【正文】 Project Management System項(xiàng)目管理系統(tǒng)Prepared by C. Nigri_____________Checked by C. Nigri_____________Approved by G. Buga_____________Scope: 范圍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 must ply to this procedure since the Feasibility Study to the SOP (extended to the 3rd month of production after the rampup phase without Major Non Conformities or Customer Claims). This procedure is valid for industrial, . any product developed for industrial customers and upon a specific customer request or need.本程序用于定義和調(diào)整涉及新項(xiàng)目開發(fā)的管理過程從可行性研究到批量生產(chǎn)（延伸至的生產(chǎn)爬坡階段之后第三個(gè)月，在這三個(gè)月里且沒有發(fā)生重大不合格項(xiàng)或客戶投訴）所有涉及到初始設(shè)備計(jì)劃的活動(dòng)都必須遵從本程序。本程序是針對(duì)工業(yè)，比如，任何為工業(yè)客戶開發(fā)的產(chǎn)品，并且是基于特殊客戶的要求或需求Involved functions: 相關(guān)職能部門All the departments.所有部門1. Activities活動(dòng)Sofima Automotive Filters has established a Project Management System based on 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 plete the projects successfully and should normally be followed。 anyway the PM can decide 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, the Project is closed and the standard functions of the pany 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 successfully 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 is summarized. 索菲瑪汽車濾清器已經(jīng)在團(tuán)隊(duì)合作的基礎(chǔ)上建立了項(xiàng)目管理系統(tǒng)在項(xiàng)目經(jīng)理的管理下，每個(gè)項(xiàng)目被劃分為若干個(gè)階段（名為節(jié)點(diǎn)）每個(gè)節(jié)點(diǎn)的安排為項(xiàng)目經(jīng)理和項(xiàng)目小組成功地完成項(xiàng)目指導(dǎo)方向，節(jié)點(diǎn)的安排必須正常的執(zhí)行；總之項(xiàng)目經(jīng)理可以根據(jù)項(xiàng)目的特殊需要決定修改項(xiàng)目節(jié)點(diǎn)。項(xiàng)目經(jīng)理安排工作和任務(wù)給每個(gè)小組成員，并始終領(lǐng)導(dǎo)項(xiàng)目從項(xiàng)目開始階段到在沒有重大不符合項(xiàng)或客戶投訴的情況下完成爬坡階段后的第三個(gè)生產(chǎn)月之后，項(xiàng)目關(guān)閉，公司的基本職能部門必須維持生產(chǎn)和質(zhì)量假如客戶要求有重大修改，項(xiàng)目經(jīng)理重新開始對(duì)該項(xiàng)目進(jìn)行操作，或者任命新的項(xiàng)目經(jīng)理。項(xiàng)目經(jīng)理從項(xiàng)目小組得到支持并與之合作成功的關(guān)閉項(xiàng)目整個(gè)項(xiàng)目的持續(xù)階段，項(xiàng)目經(jīng)理和他的小組按照節(jié)點(diǎn)計(jì)劃去執(zhí)行所有的活動(dòng)，這些活動(dòng)的輸出是APQP的一部份。APQP所有相關(guān)的信息在APQP20文件中得到總結(jié)。 Preliminary phase準(zhǔn)備階段Responsible: General Manager責(zé)任人： 總經(jīng)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 submits the new project proposal to the General Manager。2. The General Manager analyzes if the project is suitable for the pany in term of strategy and industrial feasibility。3. After the startup decision, the General Manager will decide… The project budget (for expenses)。 The PM (with the support of the 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 defines a preliminary planning (customer milestones, internal milestones)。5. The PM fills the APQP20 form with the basic information concerning the Project.與客戶第一次接觸以定義基本的合同要求（數(shù)量，目標(biāo)價(jià)格，SOP，圖紙/TS/樣品）1. 區(qū)域經(jīng)理遞交新項(xiàng)目建議給總經(jīng)理2. 總經(jīng)理分析是否這個(gè)項(xiàng)目適合公司現(xiàn)階段的策略和工業(yè)的可行性3. 決定項(xiàng)目啟動(dòng)后，總經(jīng)理要決定： 項(xiàng)目預(yù)算（開支） 項(xiàng)目經(jīng)理(在總工程師的支持下) 小組成員（每個(gè)部門經(jīng)理的支持下）4. 區(qū)域經(jīng)理向項(xiàng)目經(jīng)理和總工程師提供所有可利用的文件5. 告知每個(gè)小組成員關(guān)于該新項(xiàng)目的情況，項(xiàng)目經(jīng)理發(fā)給小組成員所有可利用的文件并定義初步計(jì)劃（客戶節(jié)點(diǎn)，內(nèi)部節(jié)點(diǎn)）6. 項(xiàng)目經(jīng)理將有關(guān)項(xiàng)目的基本信息填