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1、A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sCourse IntroductionCourse IntroductionAPQP Status Reporting Process APQP 状态报告程序状态报告程序A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sParticipant Introductio
2、nsParticipant IntroductionslWrite your name and division on a name tent card with the markers provided. 在纸上写下你的姓名部门在纸上写下你的姓名部门. lPrepare to introduce yourself to the class by sharing: 向课堂上的所有人介绍向课堂上的所有人介绍:qYour name 你的名字你的名字qYour title 你的职称你的职称qWhy you are interested in the APQP course 你为什对你为什对APQP课
3、程感兴趣课程感兴趣qYour interest 你的日常兴趣爱好你的日常兴趣爱好A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sCourse GoalsCourse GoalsUpon completion this course, Participants willbe able to:完成本课程培训，参加人员可完成本课程培训，参加人员可:1.Describe the relationship between FPDS and APQP.2.理解理解
4、FPDS和和APQP的关系的关系.3.Describe the importance of cross-functional team communication. 跨功能小组合作沟通的重要性跨功能小组合作沟通的重要性.3. Explain the APQP elements required in product/process design. 解释在产品解释在产品/过程设计中过程设计中 APQP 各要素的要求各要素的要求.4. Explain the APQP elements required in preparation for manufacturing. 解释在准备生产过程中解释在
5、准备生产过程中APQP各要素的要求各要素的要求.5. Explain the APQP Status Reporting Process. 理解理解APQP 状态报告过程状态报告过程.A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sFPDSFPDSMonths before Job 1 for S1 to S6 programsS1-S6项目在项目在Job 1之前的时间节点之前的时间节点A AP P Q QP P S S t ta a t tu u s
6、 s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sFPDS Online ResourcesFPDS Online ResourcesA AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sModule IntroductionModule Introduction组成部分介绍组成部分介绍Introduction to the APQP ProcessAPQP过程介绍过程介绍1-1A
7、AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sFord InitiativesFord InitiativesA AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sDefinitionDefinitionAPQP (Advanced Product Quality Planning) is a structured m
8、ethod for defining and executing the actions necessary to ensure that a product satisfies the customer. APQP是一种结构化的方法，用来确定是一种结构化的方法，用来确定和制定确保某产品使顾客满意所需的和制定确保某产品使顾客满意所需的步骤步骤A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sGoalGoalThe goal of the APQP pro
9、cess is to facilitate communication between all persons and activities involved in a program and ensure that all required steps are completed on time, with a high quality-of-event, at acceptable cost and quality levels.APQP的目的是使所有参加该项目的人员和的目的是使所有参加该项目的人员和行为便于沟通，确保所有开发阶段按时行为便于沟通，确保所有开发阶段按时，以以可接受的成本和质
10、量水准完成可接受的成本和质量水准完成.A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sAPQP PurposeAPQP PurposeThe purpose if the APQP process is to establish:APQP的目的是建立的目的是建立:lCommon expectations for internal and external suppliers 对内外部供应商共同的要求对内外部供应商共同的要求lCommon process
11、 metrics 通用的过程表格通用的过程表格lA common program status reporting format 共同的状态报告格式共同的状态报告格式lRoles and responsibilities for the APQP elements APQP各要素的职责和角色各要素的职责和角色lA better understanding of how the APQP elements relate to FPDS 更好理解更好理解APQP各要素和各要素和 FPDS的联系的联系A AP P Q QP P S S t ta a t tu u s s R Re e p p o o
12、 r r t ti in n g g P P r r o o c c e e s s s sAPQP BenefitsAPQP BenefitsAPQP aids the program team by:APQP帮助项目小组帮助项目小组:lAdding discipline 增加纪律增加纪律 lFacilitating early identification of required changes 早期确定可能的更改早期确定可能的更改lAvoiding late changes 避免晚期更改避免晚期更改 lProviding a quality product on time, at acc
13、eptable cost, to satisfy customers 用可接受的价格，准时提供优质的产品，满足客户用可接受的价格，准时提供优质的产品，满足客户lFacilitating continuous improvement 使持续改进更方便使持续改进更方便A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sAPQP Benefits (Contd)APQP Benefits (Contd)Elements要素要素lTeamwork 小组工作小组工作
14、lCommunication 沟通沟通lTiming/Planning 时间时间/计划计划lIdentify Activities 定义行动定义行动Roles角色角色lProgram Management 项目管理项目管理lQuality and Reliability 质量和可靠性质量和可靠性lTeam Leaders 小组领导小组领导lEngineers 工程师工程师lSuppliers 供应商供应商lProgram Team 项目小组项目小组A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r
15、 r o o c c e e s s s sAPQP 23个要素 1 选点决定 2 顾客输入要求 3 精致工艺技术 4 设计失效模式后果分析 5 设计评审 6 设计验证计划 7 分承包方 APQP 状态 8 设施、工具和量具 9 样件制造计划 10 样件制造 11 图纸和规范 12 小组可行性承诺 13 制造过程流程图 14 过程失效模式后果分析 15 测量系统评价 16 试生产控制计划 17 操作工过程指导书 18 包装规范 19 产品试生产 20 生产控制计划 21 初始过程能力研究 22 生产确认试验 23 生产件批准 (PSW)A AP P Q QP P S S t ta a t tu
16、 u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s福特四项特殊要素1. Sourcing Decision 选点决定 ；2. Customer Input Requirements 顾客输入要求 ;3. Craftsmanship 精致工艺；4. Subcontractor APQP Status 分承包方APQP状态 ;A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s
17、检查清单中的重要要素Design FMEA 设计设计FMEADesign Verification Plan & Report 设计验证计划和报告设计验证计划和报告Prototype Build Control Plan 样件制造控制计划Manufacturing Process Flowchart 制造过程流程图Process FMEA 过程过程FMEAPre-Launch Control Plan 试生产控制计划Operator Process Instructions 作业指导书Production Control Plan 生产控制计划A AP P Q QP P S S t ta a
18、t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s1616Feedback Assessment & Corrective Action反馈、评估和纠正措施反馈、评估和纠正措施Product & Process Validation产品与过程确认产品与过程确认Process Design & Development过程设计和开发过程设计和开发Product Design & Development产品设计和开发产品设计和开发Prototype Build样件制造样件制造Plan & Define计划与定
19、义计划与定义1-2A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sAPQP APQP 指南目的指南目的lIncludes best practice APQP evaluation process, process metrics, and status reporting lLinks the APQP process to Product Development and manufacturing processes l把把APQP过程与产品开发和
20、制造过程相联系。过程与产品开发和制造过程相联系。lDefines roles and responsibilities for the APQP process l定义定义APQP过程的角色和职责过程的角色和职责lDevelops a common APQP process for both internal and external manufacturing and assembly suppliersl为内部制造和外部供应商提供一个通用的开发过程为内部制造和外部供应商提供一个通用的开发过程A AP P Q QP P S S t ta a t tu u s s R Re e p p o o
21、 r r t ti in n g g P P r r o o c c e e s s s sAccessing the APQP GuidelinesAccessing the APQP Guidelines访问访问 APQP APQP 指南指南Both the Guideline and the forms are available.指南和表格均可由此获得。指南和表格均可由此获得。1-4A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sModule
22、IntroductionModule IntroductionFPDS Timing Relationship and ResponsibilitiesFPDS 时间进度时间进度关系和职责关系和职责A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sScaleabilityScaleabilityVehicle ScaleabilityManufacturing ScaleabilityPowertrain ScaleabilityS1 - Modific
23、ations to trim, e.g., new seat sew style modifications only for seats or insert material changes for interior appliqus. M1 - Carry-over engine/transmission with minor calibration revisions to, i.e., no machining changes, very minor assembly revisions, and no plant facilities/infrastructure revisions
24、.P1 - No base engine/transmission/catalyst changes, e.g., wire routing, dipsticks.S2 - Minor freshening, e.g., new seat pads, lamp decoration with carryover tooling, optics.M2 - Carry-over engine/transmission with moderate calibration revisions, i.e., no machining changes, minor assembly revisions,
25、and no plant facilities/infrastructure revisions.P2 - Very minor package-driven changes, e.g., engine actions (such as corrosion upgrades and oil coolers).S3 - Moderate freshening, e.g., carry-over inner panels, new outers.M3 - Minor engine/transmission upgrade, i.e., minor machining/assembly change
26、s (retool existing equipment in place), minor CNC programming changes, and very minor plant facilities/infrastructure revisions.P3 - Minor package-driven changes, e.g., revised exhaust manifolds, non-structural oil pan.S4 - Carry-over platforms, i.e., all new to the customer.M4 - Moderate engine/tra
27、nsmission upgrade, i.e., retool existing machining/assembly lines (minimal number of new or reworked machines), CNC programming changes, and minor plant facilities/infrastructure revisions.P4 - New use of P/T for non-structural engine actions, e.g., new exhaust manifolds, new catalysts.S5 - Modified
28、 platforms, i.e., carry-over platforms with structural changes.M5 - Major engine/transmission upgrade, i.e., significant portion of machining (assembly lines are new, reworked, or retooled), and major plant facilities/infrastructure revisions.P5 - P/T design actions are within correlation of analyti
29、cal tools, e.g., major engine/transmission upgrade.S6 - New platforms, i.e., all new platform and structure. M6 - All new engine/transmission, i.e., nearly all machining (assembly lines are new, reworked, or retooled), and major plant facilities/infrastructure revisions.P6 - Analytical tools are not
30、 sufficiently developed, e.g., new engine/combustion. A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sAPQP Generic Program APQP Generic Program Gantt ChartGantt ChartA AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e
31、 e s s s sRelationship TableRelationship TableVO NMPLaunch EngineerA AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sMatrix for Quality PlanningMatrix for Quality Planning质量策划矩阵质量策划矩阵1-6A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g
32、 P P r r o o c c e e s s s sModule IntroductionModule IntroductionAPQP Risk Assessment and Kick-offAPQP 风险评审风险评审和起动和起动A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sAPQP Systemic FlowAPQP Systemic FlowAPQP APQP 系统流程系统流程APQP过程流程精致工艺资源决定顾客输入要求小组可行性承诺图纸/
33、规范P-图失效模式和后果分析规范和目标（VDS/SDS/CDS）车辆/系统/子系统/部件的设计设计失效模式后果分析（DFMEA）图纸/规范（文件/电子档）设计验证计划（DVP）样件制造控制计划样件制造测量系统评价（尺寸控制）设施/工具/量具制造过程流程操作工过程指导书（过程定义）试生产控制计划过程失效模式后果分析（PFMEA）操作工过程指导书（验证和培训）生产控制计划产品试生产初始过程能力生产确认试验零件提交保证书（PSW）向前的信息流向后的信息流设计/制造评审（在所有APQP要素后）1-3-CA AP P Q QP P S S t ta a t tu u s s R Re e p p o o
34、 r r t ti in n g g P P r r o o c c e e s s s sAPQP APQP 起动会议起动会议Step 1. Initiate the APQP process第一步第一步. 开始开始APQP过程过程Step 2. Educate the attendees 第二步第二步. 培训参加人员培训参加人员Step 3. Finalize roles and responsibilities 第三步第三步. 定义角色和职责定义角色和职责Step 4. Discuss and finalize work plans第四步第四步. 讨论和决定工作计划讨论和决定工作计划A
35、AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s风险评估的目的风险评估的目的The purpose is to help determine the extent to which the APQP status reporting process needs to be performed by the supplier:目的是为了决定各个供应商在目的是为了决定各个供应商在APQP状态报告的状态报告的范围：范围：lAt the beginning of
36、a new model program 在每一个新项目开始的时候在每一个新项目开始的时候lAny time a PSW is completed PSW 完成的时间完成的时间 A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s风险评估检查清单风险评估检查清单lIs used as a thought starter to assist in assessing potential risk in a supplier 用作开始支持对潜在的风险供应商的评用
37、作开始支持对潜在的风险供应商的评估方法估方法lRequires subjective experience to be used most effectively 利用个人经验使评审效果最佳利用个人经验使评审效果最佳A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sHigh Impact parts/systems are those that require special attention.高影响度零件高影响度零件/系统需要特别关注。系统需要特别关
38、注。Prioritized parts/systems maximize the use of Suppler Technical Assistance (STA) and team resources.优先的零件优先的零件/系统使供方技术支持（系统使供方技术支持（STA）和小组资源的使用最大化。和小组资源的使用最大化。Medium and Low Impact parts/systems are monitored, but do not get the high level of attention.中等和低影响度零件中等和低影响度零件/系统被监视，但不会引起高度关注。系统被监视，但不会引
39、起高度关注。A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s sProgram Team categorizes parts/systems using four major areas of risk:项目小组依据风险的四个要素把零件项目小组依据风险的四个要素把零件/系统分类：系统分类：#1 Quality History#1 质量历史质量历史#2 Supplier Profile#2 供方大纲供方大纲#3 Engineering Profile#3 工
40、程大纲工程大纲#4 Performance v/s target#4 与目标相对的绩效与目标相对的绩效A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s#1 Quality History#1 质量历史质量历史High warranty or Things Gone Wrong.高的保修记录或运行状况不良高的保修记录或运行状况不良Frequent Quality Rejects and/or campaigns.频繁的质量拒收和频繁的质量拒收和/或冲突。
41、或冲突。Similar component/system was the cause of a recall action.相似的部件相似的部件/系统导致一次召回行动。系统导致一次召回行动。A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s#2 Supplier Profile #2 供方大纲供方大纲New supplier.新供方。新供方。New manufacturing location.新制造场所。新制造场所。Product or manufac
42、turing technology is new.产品或制造技术是全新的。产品或制造技术是全新的。Supplier does not meet Ford Quality供方不满足福特的质量要求供方不满足福特的质量要求 Standards (Q1) or is under Q1 probation（Q1）标准或低于标准或低于Q1证明。证明。A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s#3 Engineering Profile #3 工程大纲工程大纲
43、Design is new.新设计。新设计。Manufacturing techniques are new.制造技术是新的。制造技术是新的。Similar products are subject to numerous design changes that threaten program timing.相似的产品是导致大量设计变更而威胁项目事件进度原因相似的产品是导致大量设计变更而威胁项目事件进度原因 。High product or process complexity.高的产品或过程复杂性。高的产品或过程复杂性。Product is strategically important
44、due to high visibility or functional performance.由于高的可见度或功能性，产品处于战略重要地位由于高的可见度或功能性，产品处于战略重要地位 。A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o o c c e e s s s s#4 Performance vs. Targets#4 与目标相对的绩效与目标相对的绩效Design goals will be difficult to achieve.设计目标将难以完成。设计目标将难以完成。Re
45、liability goals will be difficult to achieve.可靠性目标将难以完成。可靠性目标将难以完成。Quality goals will be difficult to achieve.质量目标将难以完成。质量目标将难以完成。Program timing is compressed.项目时间进度被压缩。项目时间进度被压缩。Cost targets are aggressive.成本目标过高。成本目标过高。A AP P Q QP P S S t ta a t tu u s s R Re e p p o o r r t ti in n g g P P r r o
46、o c c e e s s s sExample Risk Assessment Example Risk Assessment ChecklistChecklistREVIEW DATEMODEL YEARSUPPLIERVEHICLE LINEPART NUMBERSUPPLIER CODEPART NAMEINITIAL RISK EVALUATION CHECKLIST-APQPITEM LEVELS OF CONCERNNO.QUESTIONSLOW MED HIGHCOMMENTSDESIGN CATEGORY1New Commodity for Selected Supplier
47、? 2New Materials or Technology used?3New/Different Application of a Carry-Over Part?4New Design Concept?5Are there Safety/Emissions/Noise Requirements? (New Targets)?6Any Non-Ford Engineering Sites used (for design)?7Will design need to be co-coordinated with Mating parts forFit, Function or Appeara
48、nce?8Is it a new / changed vehicle application?9Any Historic Quality/Warranty Issue?MANUFACTURING CATEGORY10New Manufacturing Facility? 11Is there a New Manufacturing Process? 12A Part or System With Historical Launch Problems? 13Non-Ford Manufacturing site and/or high risk supplier?14Is New Product
49、ion Equipment Required?15Are Special Tools or Tooling Fixtures Required?16Are Gages or Check Fixtures Required to Ensure DimensionalIntegrity?17Any Potential Handling or Shipping Issues?18Will Parts Ever be Shipped From a Location Other Than the Primary Source? (i.e. Warehouse, Offshore, etc. )19Wil
50、l Returnable Dunnage be Required (new or modified)?20Is there a Volume Capacity Increase?If one or more of the questions contains a risk assessment of medium or high, all 23 elements must bereported on for that component. Customer Concurrence to Risk Assessment:APQP TEAMS ARE ENCOURAGED TO USE THIS