【文章內(nèi)容簡介】 e Prototype Control Plan。3. The Purchasing Department orders the samples and PPAP to the 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 production (at least 300 pcs or 2h, called ONEDAY 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 new production line (when planned), prepares the working cycles and instructions, plans the and executes the training of the workers and executes a preseries production with all the definitive tools。 then he collaborates with the Maintenance Department to prepare the maintenance planning for all the new machines。6. The AM updates the contract requirements if view of any modification pared to the initial offer (if any). Phase conclusionThe PM follows the same procedure as in the paragraph / Phase conclusion.設(shè)計(jì)定義階段主要涉及到的活動(dòng)有（但并非所有）：1. 設(shè)計(jì)工程師制定BOM，分發(fā)最終圖紙2. QE在QC和樣件小組的支持下，按照樣件控制計(jì)劃對(duì)樣件原材料進(jìn)行質(zhì)量檢查。3. 采購部向供應(yīng)商訂購樣件，供應(yīng)商遞交PPAP4. QE驗(yàn)證并批準(zhǔn)供應(yīng)商；在QC和DE的支持下，檢查和批準(zhǔn)來自供應(yīng)商的樣件（零件放行）。然后編寫在確定的設(shè)備工裝模具下生產(chǎn)的最終控制計(jì)劃；QE安排小批量生產(chǎn)（至少300件或2小時(shí)，名為一日生產(chǎn)）；準(zhǔn)備PPAP文件并和樣品一起遞交給客戶：每次遞交PPAP樣件給客戶，QE保存至少一個(gè)能夠清晰識(shí)別的標(biāo)準(zhǔn)樣品。5. PE建立一條新的生產(chǎn)線，準(zhǔn)備工作周期和指導(dǎo)書，計(jì)劃并完成對(duì)工人的培訓(xùn)，用確定的工具執(zhí)行一系列的生產(chǎn)；然后與維修部合作準(zhǔn)備所有新設(shè)備的維修計(jì)劃。6. 如果比較最初的報(bào)價(jià)（如果有）有任何的變化，AM更新合同要求階段總結(jié) Phase D: Mass production preparation (Release for serial production)階段D: 大批量生產(chǎn)準(zhǔn)備Responsible: Project Manager責(zé)任人： 項(xiàng)目經(jīng)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 organizes the MSA when necessary。 he executes the ONEDAY 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 rampup phase。3. The LE executes the training for the warehouse keepers concerning the product and its ponents.Phase conclusionThe PM follows the same procedure as in the paragraph / Phase conclusion.準(zhǔn)備批量生產(chǎn)階段主要涉及到的活動(dòng)有（但并非所有）1. 在需要的時(shí)候，QE對(duì)機(jī)器和生產(chǎn)工藝進(jìn)行驗(yàn)證，組織MSA分析；完成在階段C中計(jì)劃的一日生產(chǎn)活動(dòng)；在實(shí)驗(yàn)室經(jīng)理的合作下定義產(chǎn)品審核；2. AM 制定在生產(chǎn)爬坡階段的生產(chǎn)數(shù)量的預(yù)測3. LE完成對(duì)倉庫保管員關(guān)于產(chǎn)品和零件的培訓(xùn)階段總結(jié) Phase E: Project finalization階段E: 項(xiàng)目結(jié)束Responsible: Project Manager責(zé)任人： 項(xiàng)目經(jīng)理In this phase the team concludes the activities and closes the project.The most relevant activities (but not all) are:In this phase the team makes the final review of the project and pares the initial requirements with the results.DFMEA, PFMEA and all the linked documents are updated, then the PM verifies the final cost of the product and submits the information to the General Manager.The QE executes a Process Audit.Finally the PM and the team meet together to verify that all the open activities have been closed.The PM is responsible for the last revision and to archive the Project documentation.項(xiàng)目總結(jié)階段主要涉及到的活動(dòng)有（但并非所有）在這個(gè)階段，項(xiàng)目小組對(duì)項(xiàng)目進(jìn)行最終評(píng)審，將結(jié)果與最初的要求進(jìn)行比較對(duì)設(shè)計(jì)FMEA，過程FMEA和所有有關(guān)的文件進(jìn)行更新，然后項(xiàng)目經(jīng)理核實(shí)最終生產(chǎn)成本，將信息遞交給總經(jīng)理質(zhì)量工程師完成過程審核最后項(xiàng)目經(jīng)理和小組一起檢查所有問題已經(jīng)關(guān)閉項(xiàng)目經(jīng)理負(fù)責(zé)最終的修訂，并對(duì)項(xiàng)目文件進(jìn)行歸檔2. Responsibilities職責(zé)The following tables describe each team member’s responsibility.以下表格描述了每個(gè)小組成員的職責(zé)Project Manager:項(xiàng)目經(jīng)理● He is the team leader and he is responsible for the team performance in front of the management.項(xiàng)目經(jīng)理是項(xiàng)目的領(lǐng)導(dǎo)者，負(fù)責(zé)整個(gè)團(tuán)隊(duì)的管理?！?Together with the Sales Manager, he represent the pany in front of the customer and he is liable to lead the project to success in term of timings, costs and customer satisfaction.面對(duì)顧客同銷售經(jīng)理一