新产品导入程序管理专题培训英文版)
新产品导入程序管理PPT资料32页
a> Project milestone(Schedule)
b> Project organization(Team)
-----Process Engineer/SMT Engineer/Diagnostic Engineer/Quality Engineer/Program Manager / Sales/Buyer/Planner/PDM(product document manager)/Finance etc.
---------The practice and lesson learnt in NPI phase are most important as customer is prefer to solve all problems which are related to design and system fault at this phase, not mass production phase.
NPI Process
Pre-study Phase Planning Phase Execution Phase Trial-run Phase Ramp-up Phase Transfer Phase
Pre-study Phase
----------Sales manager will call related people to review the sales offer, forecast, project budget and agreement.At the same time,product engineers need to ask for the informations such as product specifics and production requirement from PM or customer to know the prouct in advance.
PE工程师培训新产品导入(带附加条款)
PE工程师培训新产品导入1.引言随着科技的飞速发展，企业不断推出新产品以满足市场需求。
新产品导入（NewProductIntroduction,NPI）是确保产品从设计到生产再到市场成功的关键过程。
PE工程师在新产品导入过程中扮演着至关重要的角色，他们负责将产品设计转化为可批量生产的产品，并确保产品满足质量、成本和交货期要求。
本文将介绍PE工程师在新产品导入过程中的培训内容，以帮助他们更好地完成工作。
2.PE工程师在新产品导入过程中的职责2.1技术评审设计可行性：评估产品设计是否符合生产设备和工艺要求，是否存在生产难题；材料选择：评估产品所选材料是否满足生产、质量和成本要求；工艺流程：分析产品生产工艺流程，确保生产过程中产品质量稳定；质量控制：评估产品设计是否易于进行质量检测，以确保产品合格。
2.2工艺优化与验证PE工程师在新产品导入过程中，需要根据产品设计要求，制定合理的生产工艺流程，并进行工艺优化和验证。
这包括：工艺流程设计：根据产品设计，制定详细的生产工艺流程，明确各工序的操作要求；工艺参数优化：通过试验和数据分析，确定最佳的生产工艺参数，提高产品质量和生产效率；工艺验证：对生产工艺流程和参数进行验证，确保产品在批量生产过程中质量稳定。
2.3生产准备PE工程师在新产品导入过程中，需要负责生产准备工作，确保生产顺利进行。
这包括：生产线布局：根据产品特点和工艺要求，设计合理的生产线布局，提高生产效率；设备选型与调试：选择合适的设备，并进行调试，确保设备满足生产要求；人员培训：组织对生产人员进行培训，确保他们掌握新产品生产的技能和操作要求；物料准备：协调采购部门，确保生产所需的原材料和零部件及时到位。
3.PE工程师培训内容3.1技术知识培训产品设计知识：使PE工程师了解产品设计的基本原则和方法，为技术评审提供依据；材料知识：使PE工程师熟悉各种材料的性能、应用和成本，为材料选择提供参考；工艺知识：使PE工程师掌握各种生产工艺的基本原理和操作方法，为工艺优化和验证提供支持。
设备新产品导入流程
设备新产品导入流程As a company, the process of importing new equipment products is a crucial one that requires careful planning and execution. 作为公司，导入新设备产品的流程是一个至关重要的过程，需要认真的规划和执行。
First and foremost, it is essential to have a clear understanding of the market demand and customer needs. 首先，必须对市场需求和客户需求有清晰的了解。
Researching and analyzing the target market to determine the potential demand for the new equipment products is a critical step in the import process. 通过研究和分析目标市场，确定新设备产品的潜在需求是导入流程中至关重要的一步。
Additionally, understanding the regulatory requirements and import regulations of the target market is paramount. 此外，了解目标市场的监管要求和进口法规是至关重要的。
Once the market demand and regulatory requirements are understood, the next step is to identify and select the right suppliersfor the new equipment products. 一旦了解了市场需求和监管要求，下一步就是确定并选择适合新设备产品的供应商。
完整版)NPI新产品导入管理程序
完整版)NPI新产品导入管理程序XXX文件编号：SABA/QP-A-215发文日期：2015年6月10日实施日期：2015年6月20日受控状态：新产品导入管理程序版本号：第A版目录：1.目的2.范围3.引用标准文件4.定义5.职责6.管理流程图7.管理内容与方法8.变更点管理9.记录与表格10.相关表单修订记录：日期/新版本第一次修改：第二次修改：第三次修改：修改原因：修改批准人：修改人：新产品导入管理程序版本号：第A版第1页，共9页1.目的1.1 本程序的目的是为了有效执行新产品的开发工作，确保产品达到客户指定的要求与品质，同时使新产品开发流程标准化，作为新产品开发小组中各部门成员作业依据。
通过新产品开发过程中的各项技术资料、文件的完善和经验累积，逐步形成公司的核心竞争力。
2.范围本程序适用于新产品从策划到设计开发到量产的全过程的各个阶段的验证与控制，以及在现有系列产品的基础上衍生零件而增加的新规格产品。
3.引用标准文件GB/T-ST6、FT74.定义4.1 新产品新产品指采用新技术原理、新设计构思研制生产或在结构、材质、工艺等某一方面有所突破或较原有产品有明显改进，从而显著提高了产品性能或扩大了使用功能，并对提高经济效益具有一定作用的产品，一般具有新原理、新结构、新技术和新材料等特征。
4.2 衍生产品开发衍生产品开发指在公司现有产品的基础上，通过零件的组合、增加或变更，从而衍生出一种新规格的产品的开发。
5.职责5.1 总经理职责5.1.1 负责配置新产品所需的生产物资、工艺设备、人员、作业环境等资源；5.1.2 负责样品、小批量试制、批量生产各阶段物料的采购；5.1.3 负责新产品生产过程中工艺、检验文件的审批；5.1.4 负责量产之前产品验证质量信息传递及跟踪；5.1.5 负责新产品开发项目推进工作的验收。
5.2 办公室职责5.2.1 负责制作新产品工艺流程图与作业指导书；5.2.2 负责新产品相关知识培训与考核工作；5.2.3 负责相关表单、标识的制作、跟踪。
新产品设计与开发程序（中英文）
新产品设计与开发程序（中英文）新产品设计与开发程序New Product Design & Development Procedure（ISO9001：2015）1. Purpose目的:Define a clear procedure for New Products Design and Development给新产品设计和开发定义明确的程序2. Scope范围Apply to all the products that STARRY develop and manufacture适用于所有本公司开发和生产的产品3. Reference Document参考文件3.1. Quality Manual质量手册3.2. ECN procedure工程变更通知程序3.3. BOM Creation procedure BOM制做程序4. Definition定义4.1. BOM –Bill of Material 物料清单4.2. ECN –Engineering Change Notice工程变更通知4.3. NPI –New Product Introduction新产品介绍会4.4. PR –Purchasing Requisition采购申请单5. Responsibility职责5.1. D&D manager开发部经理:5.1.1. Appoint product developer review and validate the projects.指定产品开发员进行项目评审及确认5.1.2. Review the design requirement, product specification and approve the design output.设计需求与产品规格评估及批准设计输出。
5.2. Product developer产品开发员:5.2.1. Prepare project plan and follow制定项目计划并跟进5.2.2. Prepare the design output完成设计输出5.2.3. Prepare all the project documents制定项目文件5.2.4. Coordinate NPI meeting组织NPI会议5.3. Sourcing采购开发:5.3.1. Find new supplier and material for the new products寻找新供应商和新产品物料5.4. Sample room Supervisor板房主管:5.4.1. Sample room management管理板房5.4.2. Technical orientation to sample development样品开发技术指导5.5. Pattern maker纸格师傅:5.5.1. Prepare new patterns制作纸格5.6. Graphic designer绘图员:5.6.1. Prepare new graphic according to the design input根据设计输入制作图稿5.6. Sample Room板房:5.6.1. Prepare new samples according to the product developer inputs.根据产品开发员需求制作新样品6. General procedure一般程序6.1. Design and development plan 设计和开发计划6.1.1. Customer or Designer T eam of D&D Dept. creates new project brief客户或设计开发部设计师制做新项目介绍.6.1.2. D&D manager shall review the received design requirements.开发经理评审设计要求6.1.3. D&D manager and appointed Product Developer makeProject Plan开发经理和项目产品开发员制做新《项目计划》6.2. Design and development inputs设计和开发输入6.2.1. Design and development inputs shall include (but not limited to) the requirements as following items: 设计和开发输入应包括(但不仅限于)以下要求:A. Brief, Drawing, Picture项目介绍，图纸，图片B. Material requirements and testing物料和相关测试要求C. Other related documents;其它相关文件6.2.2. All design and development inputs shall be reviewed by the D&D Manager and the Project Developer, communicate with the customer by Email, review the final information and confirm to move forward.所有设计和开发输入需由开发经理和产品开发员评审,通过邮件与客户沟通，评审最终资料并确认进行开发6.3. Design and development outputs设计和开发输出The design outputs include (but not limit to) material card, molds, graphics, patterns,samples, BOM. The detail working process as following:设计和开发输入应包括(但不仅限于)物料卡, 模具, 图稿, 纸格, 样品, BOM. 详细工作顺序如下:6.3.1. D&D manager and Product Developer review and confirm what materials and molds should be ordered 开发经理和产品开发员评审并确认需采购的材料和模具.6.3.2. Product Developer issue materials chemical and other legal requirements through Sourcing Department to supplier 产品开发员通过采购开发部通知供应商物料的化学和其它法规要求6.3.3. Product Developer issue Purchasing Requisition Form to Sourcing Department for sample materials 产品开发员填写《采购申请单》给采购开发部采购物料6.3.4. Graphic Designer prepare graphic works 绘图员制做图稿6.3.5. D&D manager and Product Developer review and approve graphic works, Graphic Designer instruct supplier to produce all the graphics works and molds开发经理和产品开发员评审并确认图稿后，绘图员通知供应商进行装饰物和模具的制做6.3.6. Product Developer prepare 4 set of sample material cards 产品开发员准备四份样品物料卡6.3.6. Product Developer issue Sample Request Form to the Sample Room产品开发员填写《样板制作单》并发给板房6.3.7. Pattern Maker prepare pattern 纸格师傅制做纸格6.3.9. Sample Room produce prototype (prototype only suitable for new sample). 板房制做试板（初板只适用于新结构样板）6.3.10. D&D manager and Product Developer review prototype, and if necessary, improving modification shall be carried out.开发经理和产品开发员评审试板，并在需要时修改试板6.3.11. After the prototype is accepted, Sample Room produces final samples试板确认后，板房制做确认板6.3.12. Make BOM according to BOM Creation Procedure根据《BOM制做程序》制做BOM6.4. Design and Development review 设计与开发的评审See 6.2.2 / 6.3.5 / 6.3.10 请看6.2.2 / 6.3.5 / 6.3.106.5. Design and Development verification: 设计和开发的验证Finished samples shall be verified by the product developer according to design inputs, and record in Design and Development Verification Report.确认板需由产品开发员根据设计输入要求进行验证，并记录在《设计开发验证报告》6.6. Product developer issues a development Debit Note request for all invested molds产品开发员填写开发请款单并发给客户请款6.6. Design and Development validation设计和开发的确认6.6.1. Product Developer gets final sample validation from customer. 产品开发员从客户得到样品最终确认。
《NPI新产品导入》课件
3
产品开发
使用合适的技术和方法进行产品开发。
4
产品测试
进行功能、性能和用户体验测试。
5
批量生产
准备设备和材料，按计划进行大规模生产。
ห้องสมุดไป่ตู้
新产品设计
设计目标
明确产品的功能、样式、品质和用户体验目 标。
图形和样式
选择适合产品定位的图形和样式，确保产品 与市场和用户需求相符。
设计流程图
绘制产品设计的流程图，明确各个设计阶段 的任务和关键要素。
功能需求
明确产品的功能需求，确保产品能够满足用 户需求。
产品开发
1
开发目标
明确开发目标，制定项目计划和开发
编码规范
2
里程碑。
遵循统一的编码规范，确保代码质量
和可维护性。
3
测试用例
编写详细的测试用例，覆盖产品的各
版本控制
4
个功能和场景。
使用版本控制系统管理代码的版本和 变更。
产品测试
测试目标
确保产品的功能、性能和用户体验符合预期。
《NPI新产品导入》PPT课件
Learn the step-by-step process of launching a new product, from market research to successful promotion and everything in between.
导入准备
测试类型
包括功能测试、性能测试、兼容性测试和用 户体验测试。
测试计划
制定详细的测试计划，包括测试目标、测试 方法和测试环境。
测试报告
记录测试结果和问题，及时修复和改进。
批量生产
1 工厂设备
制造业新产品导入流程模板
制造业新产品导入流程模板Scope 范围----------------------------------------------------------------------------------------------------------------------------This procedure covers new product introduction in AAA (Suzhou).凡导入AAA苏州工厂制造的新产品，均依本程序文件的规定。
New product introduction include NPD (New Product Development) and NPT (New Product Transfer).新产品导入包括新产品开发和新产品转移。
Objective 目的----------------------------------------------------------------------------------------------------------------------------To make assure new product introduction in AAA (Suzhou) is under control.确保AAA苏州工厂新产品导入处于受控状态。
Applicability 适用性-------------------------------------------------------------------This procedure applies to only AAA (Suzhou) facility. 此程序文件仅适用于AAA苏州工厂。
Definition 定义----------------------------------------------------------------------------------------------------------------------------New product introduction is a project management process. Project initiation means when one factory NPI Project leader (Project Manager) accept authorization from local management, project close means when new product is delivered to mass production after ramp up.新产品导入是一个项目管理过程。
新产品导入流程
新產品導入流程一.目的为更好的开展新机型导入过程，顺利完成试产，特制定本程序对新机型进行规范化管理。
二.范围适用于公司所有新产品的试运行导入。
三.定义3.1 NPI:(New Production Item) 新产品导入3.2 BOM: (Bill Of Material)材料清单3.3集成阶段：新机型在不需要总装跟进的阶段3.4试产阶段：新机型完成所有生产环节、分析各环节问题点。
3.5改善阶段：对前期试产出现的问题进行验证，并进行可靠性试验。
3.6转量转移阶段：新机型通过小批量试产，用来发现问题和验证解决问题的效果，以及对制造工艺的检验，以及后续上量制造需采用的工艺进行准备。
3.7量产阶段：新机型通过量产转移,进入批量生产阶段。
四.职责4.1 产品工程师负责向客户收取试产所需的详细资料，召集项目组成员召开试产的准备会议。
并根据试产总结和问题分析进行量产转移评估。
4.2 IE工程师负责制定新机型试产流程图、排拉表、作业指导书等工艺文件。
4.3 PE工程师负责测试软件的跟进，现场排拉、指导、培训操作员培训，以及试产中功能不良的分析记录。
4.4 ME工程师负责设备仪器、工装夹具的调试、维护及维修。
4.5生产线长负责人员、物料的筹备和生产过程的管理。
4.6 QE工程师负责试产物料的检验，控制，手机软件的确认、制定检验标准，提供试产检验计划，提供试产检验报告，组织试产机型出货评估。
4.7 SMT工艺工程师负责试产过程中贴片过程中问题汇总、分析。
4.8 文控中心负责向工程部领取试产资料及相关文件。
4.9样机保管员负责对试产所需的工程、工艺、测试等样机的领取和管理。
五．工作程序5.1 新机型导入阶段分为集成阶段、试产阶段、改善阶段、量产转移阶段。
5.2 集成阶段5.2.1 SMT工程师根据工程部输出的钢网文件进行确认，指导钢网的制作。
5.2.2 SMT工程师根据工程部输出的坐标文件、BOM、拼板图、丝印图、ECO等文件，跟进新机型主板贴片，并填写《主板贴片试制报告》，反馈到产品工程师。
NPI新产品导入(制造业项目管理)
讲师介绍 ：
讲师资历介绍：丁远 优秀实战型讲师，中国质量协会高级会员，质量与可靠性管控资深专家，深圳质量协会特聘企 业评估专家。 工作经历： 16 年汽车/电子行业工作经验，先后在不同行业的大型国有企业和外资企业担任过研发工程/项 目/质量/供应链管理等方面的中高级管理职位，在企业管理和技术方面均有很深入的研究，在液 压，热能工程方面的发明专利曾获国家奖项，在综合运用可靠性风险分析，缺陷分析，DOE试 验设计来达到产品和零部件高要求方面有独到的研究，开发有独特实用的产品可靠性与质量风 险分析方法，尤其注重制造公司里的可操作性，出身于制造现场，服务于制造现场。 从业领域包括汽车制造，火车制造，石油设备及自动控制，汽车零部件，精密电子如LCD/PCBA， 高端消费电子等，在跨国公司的新产品项目导入、零缺陷质量控制、可靠性工程、供应链管理 等方面有丰富的实践经验和成功案例。曾在公司美国和欧洲工厂接受DOE、精益生产与供应链 管理训练并用于公司在国内供应商中的管控与改进项目，取得显著工具(与传统的质量工具不同)design rule的明确与横向沟通产品 特性分析与功能界面分析功能与特性的传递关系产品特性分类特性激发—驱动力与应力功能分 解零部件、原材料与最终产品之间的性能界面分析产品界面图与媒介分析界面冲突与传递风险 识别—界面分析法特性识别策略实际企业案例及演练第 七部分从产品开发到工艺开发和工艺验证缺陷发生源与波动源分析过程三剑客的有效性(从流程 图,FMEA,控制计划到作业指导书的内在对应关系) 关键控制点与特殊过程防错、探测度与过滤能 力检验站设置转机换型监控的重要性两级过程整备状态工艺水平评价技术FTQ(FIRST TIME QUALITY)风险点分析过程固有质量风险水平预测测量系统审核与过滤能力评估 第八部分项目风险分析工具风险控制概述风险控制循环新产品导入风险分析FMEA的重点与普遍 的误区以往风险分析工具的缺陷(FMEA和FMECA的使用限制)如何正确使用FMEA失效与缺陷的差 别与规律零件固有风险分析—层次分析法质量风险传递规律产品实际分析 第九部分NPI原料供应策划新产品项目物料需求分析什么是DFSC—产品供应关系前期规划关键 物料与关键供应商定义供应能力需求模型二方供应能力验证的开展实际企业案例及演练 第十部分如何缩短项目周期和判定量产放行条件建立和优化项目平台精简项目周期所必需的要 素试产报告要包含的内容试产问题的分析与解决LRR量产放行条件量产放行时的风险控制手段 实际企业案例课程总结
管理培训教材 ——NPI新产品导入篇
试产中
试产问题点记录报告
试产后
试产报告 试产转量产评估报告 转量产核准单
试产重点
新产品导入举例
新产品导入举例
顾客满意
产品与服务的策划及试产所显示的过程能力并不能持续地 保证顾客满意，所以量产阶段才是显示PIE工程师的工作业 绩与有效性的最好时机；
如何保证产品与生产过程的最顺畅、质量最完备、交货期 最准确、作业员最熟练等一系列的效果均需要PIE工程师去 完成。
• 认证 Pass • 自我与客户验证 , 无严重问题存在 •工厂端 • 试产直通率 >= 92% • 无严重问题存在 • Cpk >=1.33
新产品开发成员
项目经理 ( PM )
NPI
PMC
设计品管
研发
设备 产品 工业 资 计 物 D S 测 硬 软 结
治具 工程 工程 源 划 控 Q Q 试 体 体 构
NPI项目的阶段性目标及意义
New Product Plan / Product ID Engineering Verification Test Design Verification Test
Process Verification Test Mass Production
NPI项目的阶段性目标及意义
培训结束
NPI项目的阶段性目标及意义
新产品开发流程
新产品开发流程
试产的目的 •产出样品 --- 送样 / 认证 / 测试 •是否符合量产需求良率 / 可组装性 / 可测试性 / 产能 •建立量产条件 : 流程 / SOP / 最佳参数 / 检验规范 测试验证的目的 •达到认证的要求 ( 安全 / 电磁干扰 / 通信 ) •达到客户的规格需求( 功能与可靠度 ) 量产标准 •设计端
新产品引进程序(英文)
描述1. 定义:1.1 Pre-series Build – can be divided into 2 stages: pre-pilot wherein line set-up (assembly and test) andthe product itself are debugged prior to proceeding to the actual pilot build and pilot phase where allmanufacturability aspects (assembly and test) including productivity and yield are verified to ensureoptimum results are duplicated during mass production build.1.2 Initial Mass Production – First job/shop order of mass production where all changes resulting fromthe pre-series build are validated.1.3 Mass Production – New product phase where the product has been certified to meet allspecifications. At this stage, the product is released to production and it should have attained thequality level required by the customer and manufacturability level required by manufacturing.2. 责任:2.1 PTT Engineer2.1.1 To assess the manufacturability of the product. This includes all areas of production formsurface mount to packaging.2.1.2 To ensure accuracy of the Bill of Materials and all mechanical drawings.2.1.3 To develop the manufacturing process suitable for the product.2.1.4 To validate that all process changes occurring during the build are formalized to properdocuments prior to releasing the product to the next stage.2.1.5 To coordinate early reviews of the new product and ensure feedback of manufacturingissues to Customer.2.1.6 To ensure availability of documents and samples required by the factory team to preparefor the new product build.2.1.7 To ensure smooth transfer of the new product to succeeding stage.2.2 Test Engineering2.2.1 To assess the testability of the product.2.2.2 To develop the test process, test plan and test specification for the product. This shallinclude test specification, test flow, jigs and fixtures and computer programs.2.2.3 To determine test equipment requirement of the product and initiate capital expenditurerequest as required.2.2.4 To ensure test coverage and functionality of the product.2.2.5 To verify accuracy of the IPS and the schematic diagram.2.2.6 To validate all tests modifications are formalized to proper documents prior to newproduct’s release.2.3 Quality Assurance2.3.1 To generate a quality plan for the product. This shall cover in-process quality, incomingmaterial, outgoing quality, product safety and reliability.2.3.2 To ensure that all new/or unique parts of the product are within specification.2.3.3 To conduct QAV/reliability tests on new products, as required.2.4 CSO2.4.1 To load the new products demand based on the PO’s or the PRT Manager’s inputs.2.4.2 To review the production ramp plan.2.4.3 To ensure that no product transfer to other production line shall be made unless the currentjob has been completed by the originally assigned production line.2.4.4 To ship new product units according to the allocation plan.2.5 Material Buyer2.5.1 To ensure availability of the parts in the production floor required by the new product beforethe scheduled run.2.5.2 To provide material shortage list with regular updates on the delivery commitments.2.6 Industrial Engineering2.6.1 To validate the standard time of the product at each new product phase.2.6.2 To provide the production ramp and capacity plans.2.6.3 To provide an optimal line set-up for products at pilot stage.2.6.4 To generate an IE plan for the product. This shall include yield and productivity projections,line setup, parts and WIP handling plan, etc.2.7 Account Manager2.7.1 To review the new program schedule and plan for pre-series/pilot build slots.2.7.2 To review with the factory support groups the production equipment and capacityrequirement of the new product.2.7.3 To schedule/spearhead factory design and management reviews.3. 程序:3.1 Documentation and Samples3.1.1 All critical product documents and samples required to prepare for the new product runshould be available at least one week before the scheduled build date at every phase.Complex products may require longer lead-time.3.1.2 PTT En gineer shall escalate to top management any slippage in factory requirements’commit date.3.2 Engineering Changes3.2.1 ECO or a formal instruction from customer or PTT Engineer shall cover engineeringchanges that have to be implemented during the new product run.3.2.2 All Engineering changes shall be formalized into the proper documents before new productrelease to succeeding stage.3.3 Reports3.3.1 A new product report shall be released one week after the every build or as soon asmajority of units has been shipped. This shall contain the reports of PTT Engineering,Process Engineering, QA outlining results and problems encountered during the build.3.4 Factory Design Review3.4.1 A factory design review with Design team shall materialize to ensure all open issues areresolved prior to the next scheduled run. This shall be two weeks after each build or assoon as required.3.5 Management Review3.5.1 Critical new product issues shall be highlighted and discussed in the regular factorymanagement meetings.∙REFERENCE DOCUMENTSDesign Review Procedure∙RECORDS。
ISOIATF16949新产品导入管理程序
1、目的Purpose确保新产品能顺利导入, 并为大量生产做好充分准备2、适用范围Scope新投产之所有产品﹑衍生性产品以及/或设计变更后之产品3、职责Responsibility3.1 业务部: 负责客户图纸或样品的提供、报价，以及相关部门所需信息的供给。
协助公司内部各职能单位与客户的联系交流，相关信息、要求的传递、沟通与处理，新产品导入的需求性的参加等3.2 研发部: 负责工程资料的建立, 产品流程的制订，提供相关部门的技术资源服务, 主导项目小组成员完成整个试产工作，负责新产品相关文件和资料的管理及收发管制，负责样品的制作与管理3.3品质管理部: 负责依照客户要求的质量、环境及有害物质管控标准, 监督生产部作业, 确保产品符合要求3.4生产部: 确保所排定的试产计划准时试产，并按照工程所制订的作业方法, 顺利完成试产工作3.5资材部采购课: 负责新产品的材料成本报价, 新产品之材料的跟催，材料供应商的开发,并协助内部项目成员从供应商取得必要的资源3.6工程部：新产品量产前的导入，生产现场产品质量、工艺制程与方法改进，产品作业方法改善，产能提升等4、定义Definition无5、程序内容Procedure Process5.1 业务作业内容5.1.1当业务部接获打样之新项目, 经初审客户相关资料后首先发出[样品制作申请单], 提供客户图纸及相关材料呈报总经理或业务主管批准5.1.2从原材料、生产工艺、成本、环境及有害物质管控等方面考虑，总经理或业务主管确认样品制作的可行性；如不可行，则将[样品制作申请单]退回业务承办人，由业务或业务助理与客户沟通处理；如可行，业务助理将批准后的申请单连同相关资料交给研发工程部主管安排样品制作5.1.3 业务需Pass出客户联络窗口,对产品的特殊要求,或出货包装方式等资料5.1.4将试产后的样品与承认书送达客户端，并追踪承认结果(除为网上承认外，须要客户签回承认书或样品，承认资料由研发工程部存档)5.2 研发部作业内容5.2.1研发部项目工程师接到总经理或业务主管批准的[样品制作申请单]及相关资料后,首先必须认真详细研读客户提供的所有资料,尽量找出特殊之处，及需要注意的地方5.2.1.1确定图纸尺寸是否正确，尺寸标示是否全面，如有疑问应向业务部门反映或向客户询问5.2.1.2确认样品材料是否具备，材料是否满足环保要求或客户要求，如客户对材料无要求时，则向客户举荐材料(工程设计新产品使用的材料必须符合[环境管理物质一览表]中规定的标准，即材料的禁用物质含量标准必须符合有害物质控制管理及其它客户的要求)5.2.1.3确认图纸尺寸规格、材料等相关信息资料无误情况下，可编拟绘制公司内部产品、工装、模治具等图档，并依其相关需求参参照相应的操作管理规范进行作业管制5.2.2 研发部根据所提供的信息及相关文件,对生产工艺较复杂或新客户的产品发出会议通知, 召集相关部门(品保、生管、生产线组长等，必要时可提请顾客代表或客户参加)召开新产品导入会议,明确责任人、目标日期及时间,新产品导入会议主要有以下项目5.2.2.1客户名称,机种名称5.2.2.2生产数量、机台、操作人、试产时间5.2.2.3产品工艺制程流程5.2.2.4工装、刀模或辅助用治工具等5.2.2.5各制程注意事项及质量、环境有害物质管控要求5.2.2.6同类系列产品之差异5.2.2.7包装注意事项及出货包装方式5.2.2.8协同品质管理部PASS出客户的要求(如: 尺寸﹑外观﹑材质、环境有害物质管控等)5.2.2.9重点说明客户特殊要求, 如:可否采用洗板水清洁,颜色偏差度, 标示标签的粘着性及方向性, 外箱的抗爆破强度,必须符合相关环境管理物质要求等等5.2.2.10对于该项目相关事项全部List出来, 并明确出责任人及目标完成日期5.2.2.11会议内容记录于[会议记录]中5.2.3 新产品试产前，研发部人员制作试行版[作业指导书](作业指导书中明确说明客户之所有特殊要求,如:外观检验标准,辅助材料是否给出特别规定,以及生产注意事项，试用版SOP发行一份)，经工程部主管审核后，加盖“试用文件”印章并注明“发行日期”与“回收日期”发放至生产单位，收发记录由研发工程部负责登记与保管；研发部在文件基准中须明确定义辅助材料禁止使用一级环境管理物质5.2.4研发部制作客户承认书（同一产品所需份数与承认书格式依照客户要求而定）时，需严格依照客户要求作业，若客户无特殊要求(如:附带样品、承认书样版等)，参照我司要求供应商提供承认书样版作业，客户承认书经过相关部门会签与审核后，连同样品由业务送达客户端承认5.2.5研发部负责承认的产品资料进行存档，且有电子档备份；客户图纸由文控中心按[外来文件管理规范]中客户图纸进行管控5.2.6 试产（打样）5.2.6.1 无论新客户或老客户之新产品,量产前必须由研发部安排试产，否则不可量产；当客户认为此次打样不理想,根据客户要求选择重新打样或者结案处理5.2.6.2 试产用材料如是常用料件，须经过IQC检验；新料则由研发部项目工程师以客户图纸上的要求、及供应商提供的环境物质检测报告与我司的[环境管理物质一览表]进行确认，只有符合要求时方可投入试产5.2.6.3试产量产前应由研发部项目工程师向工程部移交新产品技术、要求等资料5.2.6.4 试产由工程部负责主导,安排专人跟踪，在试产过程若有严重异常出现, 跟踪的专案人员应立即反应上级主管,当部门主管协调处理仍无法马上解决, 则立即停止试产，必要时将问题点及时知会到业务(甚至客户)5.2.6.5试产人力及机台由生产部主管调遣, 试产时研发部项目工程师、品检员、工程部人员、生产线组长须亲临现场, 做出必要的协助和支持5.2.6.6 项目工程师需对新产品进行全尺寸检测，并记录于[样品尺寸检验报告]中5.2.6.7 项目工程师根据试产当中的问题点及试产状况, 会同生产部及品质管理部对新产品打样过程中存在的问题进行评定，评定结果作为制作正试版[作业指导书]与客户沟通的依据5.2.6.8研发部跟催业务请求客户对新产品承认进度，若承认合格的样品要求客户回签承认书与样品，若客户采用网上承认的方式，研发部须留存样品一片，使用项目工程师袋包装后加贴“产品标签”后与客户图纸一同存放归档5.2.7经过客户承认的样品，研发部项目工程师在量产前制作正试版的[作业指导书]，文件上须详细写明：材料名称、材料规格、生产工序、作业手法、包装方式、品质要求、产品实物图、尺寸图或环境有害物质管控要求等，文件经工程主管审核后加盖“受控文件”发送至生产单位，研发部须有电子档备份5.2.8研发部对送样承认合格后的多余样品，由生产线入库人员协助打印“其它入库单”(须备注:研发部多余样品入库)及加贴物品标签(标签的备注栏位须有研发部签名)交给FQC依据SIP检验，检验OK的产品，由入库员送达成品仓办理入库5.3品质管理部作业内容5.3.1品质管理部参照技术资料对各生产工序进行监督,并协助工程执行首件品质确认5.3.2 主导产后检讨事宜, 主要检讨项目有：外观检查不良, 治工具之问题点,刀模、治具等问题点,工程文件/作业指导书的问题点,流程安排的问题点, 材料品质, 环境有害物质管控异常，人员技巧, 各相关组员配合状况,等等5.3.3依照研发部的[生产工艺文件]及客户图纸制作[制程检验单]及[出货检验标准]，作为品检员的检验标准5.4生产部作业内容5.4.1 依照工程安排的试产时间进行生产.5.4.2 若为新产品试产, 相关作业员(含设备操作员)必须熟悉该产品的特殊要求，第一次由工程教导作业员(及组长),再由作业员自行操作(由研发部项目工程师或组长从旁监督), 视作业者熟练程度再逐步提升生产速度5.4.3 若为衍生性产品试产, 首先作业员必须熟悉该产品的特殊要求, 由品质管理或工程部人员监督作业5.4.4 生产部遵循研发部制订的作业方法生产, 调配适当的人力与机台,做好刀模调试、包装等工作, 使试产产品在短时间内能被连续生产完毕5.5 资材部采购课作业内容5.5.1 当业务部接收到客户端新产品有报价(含材料成本)的需求时, 资材部采购课需于自己承诺的时限内完成材料成本之报价工作, 并PASS到业务人员手中5.5.2 当客户有原型样品制作(或试生产)的需求时, 采购单位需积极配合业务人员需求, 进行供货商开发﹑收集样品﹑索取材质报告, 以及提供相似产品协力厂交货品质状况统计表或情报等6、应用文件Reference Procedure无7、应用表单Reference Form7.1[样品尺寸检验报告]7.2[样品制作申请单]7.3[生产工艺文件]7.4[客户承认书]7.5[作业指导书]7.5[制程检验单]7.6[出货检验标准]8、流程图Course Drawing如下页。
新产品导入流程
新产品导入流程文稿归稿存档编号：[KKUY-KKIO69-OTM243-OLUI129-G00I-FDQS58-MG129]DirectivesNew Product Transfer and Realization Procedure新产品导入和实现程序范围Scope：The contents of this document apply to men and women alike even if gender-specific words (e.g. “he” or “she”) are used for simplification.Purpose目的本程序旨在策划和开发产品实现所需的过程，有效地遵循不同业务部门和职能部门的规定，确保产品实现过程与质量管理体系其他过程的要求相一致，进一步规范运营管理，确保合规和安全环保职业健康，提高生产率和优化费用，提高组织有效性.ProcessManagers质量，运营，工厂负责人Time frame forimplementationVersion: (Jul, 2012)Definitions见文件正文1内容 See the content 1Contents1范围2定义3职责4程序1.本程序还适用于包括新的产品品名变化，变更新的质量标准，引入新的原材料，包括变更生产厂家和质量标准，配方的变化，主要包括如下方面的变更：1.1新产品：是指新一个全新的产品，其中主要是指新的品牌或品名、产品配方和新的原材料的产品。
还有包括其它相关的和新的质量标准等。
1.2产品变更：是指除产品的基本配方和原材料不变以外的变更，如产品的质量标准、包装材料、标签、主要原材料和辅料及包装材料供应商料变更、产品质量证书COA的变更，物料表BOM(Bill Of Materials)的调整也属于产品变更。
2.定义2.1产品导入：指从德国其它区域已经生产的产品转移到运营生产的产品。
2.2产品实现：主要是在运营如何实现生产和制造的过程。
新产品导入之管制程序-中英文对照
Revision History1.0 PURPOSE目的1.1 This document outlines the roles and activities of New Products Introduction (NPI) atSUNMING. This procedure shall be applied to all new developed products to ensure theproducts are ready to be put into mass production. It covers the activities of sample build,Design For Manufacturing (DFM) review, Engineering Run (ER) and Pre-Production (PP).此文件概括了SUNMING新产品导入的角色和活动，适用于所有新开发产品以确保产品可以投入量产。
它包含了样品构建活动，生产设计评审，工程运行及预生产。
2.0 SCOPE 范围2.1 This document details the process of the following activities:此文件包含了以下活动的详细过程：2.1.1 Sample build 样品构建2.1.2 Engineering Run (ER) 工程运行2.2.3 Pre-Production (PP) 预生产3.0 ASSOCIATED DOCUMENTS 有关文件3.1 NP20001 Corporate Procedure for New Product Development (NPD)新产品开发之管制程序4.0 DEFINITIONS 定义BOM Bill Of Material 物料表CTP Compliant Test Plan 兼容测试计划ECN Engineering Change Notice 工程变更通知DCC Document Control Center 文控中心DFM Design For Manufacturing 可制造性设计ER Engineering Run 工程运行FCT Functional Test 功能测试FDR Final Design Review 最终设计评审MP Mass Production 量产NPD New Product Development 新产品开发NPI New Product Introduction 新产品导入PM Project Team Manager 项目团队经理PP Pre-Production 预生产VR Verification Review 验证评审5.0 GENERAL REQUIREMENT 一般要求：5.1 NPI INTRODUCTION 新产品导入介绍5.1.1 What is NPI 什么是新产品导入NPI is a series of activities managed by a specialized (NPI) team with the objective tobring a product from design documents to prototype and to ensure manufacturability involume quantity with performance compliant to design specification, cost and qualityobjectives.新产品导入是由一个专业的新产品导入小组管理的一系列活动。
New-Product-Introduction新产品导入
Early information sharing
DFM Reviews
R&D treat factory as internal customer
Emphasize Advanced Quality Planning, process defect prevention.
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.
2-2
Quality Strategy Master © 2001
MATERIALS
- Material Qualification - Supplier Selection & Qual. - Continuous Improvement
Approved Materials
Manufacturing
- Product Qualification - NPI - Process Control
• Explore the critical success factors of CE teams & activities • Revisit the concept of Process or Quality Gates as a management tool during
the product development cycle and NPI stages • Explain the strategic importance of establishing the NPI event as an
新产品设计和开发控制流程(英文版)
ABCD Co.,LtdQuality management system documentsNew product design and development controlprocedureDocument Number：SOP-ENG-04Version：BPrepared by Checked by Approved by DateNew product design and development control procedur e page：1/12Version HistoryVersion Change description Prepared/Modified Commencement DateA First ReleaseB "CAD file specification and operation procedure" changed to"technical document operation process,specification and control procedure"New product design and development control procedur e page：2/12 1Purpose1.1For effective controlling product design and development wholeprocess,ensure design and development product to meet therequirements of contract,customer,laws and regulations.2Scope2.1Apply to meet the contract,the customer and legal requirements ofnew product design and development.3Definition&Abbreviation3.1BTP report:build/trial/pilot report3.2Technical document:Product design drawing,bill of material andprocess document,work instruction,technical standard and reporting,and some external files.4Responsibility&Authority4.1ENG:Responsible for new product planning,design,development,review and confirming new product change such as design issues,and including arrange engineering trial,organization andmanagement activities etc.4.2SCF:Responsible for trial process procurement and materialorganization.4.3OPE:Responsible for process planning,process and workinstruction preparation and review;Responsible for fixture andgauge preparation;Responsible for staff training and trial planimplementation.4.4QUA:Responsible for validation activities of detection,measurement and test during design and development process;Responsible for preparing inspection instruction,work instructionand test report etc.New product design and development control procedur e page：3/124.5Demand planning dept.:Responsible for productivity prediction andassessment of new product and mold for new product.4.6OFD:Responsible for order confirmation and production planningfor new product.4.7L&W:Responsible for receiving,store and in time delivering ofmaterials.5Work process&content5.1Design and development planning5.1.1Planning contenta)Design and development stage planb)Quality planc)Verification assessment activities related to all stagesd)File list related to all stages5.2Four stages of new product design and development5.2.1Ideation Phase5.2.2Development Phasea)Design import phaseb)Design forming phase5.2.3Launch Phasea)1st shot First trial assembleb)EB Engineering buildingc)AT Assemble triald)MP Mass pilot5.2.4Post-Launch Phasea)Mass production(order confirmation,manufacturing andshipping)b)Continuous improvement and cost downNew product design and development control procedur e page：4/125.3New product set up project5.3.1New product project name5.3.2New product project plana)New product design and development〝Timeline〞b)Human resource assignment〝China Engineering ProjectTeam〞1）Project manager2）Design engineer3）Other dept.engineer,such as QA engineer,IE/PE engineer,procurement engineer.5.3.3Review:Project team members review the above contentintegrity,suitability and feasibility on the new product startmeeting.5.3.4Confirmation:When review is approved,project manager confirmthe approval of new product project.5.3.5New lists of documents in project starting phase,includingTimeline,China Engineering Project Teama)China Engineering Project Team:project name,projectmanager.Project members and responsibilities,tips andnotices.b)Timeline:project activities,every phase planning completiontime.5.4New product design5.4.1Design imported phasea)InputNew product design and development control procedur e page：5/121）Customer’s product function and performancerequirement(product main function module or wholemachine BOS);2）Product design and development required time”Timeline”;3）Product use the standard and the corresponding laws andregulations request,including safety,environmentalprotection etc.4）Design drawings and other technical file specifications;5）The similar historical design information and data;b)Input review:project team review input content,mainly aboutBOS〝BOS review and Follow-Up List〞,discussproblems with customer and let customer update as soonas possible.c)Design1）Design requirement:When designing,manufactureconvenience and service maintenance should beconsidered,modular design as much as possible andeach module independently;use standard parts as muchas possible,control cost and quality.Note:Design drawings requirements to meet specific"technical document operational procedures,practices andcontrol procedures."2）Design content5.4.1.c.2.1Overall design scheme:critical module and new moduledesign plan.5.4.1.c.2.2Structure drawing:whole machine/parts explodingdrawing,3D drawing,2D drawing.New product design and development control procedur e page：6/125.4.1.c.2.3Electronic drawing:schematic,wiring diagram,layoutdiagram;5.4.1.c.2.4BOM:whole machine BOM,electronic BOM;5.4.1.c.2.5Packaging design(paper tray,foam etc.),according tosimilar product dimensions weight historical experience,drop test simulation of new product,and based on thesedata to develop matched packaging plan.5.4.1.c.2.6Some necessary design parameters and validatingdata.3）Verified by engineers,project managers confirm designmodule and new module.5.4.2Design forming phasea)Make model machine:Required to achieve customers’allfunctions,and to meet the laws and regulations in force andsafety and environmental protection standards.b)According to product quality control plan and BOS,QUAprepare or modify product testing standard,part testingstandard and Lab experiment standard and other qualitycontrol document.c)Design validation and change:For the design phase,a designchange should go through the actual operation and assemblyto assess their availability and suitability.d)Team design review form〝DFMEA〞,review main content:1)The degree of meet user requirements,as well as therelevant laws,regulations and national standards,publicpractice of compliance.2)Appearance and shape of agreeableness,the rationality ofNew product design and development control procedur e page：7/12the structure,operation convenience,manufacturability,reliability,maintainability,safety and environmentalprotection,etc.3)Product under the intended condition in use andenvironmental work ability,abusing and misusing failureand automatic protection performance.4)Product technology level compared with the performanceof similar products.5)Product economy,standardization and inheritance.6)Key purchased components,raw materials procurementsupply possibility,the feasibility of special partsoutsourcing processing.7)Main parameters can be checked and tested.8)The accuracy of the design and calculation.e)Contents of design output the full set of technical documents:1）ENG output of technical document:structure,electronicdrawing,BOM,electronic BOM,BOS;2）Other Dept.output of technical document:inspectiondocuments and process document etc.;3）Quotation file:tooling quotation,product price,transportquotation;4）Technical document of approval process,see"technicaldocument control procedure".5）New product design phase file list:A full set of technicaldocument,quotation document,verification experimentreport,BTP reports etc.5.5New product trial productionNew product design and development control procedur e page：8/125.5.1Mould design and development,seeing“Mould design anddevelopment procedure”.5.5.21st shot sample(first assemble)a)After the completion of the mould design,ENG release trialtechnical document,SCF prepare material as thisdocument.b)QUA responsible for incoming test report.c)Team assemble whole machine according to the full set oftechnical document,QUA test the machine and give testreport.d)On the basis of prototype test data,team provides specificsolution and design improvement on the functions that notfit customer’s requirement and other requirement.e)After test,the prototype should be shipped to US for validationby US team.5.5.3EB(Engineering building)a)First sample is OK,ENG begin to plan engineering samplemachines and trial(10–30units).Plan content:1）ENG:a full set of latest drawings,BOM and BOS;2）QUA:update test standard,provide test report;3）OPE:process document,working instruction;preparefixture and gauge;b)Engineering sample machine review:design is OK or not,sample machine fit requirement or not.c)When related team confirm and approve the plan content,engineering samples begin to be manufactured,QUA testthe machines and provide test report.New product design and development control procedur e page：9/12d)On the basis of prototype test data,team design improvementon the functions that not fit customer’s requirement andagency requirement and release updated technicaldocument.e)Agency engineer deliver parts and whole machine to authoritycertification company and arrange product safety certification.5.5.4AT(Assemble trial)a)ENG make samples of color box,manual,label and screenprinting according to artwork,manual sample,label sketch;b)ENG provide documents to related departments,includingBOS,part and assemble drawings,exploding drawing,BOM,product packaging file;c)According to trial plan,ENG inform SCF before2weeks,SCFarrange trial material into warehouse,for specific purchasingpart,notify supplier in advance refer to manufacture lead time;d)OFD responsible for arranging trial time;e)OPE responsible for operator training,prepare fixture andprocess document;PE responsible for fixture,jig,gauge andto determine the completion time.f)According to requirement,QUA provide test documents(Incoming inspection standard and report,product testingstandard etc.);g)EB trial review:technical documents review,if machine fitdesign,and if design can keep consistent on line;h)EB trial:line execution,ENG and QUA ensure product qualitytogether,after trial QUA do function test life test and so on,and provide trial product test report;New product design and development control procedur e page：10/12i)Data analysis:Team do analysis of trial,to judge if productsatisfy customer requirement,if satisfy all kinds of standards,and make continuous improvement on things not fitrequirement;j)After sale service:According to trial state,make spare parts kit for vulnerable and difficult buying parts,and create spare partskit BOM.k)First sample confirmation(1st Article Samples):After the trial qualified,US Fellowes confirm and approve on first sample,first sample content including complete BTP test report,packaging and labels etc.l)Customer feedback1）BOS confirmation;2）Color,manual and label packaging file confirmation;3）Spare part kit confirmation;4）Order confirmation(by OFD);5.5.5MP(manufacture production)a)MP preparation1）ENGa.1According to trial plan,confirm trial quantity(50-200units),date,material and arrival process.a.2Provide updated technical documents to relateddepartments(BOS,part and assemble drawings,exploding drawing,BOM,product packaging file).a.3Provide every one unit machine to OPE and QUA.2）QUAb.1Provide complete test files.New product design and development control procedur e page：11/12b.2Provide critical part confirmation report“FAI”,detailsee"Parts release control procedures".3）OPEc.1IE provide complete process files,WI.c.2Production line monitor responsible forteardown/assemble training(record)and qualitycontrol training etc.4）SCFd.1According to latest updated technical documents,prepare small batch trial production materials.b)After trial production,each department analyze andsummarize trial data,prepare continuous improvementdata.c)What customer require to change immediately,eachdepartment divide the work and cooperate,completevalidation and confirmation of rectification.d)After rectification,team and customer together to confirmrectification content and continuous improvement plan.5.5.6New product trial phase file list:1st ARTICLECHECKLIST&APPROVAL FORM,BTP report,Agency test report andagency certificate etc.5.6Production release confirmation5.6.1Design document confirmation phase(under control):After trialvalidation and customer confirmation,design document releaseB00version on MP phase(previously document should be Aversion except whole machine BOM based on Oracle),whichpresent new product trial phase is over,product into productionNew product design and development control procedur e page：12/12release phase,details see“Technical document controlprocedure”5.6.2Production release phase(order confirmation and produce);When OFD receive new product order,manufacture departmentproduce products according to controlled technical documentprovided by ENG and shipment.5.7Design change5.7.1Design need be changed when customer requirement change,cost down,process/quality improvement etc.,detail see"Engineering Change Control Procedure".6Reference file"Technical Document control procedure""Engineering Change Control Procedure""Mould development management procedure""Technical document operational procedures,practices and control procedure""Parts and components production control procedure"7AccessoryBOS review and Follow-Up ListTimelineDFMEAQuality planBTP Report1st ARTICLE CHECKLIST&APPROVAL FORM。
新产品引进物料管理流程(英文)
Table of contents1Purpose (2)2Scope (2)3Responsibilities (2)4Process Flow Chart (3)5Material Management Activities During Costing Phase (3)5.1Input and Output in Costing Phase (3)5.2Process Description (3)5.3Deliverables (3)6Material Management Activities During Critical Design and Final Design Phase (4)6.2Process Description (4)6.2.1ML Activities (4)6.2.2Material buyer Activities (4)6.2.3CE Activities (5)6.2.4 PDM Engineer Activities (5)6.2.5Warehouse Activities (5)6.2.6PA activities (5)6.3Indirect materials purchasing during critical design and final design phase. (6)6.4Supplier Management during critical design and final design phase. (6)6.4.2 Supplier Quality/Performance management when do the prototype build (6)7Material Management Activities During Factory Phase (6)7.2Process Description ............................................................................................................. 错误!未定义书签。
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How to manage the NPI business;
How to come out a proper NPI report to customer to get customer approval;
How to transfer the NPI to factory to implement mass production smoothly;
Planning Phase
-----------This phase is very important to whole program. PM should have a detailed list to review one by one to ensure all information are ready and all plan have responsible people and deadline.
c> Investment plan
-----PM or higher hierarchy to define the investment. The investment includes equipment cost, tooling & jig & fixture cost, training cost and renovation cost. Most cost has been put into quotation and now we need control it by items.
---------The practice and lesson learnt in NPI phase are most important as customer is prefer to solve all problems which are related to design and system fault at this phase, not mass production phase.
ITEM a b c d e f g h i j
RELATED PLANS Project milestone Project organization Investment plan Facility plan Material management plan Quality plan Manufacturing plan Risk management plan ECR/ECO plan CPM analysis and back-up solution consideration
Introduction
Full Name of NPI: New Product Introduction
NPI is becoming more and more important in most manufacturing companies. It is the first step to win customer confidence on both production capability and business management.
NPI Process
Pre-study Phase
Planning Phase Execution Phase Trial-run Phase Ramp-up Phase Transfer Phase
Pre-study Phase
----------Sales manager will call related people to review the sales offer, forecast, project budget and agreement.At the same time,product engineers need to ask for the informations such as product specifics and production requirement from PM or customer to know the prouct in advance.
What is customer’s most concern during NPI process?
For the supplier:
a> Quality b> Capacity
For the product:
a> Enough training to operators and engineers b> Product requirement are clear and implemented solidly c> Process setup adequately d> Process evaluation is ready
a> Project milestone(Schedule)
b> Project organization(Team)
-----Process Engineer/SMT Engineer/Diagnostic Engineer/Quality Engineer/Program Manager / Sales/Buyer/Planner/PDM(product document manager)/Finance etc.
NPI PROGRAM MANAGEMENT 新产品导入程序管理
INDEX
Introductiofor NPI What is customer’s most concern during NPI process?
NPI Process
CONTENT
NPI locates between design and mass production and it is a verifying process to product design and production.
The Focus for NPI
Standing as manufacturing service provider, we need focus on followings: