【文章內(nèi)容簡(jiǎn)介】 階段 , 才進(jìn)行 DFM 及 DFT 評(píng)估。這經(jīng)常已是太晚了 , 因?yàn)? PCB 布線已定 , 制程良率不能再優(yōu)化。 ? 在工廠，制造僅在最後階段才參與新產(chǎn)品設(shè)計(jì)，而遺漏了許多必要的且耗時(shí)的活動(dòng)，如產(chǎn)品查驗(yàn)表 , FMEA, 測(cè)試計(jì)劃及制程能力研究。 ? 由於 “ 沒(méi)有時(shí)間 ” , 以及對(duì) NPI 階段沒(méi)有引起足夠的重視，致使許多產(chǎn)品和制程問(wèn)題暴露於量產(chǎn)期間，而導(dǎo)致失敗成本大幅增加。 ? 最後，“解決問(wèn)題”及“持續(xù)改善”之頑癥繼續(xù)“盛行”。 122 Typical Causes of Failure Costs in the Factory The RD System and Process 131 在工廠 , 失敗成本的典型原因 RD 體系及制程 132 Evolution of Concurrent Engineering RD Activities Concurrent Engineering Activities Pilot Run Preparation Pilot Run Build Release To Mass Production Milestone Definitions Design Reviews Gate Criteria Early information sharing DFM Reviews RD treat factory as internal customer Emphasize Advanced Quality Planning, process defect prevention. Define process setups, test programs, and initial process parameters Minimum Process Yields and First Pass Yields are met. Process and test issues are known and addressed. Mass production process parameters have been defined. Collect necessary data, verify all process setups, test programs, and determine mass production process parameters. 141 同步工程之演變 RD 活動(dòng) 同步工程活動(dòng) 試產(chǎn)準(zhǔn)備 試產(chǎn) 量產(chǎn) 確立里程碑般之重大問(wèn)題 設(shè)計(jì)評(píng)估 合格標(biāo)準(zhǔn) 早期資訊共享 DFM 評(píng)估 RD 視工廠為內(nèi)部客戶 強(qiáng)調(diào)先期品質(zhì)計(jì)劃 , 制程缺陷預(yù)防 . 確定制程方案 , 測(cè)試程式 , 及初步制程參數(shù) 達(dá)到制程良率及直通率的 最低標(biāo)準(zhǔn) . 制程及測(cè)試問(wèn)題已知並加 以解決 . 量產(chǎn)制程參數(shù)已確定下來(lái) . 收集必要數(shù)據(jù) , 驗(yàn)証所有制程方案 , 測(cè)試程式 , 及確定量產(chǎn)制程參數(shù) . 142 The RD System/Process ? Managers and experienced designers form the knowledge pool for how products are designed. ? Managers team leaders lead their groups through the development process based on their past experience, both successes and failures. ., when a schedule for a new project is required, the manager creates it by modifying an old project schedule from their personal file. ? The schedule show what would be pleted and when. And for many engineers, this schedule was the development process. (In the case of factory NPI, the checklist/schedule became the NPI process) ? Less experienced engineers are forced to rely on a few lead engineers or managers to guide them through the myriad other development steps not included in the schedule. 151 RD 體系 / 制程 ? 經(jīng)理及富經(jīng)驗(yàn)之設(shè)計(jì)者構(gòu)成如何設(shè)計(jì)產(chǎn)品之“知識(shí)群體”。 ? 經(jīng)理 團(tuán)隊(duì)領(lǐng)導(dǎo)者基於過(guò)去成功及失敗的經(jīng)驗(yàn)，帶領(lǐng)小組通過(guò)開發(fā)階段。如：當(dāng)需要一新項(xiàng)目之計(jì)劃表時(shí)，經(jīng)理通過(guò)修改個(gè)人檔案中的一個(gè)舊項(xiàng)目計(jì)劃表來(lái)完成。 ? 計(jì)劃表顯示要完成什麼及何時(shí)完成 . 對(duì)許多工程師而言 , 計(jì)劃表即開發(fā)制程表 . （於工廠 NPI 情況下 , 查驗(yàn)表 /計(jì)劃表即為 NPI 制程表）。 ? 經(jīng)驗(yàn)不足的工程師被迫依賴於一些主導(dǎo)工程師或經(jīng)理來(lái)引導(dǎo)他們通過(guò)大量的未包括於計(jì)劃表中的其它開發(fā)步驟。 152 The RD System/Process ? The development “ process” knowledge resided with a few key managers, and it easily eroded from the anization as these people transferred to do other jobs, or left the pany. New managers took their places and started the learning cycle all over again. ? The plete dependence on people to do the job right has easytorecognize symptoms: – when things go wrong, people, usually individuals are blamed。 – successes and lessons are seldom captured and shared between business units or departments: mistakes repeat, and success don’t. – no measures are available to all project managers to assess the performance of their projects against other projects。 nobody knows if he has done better or worse than his petitors. 161 RD 體系 / 制程 ? 開發(fā)“制程”知識(shí)掌握在一些關(guān)鍵經(jīng)理手中，當(dāng)這些人改行做其它工作或離開公司，研發(fā)組織易於受損。新經(jīng)理繼任，重新開始學(xué)所有流程。 ? 完全依賴於“人”來(lái)做好這項(xiàng)工作，有著易於識(shí)別之特征： – 當(dāng)出問(wèn)題時(shí)，“人”，通常是個(gè)人受到責(zé)備。 – 很少記錄成功與教訓(xùn)並於各運(yùn)作部門間共享，而導(dǎo)致：重復(fù)錯(cuò)誤 , 難於成功。 . – 對(duì)所有項(xiàng)目經(jīng)理，沒(méi)有量度尺度，以參照其它項(xiàng)目來(lái)評(píng)價(jià)其項(xiàng)目績(jī)效。沒(méi)人知道其比競(jìng)爭(zhēng)對(duì)手做得更好還是更差。 162 So, what’s the Solution? Advanced Quality Planning (AQP) Team ,or, also known as Concurrent Engineering (CE) Team 171 那麼 , 解決辦法是什麼 ? 先期品質(zhì)計(jì)劃 (AQP) 團(tuán)隊(duì) , 或 , 同步工程 (CE) 團(tuán)隊(duì) 172 Shift from Serial to Parallel Processes with Concurrent Engineering Traditional serial process Concurrent engineering process Development process MFG readiness process Development process MFG process development Ship date 181 從串行制程轉(zhuǎn)向以同步工程為特征的並行制程 傳統(tǒng)的串行制程 同步工程制程 開發(fā)制程 MFG 準(zhǔn)備階段 開發(fā)制程 MFG 制程開發(fā) 出貨期 182 Why the shift from serial to parallel process? ? Shorter design/development intervals due to less design rework/changes to meet MFG requirements (., higher chances of designing products right the first time) ? Shorter manufacturing readiness intervals because of design data sharing at earlier stages of RD cycle ? Shorter timetoship intervals as a result of preceding shorter intervals ? Manufacturability reviews had to be performed at earliest opportunity in order for DFM/DFA activities to be effective ? Open munications between design and manufacturing anizations result in real quality improvements that help downstream processes 191 為何要從“串”轉(zhuǎn)向“並”行制程 ? ? 由於更少的設(shè)計(jì)重工 / 修改而縮短了設(shè)計(jì) / 開發(fā)時(shí)間，來(lái)滿足 MFG 需要。 (即：於第一次就設(shè)計(jì)好產(chǎn)品的更高可能性 ) ? 由於在 RD早期階段設(shè)計(jì)資料共享，而縮短了制造準(zhǔn)備時(shí)間。 ? 由於前期時(shí)間變短，而縮短了交貨時(shí)間。 ? 於最早時(shí)機(jī)，必須進(jìn)行可制造性評(píng)估以使 DFM/DFA 活動(dòng)有效。 ? 設(shè)計(jì)及制造部門間的公開交流，將會(huì)幫助下序制程實(shí)現(xiàn)真正的品質(zhì)改善。 192 Evolution towards Concurrent Engineering MFG RD MFG RD MFG RD RD MFG RD MFG Isolation Evaluation Review Education DFM Guidelines Part Time Participation Integrated Development Teams with Design and MFG 201 向同步工程演變 MFG RD MFG RD MFG RD RD MFG RD MFG 相獨(dú)立 評(píng)價(jià) 評(píng)估 訓(xùn)練 DFM 指導(dǎo)方針 部分時(shí)間參與 設(shè)計(jì)與 MFG 整合之開發(fā)團(tuán)隊(duì) 202 Isolation stage ? Little or no interaction during new product development ? Design owned solely by the developers。 separate design and manufacturing documentation ? Individual contribution highly valued and rewarded ? Overthewall design transfer and serial design and manufacturing activities considered normal mode of operation 211 獨(dú)立階段 ? 於新產(chǎn)品開發(fā)階段，相互之間很少或沒(méi)有互動(dòng)。 ? 設(shè)計(jì)由開發(fā)人員獨(dú)佔(zhàn)；設(shè)計(jì)文件與制造文件分開。 ? 過(guò)高看重個(gè)人貢獻(xiàn)並給與獎(jiǎng)勵(lì)。 ? “隔牆”設(shè)計(jì)轉(zhuǎn)移，串行設(shè)計(jì)及制造活動(dòng)被視為正常的運(yùn)作模式。 212 Evaluation Review Stage ? Afterthefact reviews。 meeting with manuf