)人人員獨佔；設(shè)設(shè)計文件與制制造文件分開開。過高看重個人人貢獻(xiàn)並給與與獎勵?！案魻潯痹O(shè)計計轉(zhuǎn)移，串行行設(shè)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(shè)計工作完成成之後，與制制造部門進(jìn)行行溝通。設(shè)計需頻繁修修改以兼顧制制造問題，而而導(dǎo)致開發(fā)時時間延長。制造及設(shè)計間間的關(guān)系由很很少互動轉(zhuǎn)為為一種對抗的的，互相指責(zé)責(zé)的且緊張的的關(guān)系。22-2Education&DFMGuidelineStageManufacturingprovidedDFMinformationviadocuments,I.e.,DFMguidelines;reviewsandreworkwerereducedDesignersbecamemoreknowledgeableandsensitivetomanufacturingandotherdownstreamprocessesaffectedbythedesign;productdesignsbegantoreflectmanufacturingissuesupfrontinthedesignprocess,andsomefull-streamoptimizationoccurredManufacturingengineersremainedisolatedfromdesignprocess,withtheexceptionofmanufacturabilityreviewsDesignersbegantorealizethatitisdifficulttokeepupwithandhandleallthemanufacturinginformation;awarenessincreasedthatdesignerscannotdoDFXbythemselves23-1訓(xùn)練&DFM指導(dǎo)方針階段段通過文件，即即：DFM指導(dǎo)方針，向向制造部門門提供DFM資訊;評估及重工減減少。設(shè)計人員變得得更博學(xué)，對對制造問題及及其它受設(shè)計計影響的下序序制程更敏感感；產(chǎn)品設(shè)計計開始提前於於設(shè)計階段就就反映制造問問題，整個流流程實現(xiàn)某種種程度的優(yōu)化化。除了進(jìn)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(shè)設(shè)計制程之外外。設(shè)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(qiáng)烈地意識識到並非設(shè)計計人員能夠獨獨自進(jìn)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(shè)計制程早早期階段；評評估及重工被被消除。設(shè)計及制造部部門開始頻繁繁互動；溝通通渠道敞開。。產(chǎn)品及相聯(lián)系系的下序制程程的同步設(shè)計計只發(fā)生在有有限的基礎(chǔ)上上，於設(shè)計及及制造間一些些決策文件共共享；制造準(zhǔn)準(zhǔn)備時間（最最終設(shè)計至生生產(chǎn)出貨）開開始縮短。同步工程的的成功因素素開始顯現(xiàn)現(xiàn)，包括目目標(biāo)共享，，溝通工具具，設(shè)計工工具共享，，共享價值值及報酬體體系，共有有制程。設(shè)計人員繼繼續(xù)“擁有有”產(chǎn)品設(shè)設(shè)計。24-2IntegratedDevelopmentTeamsStageThisisthefinalstagewhereDesignandManufacturingworkcloselytogethertoachievethecompany’sgoals.25-1經(jīng)整合之開開發(fā)團(tuán)隊階階段這是最後階階段,于于此階段,設(shè)計及及制造部門門密切合作作，共同達(dá)達(dá)成公司目目標(biāo)。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(chǎn)準(zhǔn)備試產(chǎn)量產(chǎn)確立里程碑碑般之重大大問題設(shè)計評估合格標(biāo)準(zhǔn)早期資訊共共享DFM評估R&D視工廠為內(nèi)內(nèi)部客戶強(qiáng)調(diào)先期品品質(zhì)計劃,制程缺陷預(yù)預(yù)防.確定制程方方案,測試程式,及初步制程程參數(shù)達(dá)到制程良良率及直通通率的最低標(biāo)準(zhǔn).制程及測試試問題已知知並加以解決.量產(chǎn)制程參參數(shù)已確定定下來.收集必要數(shù)數(shù)據(jù),驗証所有制制程方案,測試程式,及確定定量產(chǎn)制程參參數(shù).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(dá)達(dá)到2個目目的設(shè)計,開發(fā),驗驗証一個產(chǎn)產(chǎn)品，優(yōu)化化從設(shè)想直直到交付的的產(chǎn)品生命命周期的所所有要素，，包括品質(zhì)質(zhì),成本本,計劃劃表,及及用戶需要要。同步設(shè)計,開發(fā),及驗証証支援產(chǎn)品品生產(chǎn)的制制造制程。。28-2ImportantCEActivitiesSharingofdesigndataatearlystagesDFMreviewsatprototypestagesPlanninganddevelopmentofmanufacturingprocessesincludingdocumentation,processfixture,testprogramsandexternalsuppliercommunicationsOpenandfreeflowcommunicationamongtheCEorAPQPteammembers29-1重要的CE活動於早期階段段，設(shè)計資資料共享。。在原型階段段，進(jìn)行DFM評估。制造制程的的計劃及開開發(fā)包括文文件，制程程治具，測測試程式及及外部供應(yīng)應(yīng)商溝通。。於CE或APQP團(tuán)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(shè)計/方方案資料料共享-實例芯片組,新元件資料料產(chǎn)品規(guī)格方案計劃表表計劃綱要Fabmaster,BOM,PCB,Gerber,插件檔案供應(yīng)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(biāo)志標(biāo)標(biāo)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(yīng)有由制造造及R&D使用的包括括設(shè)計及產(chǎn)產(chǎn)品指導(dǎo)方方針的查驗驗表以確認(rèn)認(rèn)產(chǎn)品設(shè)計計滿足制造造需要。DFM評估活動應(yīng)應(yīng)盡早開始始以使問題題盡早出現(xiàn)現(xiàn)，如：EMI確認(rèn)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(yīng)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(qū)區(qū)),clearanceareas(元件間的未未布線區(qū))資料轉(zhuǎn)向下下道工序31-2DFMResponsibilitiesDesignEngineers&PCBLayoutEngineersResponsibleforconsideringandimplementingthenecessaryDFXguidelinesTestEngineersFinalresponsibilitytoensureadherencetoDFTguidelinesManufacturingEngineersFinalresponsibilityforensuringDFMguidelinesDriveriskandcostanalysisofdesignoptionsProcessEngineersandTechniciansQuantifytheimpactofviolations(I.e.,CostofPoorQuality)Note:1)AlloftheseusersprovideinputsfornewDFMrules;2)AdditionaltrainingmayberequiredfortheaboveengineersinorderforDFMimplementationtobeeffective.(3)DFMguidelinesshouldincludeexplanationsonwhythingsaredoneincertainways.32-1DFM責(zé)任設(shè)計工程師師&PCB布線工程師師職責(zé)是考慮慮及實施必必要的DFX指導(dǎo)方針測試工程師師最終職責(zé)是是確保堅持持DFT指導(dǎo)方針制造工程師師最終職責(zé)是是確保堅持持DFM指導(dǎo)方針設(shè)計選項的的實施風(fēng)險險及成本分分析制程工程師師及技術(shù)員員量化違反規(guī)規(guī)程的影響響(即:不良良品質(zhì)成本本)注:1)所有有使用者為為DFM新規(guī)程提供供信息來源源;2)應(yīng)對上述工工程師進(jìn)行行相應(yīng)培訓(xùn)訓(xùn)，以便DFM能有效實施施.(3)DFM指導(dǎo)方針應(yīng)應(yīng)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(rèn)尺寸改變供應(yīng)商同意意&確認(rèn)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(jié)結(jié)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(jié)結(jié)案SMT&DIP各評估4小時OKOKNGNGR&D不同意供應(yīng)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(tuán)隊成成功的關(guān)關(guān)鍵因素素40-2ATypicalAPQPorCETeamCoreTeamElectricalDesignerMechanicalDesignerManufacturingEngineerTestEngineerIndustrialEngineerQAMaterialEngineerExtendedTeamPackagingEngineerFacilitiesEngineerToolingEngineerSupplierEngineerPurchasingCustomerqualityCustomer41-1典型的APQP或CE團(tuán)隊團(tuán)隊的核核心電子設(shè)計計師機(jī)械設(shè)計計師制造工程程師測試工程程師工業(yè)工程程師品保材料工程程師團(tuán)隊的外外延包裝工程程師設(shè)備工程程師治夾具工工程師供應(yīng)工程程師採購客戶品質(zhì)質(zhì)客戶41-2ATypicalCETeam(continued…)42-1典型的同同步工程程團(tuán)隊(續(xù)…)42-2PRODUCTDEVELOPMENTTEAMPRODUCTDESIGN.ELECTRICAL/SOFTWARE.MECHANICAL/IDQUALITYENG’’GPRODUCTIONENG’’GPROJECTMANAGERSENIORMANAGERSAFETYENGINEERENG’’GSUPPORTPRODUCTIONMATERIAL(Procurement)SALESMATERIALENGINEERPROJECTCOORDINATORCETeam-AnExample43-185產(chǎn)品開發(fā)發(fā)團(tuán)隊產(chǎn)品設(shè)計計.電子/軟件.機(jī)械/位址址ID品質(zhì)工程程生產(chǎn)工程程項目經(jīng)理理資深經(jīng)理理安全工程程師工程支援援生產(chǎn)材料採購購銷售材料工程程師項目協(xié)調(diào)調(diào)員CE團(tuán)隊––實例例43-286PerformanceMetricsforCETeams&NPIActivities-AnExampleOn-timestartforpilotrunOn-time1stshipmenttocustomerMeettheReleaseToProductioncriteriafornewmodelsAchieve(lessthan)thetargetnumberofECNduetodesignerrors(e.g.,for1st3monthsafterNPI).Meet(lessthan)thetargetnumberofMRBduetosuppliererrors.44-1CE團(tuán)隊&NPI活動的績績效量度度–實實例試產(chǎn)按時時開始第一批貨貨按時交交給客戶戶達(dá)到新機(jī)機(jī)種投產(chǎn)產(chǎn)標(biāo)準(zhǔn)達(dá)成(少於)由由於設(shè)計計錯誤而而需ECN的目標(biāo)次次數(shù)(e.g.:NPI後前三個個月).達(dá)成(少於)由由於供應(yīng)應(yīng)商差錯錯(供料料不及時時與品質(zhì)質(zhì)問題)而需MRB的目標(biāo)次次數(shù)44-2ProblemswhichaffectthefactoryProblemsoutProblemsInOperatingmargins/profitsTheDynamicsofQualityReducethefrequencyofnewproblemscomingintothefactoryIncreasethefrequencyofgettingproblemsoutofthefactoryNewdesignsSupplierpartsRequireddocumentation&trainingAQP;NPIFMEAEarlyprocessoptimizationEffectiveCLCATheFactoryasanInternalCustomer45-1影響工廠廠之問題題問題解決決問題出現(xiàn)現(xiàn)營運利潤潤品質(zhì)之能能動作用用減少工廠廠新問題題發(fā)生之之頻率增加問題題解決之之頻率新設(shè)計供應(yīng)商元元件所需文件件&培培訓(xùn)AQP;NPIFMEA早期制程程優(yōu)化有效之CLCA視工廠為為內(nèi)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(jìn)行的的客戶調(diào)調(diào)查范例例48-2Exercise-DraftasimplifiedproductdevelopmentflowchartforamajorOEMcustomerincludingDVT,EVTandPilotRunstages.BrainstormthekeyCEactivitiesateachmajormilestoneBrainstormtheimportantinformationsharing&thecorrespondinginternalsupplier-customerrela