NPI流程C-flow

NewCSystemIntroductionJingliNewProductIntroduction新产品管理正确地制定新产品研发战略；正确地选择新产品项目；如何评估新产品研发项目的资本运作和风险投资；如何建立新产品研发项目管理体系；如何建立和应用正确的新产品开发流程；新产品研发的风险控制和管理；如何评价和改善新产品开发项目绩效；如何掌握科学的新产品开发流程和研发项目管理操作方法；如何掌握研发管理的决策体系、组织体系、流程体系、项目管理体系等关键构成要素。产品策划---产品初期的品质和市场策划：策划策划策划上市时间生产不顺/返工/报废/投诉/上市时间难料试做试做/修正有效投注资源提高成功概率避免重做浪费确保符合要求就是产品在大量交付前的策划过程------业界的产品开发流程简介硅谷（siliconvalley）硅谷企业几十年来不断创造商业神话的奥秘究竟何在？风险资本？技术天才？业界的产品开发流程简介答案是------卓越产品英特尔的迅驰双核处理器苹果公司的iPod播放器Google的搜索引擎甲骨文的Oracle数据库.........无一不是卓越产品与成功创新的典范。卓越产品为硅谷企业赢得全球认知，带来卓著口碑与持续利润。业界的产品开发流程简介硅谷新产品八段法:一.寻找市场机会,创意开发,判断、筛选;二.业务模式分析，销售预测，定价方法：价格，做、买和协作：关键技术的引进、消化;三.客户模型，产品定位；四.需求开发方法，需求挖掘/需求分析，需求描述/确认使用方法，需求变更管理，产品合同内容和作用;五.开发里程管理方法，市场推广资料内容;六.购买者模型，市场需求，上市计划制定，广告安排和投放，销售过程和支持七.关注客户支持过程中反映的产品问题，客户回访最佳实践八.终止产品发售，终止产品支持，产品使用终止后的回收摘自KevinChen《HowtobeacquaintedwithPMinAopen》：摘自KevinChen《HowtobeacquaintedwithPMinAopen》：AopenC-flowAopen新产品管理流程：C--flowFunctionalDescriptionPCC(ProjectCPM（ProductManager)--------------------产品经理oordination/Control）----产品协调规划CM(CustomerManager)------------------客户经理RD（Research&Design）---------------研究设计人员GPMC（globalPMC）---------------------全球生产管制NPI(NewProductIntroduction)------------新產品管理PMC(ProductionMaterialControl)-----生產管制PUR(Procurement)---------------------------採購PE(ProductEngineering)--------------------產品工程TE(TestEngineering)------------------------測試工程PD(ProductionDepartment)-----------------生產部門IE(IndustrialEngineering)-------------------工業工程PSE(ProcessEngineering)-------------------製造工程PME(MechanicalEngineering)-------------機構工程CE(ComponentEngineering)---------------零件工程SQM(supplierQualityManagement)-------供应商品质管理QE(QualityEngineering)----------------品質工程QA(QualityAssurance)------------------品質保證FunctionalDescription:QTQEID/RDMEPMER&DPE/TEPM/PCCNPI規劃階段(PLANNINGPHASE)設計階段(R&DDESIGNPHASE)樣品試作階段(LABPILOTRUNPHASE)工程試作階段(ENGPIOLTRUNPHASE)生产試作階段(PRODUCTIONPIOLTRUNPHASE)量產(MASSPROD.&PRODUCTLIEECYCLEPHASE)構想階段(PROPOSALPHASE)COMeetingC1MeetingC3MeetingC2MeetingC4MeetingC5MeetingC6MeetingCFlowDescription“C“代表什麼！？CFlowDescriptionCheckpoint檢查站，關卡CFlowDescriptionC0~C1C2C5C3C4確定新產品構想,決定產品規格.功能與市場定位考慮技術與市場可行性.為建立量產之準備,完成各項生產必備之文件殘留問題檢討與對策驗證.試產前各項準備工作及及提供各項測試與顧客所需之產品樣品試作.R&D及工廠試作樣品,並基於易製造性之考慮,修改產品以保證產品的應有功能.進行設計階段,可製造性檢討並決定是否發出專利之申請.CFlowDescriptionProgressC0~C1ActivityC0~C1EntryC0~C1ExitC2ActivityC2EntryC2ExitC3ActivityC3EntryC3ExitC4ActivityC4EntryC4ExitC5ActivityC5EntryC5ExitC6ActivityC6EntryC6ExitEscalationRuleMeasurementStandard-MRS-Schedule-ProjectTeam-TestPlan-DesignReview-PCBLayout-PreBOM&QVL-SystemQVL-Designsimulation-DesignRuleChecklist-TestReport-Buglist-Compatibility-EMI/Safety/ReliabilityReport-BOM-QVL-SystemAVL-MTBF-PQC-OOB-ServicePlan-Phase-OutModelList-LessonsLearned-SubstitutionPartsListDVT:DesignVerificationTestingMVT:ManufactureVerificationTestingQVT:QualityVerificationTestingQVTPhaseMVTPhaseDVTPhaseR&DDesignPhaseMarketingProposalPhaseMP&LifeCyclePhasePhaseOutPhaseLABPilotRunENGPilotRunPDPilotRunMassProductionCFlowDescriptionC0C4C3C2C1C5MarketingProposalR&DDesignMVTQVTLABPilotRunEng.PilotRunPDPilotRunC6DVTMassProductionPhaseOut(EOL)StandardExactlyExitApprovalByPEheadExitApprovalByfactoryheadTransferFromAOICFlowDescriptionFactoryQAcutinExitApprovalByPMheadProjectTeamBuildupProjectmainscheduleannouncementLoginallprojectScheduleintoOverallProductstatusPilotrunforecastreleaseMaterialMRPENGP/RProcessActivities/EventsOwnerDocument1.Projectteambuildup2.ProjectteamincludingAOI/AMZmember3.ReleaseinC0stageTransfermeeting1.Projecthighlevelschedulerelease2.ReleaseinC1stage1.AllprojectscheduleloginintoproductstatusPM/PCC1.Releasepilotrunforecastformaterialpreparation.1.BaseonpilotrunforecasttorunMRPbyweekly.1.BeforeENGP/Rschedule2weeks.2.Producttransfer&Technicaltransfer.1.Pilotrunschedulearrangement.2.Manufacturedesignreadinessreview.3.Pilotrunactivitiesprogress.4.Pilotrunclosemeeting.PMPMPM/SalesPMCPM/RD/NPI/PE/PMC/PSE/IE/PME/QA/PUR/PDNPI/PMC/PSE/IE/PME/QA/PE/PUR/PD/RDPilotrunrequestFormrelease1.Pilotrunrequestformrelease.2.Beforepilotrun3weeksrelease.PM/PCC/NPI/PMC/PURMajorPilotRunProcess目前的困扰是：BOM无法及时ready…….目前的困扰是：相关transfer资料无法及时release…….Howtopreparethematerialsfortheintroductionofanewproduct？1.Newprojectintroduction.---PM/NPI2.PDshipmentconfiguration---PM3.CMOSSetup/JumperSetting/CPUSpeed---PM4.PDrollingthreemonthforecast---PM/Sales5.C3testresultreview:---QT5.1.Compatibilitytestreport5.2.Reliabilitytestreport5.3.Regulatorytestreport(Spec.Label)5.4.KeyComponentsampleapprovereport6.C4testresult----QE7.1Designqualificationreport7.2C4Reliabilitytestreport7.3KeyComponentbatchapprovereport（CE）CFlowDescription–C4MeetingContent8.Testequipment/Fixturereview---PD/PE9.SMT/DIP/Casing/P/Rissuereview---PD10.CasingStage(AssemblyIssue)---PD11.SOP/TimeStandard---IE12.TestProgramandflow---TE13.PackingStandard---ME14.C4ChecklistReview---PM/NPI15.Nextstagerequest/arrange---PM16.Otherissue17.Judgment---PEheadCFlowDescription–C4MeetingContentC4Meeting：由NPI召開，裁决者：PEheadResponsibilityownerafterescalation:Judgmentresul