项目管理系统程序.docx

1、项目管理系统程序项目管理系统程序Project Management System项目治理系统Prepared by C. Nigri_Checked by C. Nigri_Approved by G. Buga_Scope: 范畴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 mu

2、st comply to this procedure 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 cust

3、omer request or need.本程序用于定义和调整涉及新项目开发的治理过程从可行性研究到批量生产（延伸至的生产爬坡时期之后第三个月，在这三个月里且没有发生重大不合格项或客户投诉）所有涉及到初始设备打算的活动都必须遵从本程序。本程序是针对工业，比如，任何为工业客户开发的产品，同时是基于专门客户的要求或需求Involved functions: 相关职能部门All the departments.所有部门1.Activities活动Sofima Automotive Filters has established a Project Management System based on

4、 a teamwork organization.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 the projects successfully and should normally be followed; anyway the PM can decide

5、 to modify the scheme 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, th

6、e Project is closed 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 s

7、uccessfully close 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

8、 is summarized. 索菲玛汽车滤清器差不多在团队合作的基础上建立了项目治理系统在项目经理的治理下，每个项目被划分为若干个时期（名为节点）每个节点的安排为项目经理和项目小组成功地完成项目指导方向，节点的安排必须正常的执行；总之项目经理能够依照项目的专门需要决定修改项目节点。项目经理安排工作和任务给每个小组成员，并始终领导项目从项目开始时期到在没有重大不符合项或客户投诉的情形下完成爬坡时期后的第三个生产月之后，项目关闭，公司的差不多职能部门必须坚持生产和质量假如客户要求有重大修改，项目经理重新开始对该项目进行操作，或者任命新的项目经理。项目经理从项目小组得到支持并与之合作成功的关闭项目

9、整个项目的连续时期，项目经理和他的小组按照节点打算去执行所有的活动，这些活动的输出是APQP的一部份。APQP所有相关的信息在APQP20文件中得到总结。1.1Preliminary phase预备时期Responsible: General Manager责任人： 总经理After the first contacts with the customer to define the basic contract requirements (volumes, target price, SOP, drawings / TS / samples)1.The Area Manager submit

10、s the new project proposal to the General Manager;2.The General Manager analyzes if the project is suitable for the company in term of strategy and industrial feasibility;3.After the start-up decision, the General Manager will decide-The project budget (for expenses);-The PM (with the support of the

11、 Chief Engineer); The team members (with the support 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

12、defines a preliminary planning (customer milestones, internal milestones);5.The PM fills the APQP20 form with the basic information concerning the Project.与客户第一次接触以定义差不多的合同要求（数量，目标价格，SOP，图纸/TS/样品）1.区域经理递交新项目建议给总经理2.总经理分析是否那个项目适合公司现时期的策略和工业的可行性3.决定项目启动后，总经理要决定：-项目预算（开支）-项目经理(在总工程师的支持下)-小组成员（每个部门经理的支持

13、下）4.区域经理向项目经理和总工程师提供所有可利用的文件5.告知每个小组成员关于该新项目的情形，项目经理发给小组成员所有可利用的文件并定义初步打算（客户节点，内部节点）6.项目经理将有关项目的差不多信息填入APQP20 表格中1.2Phase A: Customer requirements时期A： 客户要求Responsible: Project Manager责任人： 项目经理In this phase the PM creates in the Technical Department Server (T:) with the project name, containing all t

14、he folders described in 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

15、conclusionThe PM monitors 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.W

16、hen all these activities (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.在那个时期，项目经理

17、在技术部门服务器上(T:)用项目名称建立一个文件夹，那个文件夹包含了项目治理文件归档程序中所描述的所有的文件夹。项目经理有责任连续更新文件夹中的所有文件，那个文件夹存放了有关那个项目的所有信息。在APQP20表格中所描述的所有活动在那个时期一定要被完成。时期总结项目经理监控APQP20 中所描述的所有活动，指定颜色来识别活动状态；颜色依照Semaphore 工具指导书描述的方法来指定；项目经理有责任决定该活动是目标临界依旧时刻临界。当所有的活动完成时（和由项目经理增加的所有的附加活动）所有的小组成员集合在一起与项目经理共同判定时表示那个时期的终止。一旦合同的要求不能遵守，项目经理必须赶忙通知总

18、经理1.3Phase B: Preliminary design时期B： 初步设计时期Responsible: Project Manager责任人： 项目经理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, e

19、tc; the DE prepares 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 specif

20、y (and the supplier must agree with) all the technical and functional requirements, 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 compa

21、tibility with the 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 and defines the preliminary layout considering also (but not only) the foll

22、owing aspects:Automation (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.在本时期项目小组预备初步的设计要紧涉及到的活动有

23、（但并非所有）：1.设计工程师在TS，规范，客户图纸等的基础上预备产品的设计草图；预备所有零件的图纸，预备初始材料清单给采购部；在工艺工程师和质量工程师的关心下编写设计FMEA。2.采购部发出订单购买原型件所需的零部件（当需要的时候）；订单必须指定（且供应商必须执行）所有的技术和功能要求,也包括原型件的质量要求3.在总工程师和HS的支持下设计工程师预备所有材料的清单，收集所有的记录表和安全表单并评估与公司的健康安全系统是否一致。4.工艺工程师在设计工程师和质量工程师的关心下预备过程FMEA的草稿，起草样件操纵打算。 5.设计工程师评估生产成品所需要的设备，定义初步的场地布局，同时也要考虑到以下

24、方面自动操作（假如可能）人类环境学现场的平稳等等6.假如比较最初的报价（假如有）有任何的变化，AM更新合同要求时期总结项目经理按照章节3.2/时期总结 相同的程序进行时期总结1.4Phase C: Definitive design (Release for investment)时期C： 最终设计Responsible: Project Manager责任人： 项目经理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 to t

26、he 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 OF COMPONENTS). Then he writes the definitive CP for the production with definitive machinery, tools and moulds; the QE plans a small batch of producti

27、on (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 the n

28、ew 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 all the

29、 new machines;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.设计定义时期要紧涉及到的活动有（但并非所有）：1.设计工程师制定BOM，分发最终图纸2.QE在QC和样件小组的支持下，按照样件操纵打算对样件原材料进行质量检查。3.

30、采购部向供应商订购样件，供应商递交PPAP4.QE验证并批准供应商；在QC和DE的支持下，检查和批准来自供应商的样件（零件放行）。然后编写在确定的设备工装模具下生产的最终操纵打算；QE安排小批量生产（至少300件或2小时，名为一日生产）；预备PPAP文件并和样品一起递交给客户：每次递交PPAP样件给客户，QE储存至少一个能够清晰识别的标准样品。5.PE建立一条新的生产线，预备工作周期和指导书，打算并完成对工人的培训，用确定的工具执行一系列的生产；然后与修理部合作预备所有新设备的修理打算。6.假如比较最初的报价（假如有）有任何的变化，AM更新合同要求时期总结项目经理按照章节3.2/时期总结 相同

31、的程序进行时期总结1.5Phase D: Mass production preparation (Release for serial production)时期D: 大批量生产预备Responsible: Project Manager责任人： 项目经理In this phase the team prepares the mass production.The most relevant activities (but not all) are: 1.The QE validates the machinery and the production process and organiz

32、es 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 training for the warehouse keepers concerning the pr