【正文】 生產(chǎn)中輔助總部測試工程師制定和調(diào)試測試程序 Create Test WI before mass production (rump up). 在量產(chǎn)前創(chuàng)建測試操作指導書 Record Label information into label printing system 在標簽打印系統(tǒng)中錄入新產(chǎn)品標簽信息。D and Corp test engineer to determine test fixture / BON (Bed of Nail) delivery plan. 與研發(fā)部門和總部的測試工程師一起制定測試設(shè)備 /測試工裝的到達計劃 Complete DFT (Design for testing) review with Ramp。 Localization Plan Weekly Report for preparation? Daily Report from 1 week ahead? of each build Updated Material tracking sheet? Critical dimension/items? check list for critical parts Tooling plan? 7. NPD Planner 新產(chǎn)品計劃員 Work with NPI Project Leader and NPD engineer to set each phase production plan during new product introduction period. 和新產(chǎn)品項目領(lǐng)導人 /新產(chǎn)品工程師一起制定每個試生產(chǎn)的計劃。這個檢查表是爬坡生產(chǎn)原材料進料檢驗的依據(jù)。 Coordinate qualification team member on parts verification with NPI manufacturing engineer during pilot run period. After verification, submit CTQ (critical dimension/items check list) for critical parts to Vendor Improvement department and Quality Assurance department. The check list is baseline of ining quality check for 1st batch raw material for ramp up. 協(xié)調(diào)部品認證 /本地化團隊內(nèi)部和新產(chǎn)品導入工程師一起在試生產(chǎn)期間確認部品。D release all parts before pilot run. 監(jiān)控元件的發(fā)布狀態(tài)，推動研發(fā)部門在正式試生產(chǎn)前發(fā)布所有的元件 Coordinate qualification team member to update sourcing items status in material tracking sheet weekly before each phase production such as beta build, pilot run and ramp up run. During production period, need update material status daily in time. 協(xié)調(diào)部品認證 /本地化團隊內(nèi)部，及時更新材料跟蹤表格中的本地化部件狀態(tài)。 Attend weekly meeting with Ramp。 NPD planner before local weekly meeting on time during production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run. 在準備階段，需要在每個本地周會前按時向新產(chǎn)品領(lǐng)導人和計劃員提 交進展周報，參與周會時討論現(xiàn)在的狀態(tài)。這個計劃時間表應當包括可衡量的目標—本地化計劃，樣品遞交和批準計劃。 Qualification Coordinator 部品認證 /本地化協(xié)調(diào)人 Work with purchasing team and planning team to distinguish parts into ―can be localized ― or ― can not be localized‖ according to BOM? Develop localization plan for future 和采購與計劃一起識別 BOM中的元件是否可以本地化？制定本地化計劃。 Check if there have zero cost material in system, make sure all cost are uploaded in system according to latest PO price or average PO price. 檢查系統(tǒng)中是否有零價格的物料，確保所有在系統(tǒng)中的價格和最后的訂單價格或平均價格一致。頻率：每次試生產(chǎn)前為每周，在 試生產(chǎn)前一周起為每天。 Attend weekly meeting with Ramp。 NPD planner before local weekly meeting on time during production preparation period, attend weekly meeting to discuss present status. Submit daily report to NPI Project Leader in time during each phase production such as beta build, pilot run and ramp up run. 在準備階段，需要在每個本地周會前按時向新產(chǎn)品領(lǐng)導人和計劃員提交進展周報，參與周會時討論現(xiàn)在的狀態(tài)。這個計劃時間表應當包括可衡量的目標 —交貨計劃。物料報告應該根據(jù)采購 /本地化和轉(zhuǎn)移物料的狀態(tài)產(chǎn)生，包括到達日期，到達計劃，和潛在危險物料的清單。 NPD DB?record Label? information for unit amp。 Output ? Schedule for all manufacturing preparation task Weekly Report for? preparation period Daily Report for build period? Line Layout? amp。 Work with platform engineer, test engineer and quality engineer to create DPU report according to quality plan in NPD/NPT DB. 和產(chǎn)品工程師、測試工程師和品質(zhì)工程師一起完成 NPD/NPT數(shù)據(jù)庫中的品質(zhì)計劃。 Complete build report after beta build, pilot run and ramp up run. Lead cross function to solve all problem.. 在每次試生產(chǎn)后提交 生產(chǎn)問題報告。 Calculate amp。 Direct and train cell leader and operator from production dept during beta build, pilot run and ramp up run. 在新產(chǎn)品導入期間指導和培訓線長和操作人員 Take over responsibility to Manufacturing Engineer to in 3 months at most after pilot run. 在試生產(chǎn)后最多三個月之內(nèi)向生產(chǎn)部制造工程師移交所有的職責。為生產(chǎn)線準備一些特殊的工具和夾具。 Work with MEI specialist to create assembly work instruction for PCB assembly and final assembly for beta build, pilot run and ramp up build step by step, release formal assembly WI before mass production. 和 MEI 工程師一起創(chuàng)建線路板和成品最終裝配生產(chǎn)指導書，并在試生產(chǎn)過程中完善，最后在批量生產(chǎn)前正式發(fā)放。D to correct BOM. 檢查工程 BOM，包括屬性，結(jié)構(gòu)和數(shù)量精準 ，特別是 ECN 之后，提供給 BOM 維護人員修改屬性，和提供研發(fā)修改錯誤。D on all manufacturing issues during preparation period. 在準備階段與研發(fā)討論一切和制造相關(guān)的問題。 FMEA (Failure Mode and Effect Analysis) review with Ramp。 Attend weekly meeting with Ramp。這個計劃時間表應該包含可衡量的指標。 Set KPI (Key Performance Indicator) for NPI as mitment. 設(shè)定關(guān)鍵績效指標作為支持新產(chǎn)品導入的承諾。 Project Leader will lead the NPI Closure review and submit the wrapup report to Management. 新產(chǎn)品導入項目領(lǐng)導人將領(lǐng)導 NPI 結(jié)束審核，遞交管理層綜合報告 Output Weekly? meeting report ROI report if it is necessary 〉 Transfer DB? WBS(? work breakdown structure) NPI schedule? Manufacturing Plan for each? build Recognition and rewards system? Final pilot run report? ? Project closure report 3. Head of cross function department 各職能部門的負責人 Assign 1 member as internal coordinator from each function department for NPI project. He /shi is the member of NPI project team. 指定一個成員作為本部門內(nèi)部的新產(chǎn)品協(xié)調(diào)人，他 /她是新產(chǎn)品導入項目團隊的成員。 management for final decision of RTM. 提交最終的報告或信息給總經(jīng)理和管理層，作為同意正式投入生產(chǎn)的依據(jù)。產(chǎn)品質(zhì)量計劃應該達到一個研發(fā)和生產(chǎn)都可以接受的通用質(zhì)量和 AAA 特殊標準。 Project Leader will ensure to deliver new product to mass production on schedule with Quality Plan. Product Quality Plan should meet universal and AAA specific quality standard which is agreed with AAA Ramp。 For NPD, Project Leader will review and document each phase result with Ramp。 Submit weekly status report on weekly meeting with Ramp。 NPI Project Leader will initiate, followup and update the Project Master Schedule (GanttChart template). Project review meeting with all team members is required on regular base (for example, once a week). In regular project review meeting, discuss project status based on weekly or monthly report from cross function, measure actual progress