PIM产品开发流程管理文档

P I M产品开发流程管理
文档
集团标准化工作小组 [Q8QX9QT-X8QQB8Q8-NQ8QJ8-M8QMN]
OR DR0DR1DR5DR6
DR2DR4
Product creation phase Development phase Qualification phase
Ramp up phase
1.Purpose and Application Field
Purpose
This manual describes how to implement a project for the development of a Global Product Offer:
-The product
-The accessories
-The end to end solutions
-The services
Application Field
This manual applies to all projects carried out in 某 for the purpose of
defining, designing, constructing and the product basic elements of a
commercial proposal. The method described here must be adapted to each project in line with the constrain specific to the product offer in question.
2.Responsibility
The PIM is accompanied by a Project Development Plan (PDP) under the
responsibility of the Project Manager and in keeping with the basic procedure; in includes in particular any adaptations/ simplification of the procedure.
Project core team responsibility, see
3.Reference Document
None
4.Description
4.1Project Life Cycle
The life cycle of a project is made up of the following as shown in the attached figure:
-Life cycle of a product
-Sales cycle of a product offer
Post commercialization (After Sales)
The implementation of a project is based on compliance with this life cycle, split into phases.
Every phase, except the last, finishes with an end- of- phase review called “ a decision review” (DR) representing a formal decision- making process. The final phase, called the “end- of- life”, is initiated by a decision review in which the phase is planned.
A “Phase” is characterized by a specific objective and responsibility for the
performance of the activities required for this “phase” to be completed in
assigned to a “Project Manager”.
DR List DR
(*): Depending on the complexity of radio/ digital development, the project team can decide to skip the mock up development phase.
4.2Project organization and management
4.2.1Definition
The PIM is intended to apply to the definition, design, construction and
production of the base elements of our commercial offer (product,
accessories, end- to- end solutions .).
-Products Managed
-Purchased products (developed or manufactured to specifications or document files).
-Compatibility with services provider offer, PC or PDA offer
The following general objectives validated at DR1, are the reference for
the project.
- Schedule (decision reviews …)
- Quality (FPY, return rate …)
- Quantity (Ramp up, production capacity …)
- Cost (FCP, budget …)
- Product Characteristics (Marketing specifications, orders and
deliveries process,…)
- Product Warranty (Duration, responsibility,…)
- Liabilities
- Supply Chain (Rules, orders and deliveries
process, …)
They are all mentioned in PDP.
In case of partners and/ or subcontractors, both will agree.
4.2.2Project Structure
Projects are organized into phases. Each phase ends with a Decision
Review.
Phase
Each phase has a specific objective with dedicated activities. It
transforms specific inputs into outputs.
Responsibility for the performance of the activities required for a
phase to be completed is assigned to the project manager.
A decision review is performed at the end of each phase in order to
validate the outputs and to acknowledge the transition to the next phase.
See: PIM check list:
Project Development Plan
The conditions for applying the project performance methodology to a
given case are defined in the Project Development Plan drawn up by the
project manager for DR1.
4.2.3Decision to Create A Project
The concept of a project is inseparable form the company’s commitment
to invest the resource (human, material and financial) needed to enlarge its range.
A project is undertaken follow ing a Decision Review called “Kick off
Review” or “OR- Opportunity Review”.
The process of defining the project and setting up the project team and the associated budget is a gradual one involving phases of marketing
analysis and specification.
A budget line is started at the OR.
The company’s commitment to carry out a project is made official by a Decision Review called the “Project Commitment Review” or “DR1”.
4.2.4Building The Project Team
The Project Core Team is appointed (partial or complete):
-To prepare the (Opportunity Review).
At the , appointment of a partial or complete Project Core Team to
prepare and present the DR0.
(Including the development of technological bricks, if needed).
-The requested resources to prepare the DR0 must be defined and scheduled.
At lease, the Project Core Team dedicated to a Project is appointed at the DR0.
(*) If needed: Major technological gaps (ex: new reference design, new product concept, new techno: HWD/SWD)
According to project requirements, the project team is made up of
permanent or assigned members, and experts may be co- opted to meet
OPM & VPM exist only for WNV brand project. (see Appendix I Project core team organization chart).
4.2.5Project Scope Change Control
For DR1 onwards, any change affecting the definition of the product and/ or alterations of characteristics, for whatever reason, are subject to a specific process
ECR/ECN- Product change management procedure
4.2.6Allocation And Consolidation (Resources And Budget)
The resources and expenditure prior to DR1 are allocated at the OR, and reviewed at DR0 by the BU director.
The final budget allocated to a project is validated at DR1. It must
comprise the phases from DR1 to DR5.
As regards of the dedicated tooling, commitments are authorized at the
Tool Start, apart from a few exceptions (cf section above)
This budget has to be consolidated bottom up by the BU director.
Within the limits of the budget allocations, the Project Manager is
responsible for how resources and expenditure are committed.
Budget approval will be released and re-approval periodically and minimum at each Design review. In case of partners and/or subcontractors, both
will agree.
4.2.7Scheduling And Progress Follow- up
The general schedule validated at DR1, is the reference schedule for the project. In case of partners and/or subcontractors, both will agree.
Ongoing consolidation and adjustment of the general schedule take place during the weekly or bi-monthly project progress meetings headed by the Project Manager. All these meetings are recorded and updated action point and risk follow-up lists are drawn up.
A formal, concise, relevant progress report to the directors is made on
a monthly basis, from DR0 to DR5. The main objective is to report
critical/major risks. The presentation contains the following items:
- Highlights for the previous month
- Projects Risks TOP 5 on global product offer
- Other Projects Risks / main problems (if necessary, otherwise in the report)
- Q/C/T Project Indicators (Planning, Budget, FPC, Quality)
- Main Decisions taken the previous month or to take during the presentation. if necessary
- Other indicators (if necessary, otherwise in the report)
- Highlights for the current month
A formal progress report is recorded and sent to the management according
to the diffusion list with in particular the synthesis of actions and
decisions taken during the review.
In addition, every DR will be followed by a debriefing by the project
team, for all teams involved in the phases of the project, possibly with
the involvement of the directors.
Monitoring is also done by ALL members of the team with a weekly or by-
monthly progress report and list of action point.
4.3Missions Sheet
Missions of Product Project Team’s Members
4.3.1Project Manager (PJM)
The project manager is responsible for achieving the commitments
validated at DR1. He acts as arbiter within his team, for optimization
for the Q/C/T objectives.
These missions:
- Manage all the specification (system level) for the product.
Drive the core team management (weekly meeting with the basic
project team, conflict resolution …). And take authorization of
core team members’ performance evaluation.
- Define and apply the Project Development Plan for the project
Q/C/T objectives.
- Coordinate the activities relating to the development,
industrialization and commercial preparation of the product offer.
(Releases …)
- Carry out the project reporting (indicator, .)
- Assure that the objectives such as Cost- Time to market ramp up, are
consistent with the initial product P&L…objectives presented at DR1 and
adjusted at DR3 (FOPDI).
- Coordinate with BU director all the actions defined and follow their
implementation in the project.
He has to take care of all aspects which can significantly change the P&L
of the product and make decisions or proposal to the directions when this
is relevant.
In case of partners and /or subcontractors, the project Manager
centralizes all information flow between the partners and /or
subcontractors and 某 (included non-conformity, warning, customers’
problem, preventives action…) with the support of the QP M.
4.3.2Product Manager (PDM) 产品经理
He/she is the representative of the project for the downstream
departments – Product & Solutions, Sales & Marketing, Communication,
Design, Pack & translation.
These missions:
- Define of the full product offer, including design, packaging,
ergonomic and graphic presentation choices, customization needs, and shop
cost and margin objectives. Elaborate MU, ID card and the Product
Functional Specification.
- Drive the core team management (weekly meeting with his/her team,
conflict resolution , …)
it means co-ordination of the activities involved in ergonomic
specifications , design, translation, packaging, user manual, commercial launch and market analysis.
- Define the messages translation, the user manuals and the product
releases.
- Ensure that the commercial tools required for the product launch are
available.
- Realize the product information (pricing strategy) in the Business
Plan..
-
4.3.3Technical Project Manager (TPM)
The technical project manager is responsible for the technical choices
and performances of the global product offer within the project,
incorporating the Q/C/T criteria. He is responsible for ensuring
consistency in the choices between the hardware, software and mechanical parts.
These missions:
- Insure of the system specifications integration
- Insure of the technical part of the development plan and technical
documentation
- Technical interface with the production centre / validation / Product and Solutions
- Overall technical activities relating to the development /integration
(technical co-ordination: hardware, software and mechanical.)
4.3.4Industrial Project Manager (IPM)
The IPM manages the industrialization of the product for production,
industrial validation of the components including multi-source components.
The IPM ensures that the technical solutions are consistent with the
production process and the quantity, scheduling, quality and production
cost targets.
He is the interface between the Sub-contractor and the Core-team, during the industrialization process and mass production (Incoming inspection,
production process, customization process, packaging process, procurement process, service after sales process, sub-contracting production process, overseas production process transfer) and he drives the industrial core
team management.
These missions:
- Be responsible for the industrialization plan and industrial objectives for the project, suggest industrial process orientation (new
technologies…); advise on industrial choice.
- Monitor compliance with production cost targets and taking corrective measures to reduce non-quality costs; be responsible of target presented for DR1 and mentioned into the industrial plan - in order to reach cost target fixed for DR0.
- Write and implement the product/process quality control plan.
- Realize pilot runs (from mock-up), analyze production results and apply corrective action plan to improve quality level.
- Build up NPI budget and specific jig and tool budget (jigs and tools
for, customization, and packaging).
- Monitor the development or adaptation of production lines (machines,
test and repair tools) for the project. (From Incoming Inspection to CCS via Global Operation Department, including subcontracting production and overseas production).
- Plan and follow process qualification plan regarding project planning;
verify the coherence between process qualification plan and capacity
needs according to the FOPDI till DR5.
- Establish the production Ramp-up in the start-up phase;
- Warranty the component industrial validation.
- Warranty technical level of the product regarding project requirement and be in charge of producing manufactured and sold product technical
level document.
- Procure tooling supplies starting with the prototypes/mock-up and then the PTP (Production Tooling Prototype), and the pre-series lots.
4.3.5Purchasing Project Manager (PPM)
In charge of implementing the purchasing strategy for the project.
These missions:
- Prepare and manage the purchasing plan.
- Oversee the set up of PPQA and the follow-up of its implementation.
- Monitor external expenditure for the project (supplies, external
tooling), the material costs of the product (BOM cost).
- Ensuring that the purchasing strategy is implemented.
- Ensuring consistency of supplier capacities (need commitment) with the needs defined in the plan (DR1, FOPDI).
- Represent the project to the Purchasing Department, acting as the
interface with project team and EMS, through CSA implement procurement, and ensure material delivery on time to meet the ramp up planning.
4.3.6Quality Project Manager (QPM)
The QPM represents the customer within the project team. He guarantees
the Product – Process Qualification in terms of customer representative.
He is the single interface of Quality under the Project.
These responsibilities:
- Project quality strategy definition and deployment.
- Guarantee the product qualification in terms of validation of the
qualification test, analysis of the tests results, qualification means
audit.
- Insure the animation of the improvement loop of quality in conception (monitor the components qualification through PLM -Qualicomp Database)
and products.
- Manage the preventive procedures implementation based on the quality
tools implementation (functional analyses, FMEA procedure…).
- Guarantee that the developments are carried out in accordance with the prescribed methodologies (PIM, component qualification guide, product
qualification guide, any specific methodologies applicable to the
competence centers engages in the realization of the project).
- Drive all the internal fields’ tests (alpha & beta …)
- Manage the operator’s and customer audits.
4.3.7Customer Service Project Manager (CPM)
In charge of implementing customer service strategy for the project.
The missions:
- Take into account the service strategy of level 1, 2 and 3.
- Define the maintenance plan and repair strategy; including repair
centre creation; tools; sample; spare part and travel schedule.
- Define and follow the purchase plan of E- BOM spare pare and Handset
BOM for repair centre.
- Deployment the training for repair centre.
- Define software delivery process for repair centre and finalize the
repair document for 3 levels’ repair centre.
- Test software qualification for service phase. Download the software
from MLDC and Teleweb server for qualification.
- Equipment and tooling qualification and validation.
- Follow up market feedback, report market quality information on time
(The first return between DR4 &DR5 and take into account in the product, typical problems analysis).
4.3.8Operation Project Manager (OPM)
The OPM is responsible to:
- Define logistic/ customization strategy with supplier to respect Q/C/T objectives.
- Management operation issues; Global material management for material
PO, shortage, delivery allocation and excess control after DR4.
- Provide global version for forecast, as the interface of sales, OPM
will make launch plan schedule for DR3.
- Production capacity and constraints management; Control planning and
ramp up. Ensure logistic interface with supplier and logistic centers.
- Consolidate IPM industrial capacity and PPM supplier capacity to have
feasibility to project for FOPDI releasing.
- Tooling & plastic investment control with PPM & IPM.
-
- Ensure FOPDI to DR5; Weekly basis/ Monthly basis for the report and
alert of demand, production, delivery and inventory.
- End of life management.
- Global exposure and LTVS tracking and report.
- Project exposure control from lot0/lot1 (CSA/ECN).
4.3.9Software Project Manager (SPM)
In charge of development of the "applicative embedded software" of the
product, he co-ordinates specifications, design, integration of embedded software created for the product by the Software Department and/or by
partners or subcontractors, in accordance with technical department
processes.
Participate to the core team (weekly meeting, monthly meeting …)
These missions:
- Co-ordinate to the software team (weekly meeting, organization,
technical problem, resolution…)
- Create the software development plan (before DR1: Commitment on a
feature list, allocated resources, time schedule…)
-
- Assure the consistency of the embedded software specifications and
developments with the products approved functional and system
specifications (marketing, ergonomics…) including accessories, E2E and
performance constant targets are met.
- Contribute to the customization process which must be consistent
with embedded software that does not include translation and content
definition of customizations. Responsible of the customization tools
evolution.
- Provide the software parameters for customization (hardware parameters are defined by HPM)
- Assure the consistency of the delivery for VAL/ HW/ Production (Codes, languages, customizations, technical parameters…) according to delivery scope defined.
- Software releases until DR5 (Switch off at SR5).
- Evolution of CRQ checking of resources availability and schedule impact before acceptance (budget impact).
- End of project statement “soft process assessment”.
- Manage the project specific internal team training.
The resources allocated by the Software Department for these
activities are placed under his responsibility.
4.3.10Hardware Project Manager (HPM)
The Hardware Project Manager is responsible of the design and validation activities carried out by the Hardware System Department and/or partners or subcontractors.
These missions:
- Responsible of the Hardware Review process, to ensure HW design Q/C/T can meet product requirements.
- Responsible of the hardware development and optimization (antenna,
acoustics, LCD, radio, digital, ASIC, system integration, PCB aspects)
including interface with the accessories
- Responsible of the development, realization and optimization of test
tools
- Participate to mechanical architecture to optimize main subjects
(antenna, audio, acoustic, display, shielding, ESD…)
- Responsible of the development, optimization and supply of laboratory and customer care production test software (Software upgrade took,
Cloning tool, STT tool, TeleWeb took, Mini SW, LAD…)
- Responsible of the DSP software integration,
- Define the PCB layout constraints relying with electric and
electromagnetic aspects
- Responsible of the system integration of the accessories jointly
with the accessories team.
- Define the technical parameters relatives on the hardware components
and the software DSP.
- Support to the mass production product ramp up.
The resources allocated by the Hardware Department for these activities fall under his authority.
4.3.11Mechanical Project Manager (MPM)
In charge of developments in the product's mechanical, electromechanical, and interface with accessories the co-ordinates the design and validation activities carried out by the Mechanical Engineering Department and/or
partners or subcontractors.
These missions:
- Drive the core team management with his team (weekly meeting, conflict resolution …)
- Responsible of the consistency of the mechanical design with the design definition, the industrial, hardware, purchasing and marketing
constraints, and its conformity to environmental requirements
- Responsible of the development and validation of tooling for the
specific parts including customization.
- Express the specific project training needs of his Team.
- Insure a reporting to the TPM for the technical meeting and to the PTM
for the project meeting.
- Participate in insuring Insure the product / process realization.
The resources allocated by the Mechanical Department for these activities fall within his responsibility
4.3.12Validation Project Manager (VPM)
In charge of validation strategy.
These missions:
- Guide the teams in defining the necessary environments, and in
establishing test and scenario plans
- Implement these plans, obtaining feedback and tracking corrections.
- Organize the Problem Reports Analysis Meeting (CEA). PJM /
subcontractor is decision-maker with possibility of delegation.
- Co-ordinate the different certificates/approvals, labels and test
reports applicable to the global product offer
- Co-ordinate the running field (countries/operators) interoperability
tests.
- Co-ordinate and/or participate to spec reviews, contract reviews, test
plan reviews of development depart. (Ergo, off-the-shelf accessories, e2e
applications).
- Responsible for the validation project, from the planning stage through
to the decision to launch the product on the market. This entails:
Originate the project by drafting the validation project plan,
Control the entire project and reporting on progress to the program
manager,
Ensure that validation constraints are incorporated into software
development plans,
Motivate team assigned to the project,
- Within the framework of field returns:
Participate in the TEAM,
Monitor technical support (worldwide),
Provide technical support for customer application engineers and
marketing.
The resources allocated by the Validation Department for these activities
fall within his/her authority.
4.4Decision Review/ Principles
Supervision
Planning, convoking and carrying out a decision review is defined in the decision matrix for each Design Review.
The convoking responsible will ensure the presence of the decision-maker or a duly designated representative at the DR.
During the DR, the following issues will be dealt with:
-Review of critical points
-Inventory (? budget / ? specifications / ? planning if needed)
-Major risks – Proposals for actions
-Points to be settled / decisions expected
-Main steps to follow, where management will have to intervene.
-Opinion of the Project Team about the DR (accept, refuse etc.)
Decision Matrix
Acceptance, refusal or postponement of a decision review is the result of a
group decision made by the Project Team, representative of 某 management and representative of the customer based on the analysis of the identified risks (D). If no mutual decision can be reached during the DR, the decision is made by the management (E). The result of decision review and related information should be shared with key persons and key department (I).
For each project, the detailed mangers name list of decision matrix has to be defined before OR. It’s mandatory input for OR. PLM and PJM take responsibility to track and get confirmation from manager level and project level.
- (see Appendix II sample for decision matrix (WNV brand & 某 brand).
All the managers can delegate a person to participate at a Decision Review. This delegation should be formal somehow (e-mail…) and this has to be included at
the DR presence sheet.
Decision to Pass the Review
Possible action plan but no major problem, no major discrepancy between the PIM and the status of the DR. No Q/C/T impact s (no end-user risk, no P&L risk, no DR4 impact).
Normal follow-up of the project’s progress
The project, product or process involves a major problem, which does not
affect the product offer but creates serious problems for performance
(possible end-user risk), costs (P&L impact) or time frames (DR4 impact), or there is a large deviation between the PIM and the status of the DR.
An action plan with a precise timing must be defined and another review will be carried out when the problem is resolved or an acceptable alternative
solution is found. The plan will be confirmed during the new review.
Another simple case for the postponement of the DR is that it has taken place too early compared to the report of the progress of the project, tasks or
events affecting the DR
Developments will follow in the usual manner.
There is a critical problem with the project, product or process that
adversely affects the product offer.
An action plan must be defined to change the product requirements or
objectives. A new review will be then carried out.
The follow-up of all or part of the developments will be explicitly decided upon by the management.
4.5Principle of Scoring Risks
All along the project’s life span and particularly at the time of the
decision review, the project team assesses the risks of the product and
manufacturing processes and the risks of the project itself.
An estimate of product and process risks is carried out based on the following 3 criteria:
-Severity,
-Frequency,
-Detection RPN = S x F x D
The risk is then identified by its RPN (Risk Priority Number). Based on
factors concerning the product itself and the manufacturing process, an RPN –P (product) or a RPN– M (manufacturing) will be evaluated.
For project risks, including the risks linked to the difficulties of
developing the product or process, the following 3 criteria will be evaluated:
-“Severity”: severity in terms of cost, quality, time to market, development or planning for the project / product / process / if the
risk is actualized
-“Frequency”: probability that the risk impacts the project or slows the project down (confidence level)
-“Detection”: date when risk is eliminated compared to the critical path of the project, . how much time will remain for finding a solution
when the critical risk is removed or confirmed before impact on the
critical path and thus on the DR4.
A sum-up of the main project risks will be presented at each DR (as well as
the product and process risks, if necessary), with proposals for actions to secure the problem.
-Eliminate the definite risk . carrying out an alternative solution).
-Transfer the risk . time frame ? cost).
-Decrease the probability or impact of the risk.
-Accept the risk.
In addition, the dates when the risk will be removed will be specified, and the action plan could include specific action to speed up the elimination of
the risk. Any risk not involving specific action will be considered a
tolerated risk.
Link between RPN and risk level:
RPN>=300 : Critical risk
100<RPN<300 : Major risk
RPN=<100 : Minor risk
4.6 Project Document Plan
All the project documents are deposited in a documentation database like PLM.
What sort of documents
All documents needed to pass a DR.
All those documents are defined in by project.
Who defined the documentary structure of a project
Each Project Manager (PJM) duplicates the previous and similar project structure and adapts it to its needs.
Access
By the adequate tool of the document database.
5.Terminology
Product offer
This offer includes a product with customization facilities (hardware, software customization, languages predictive input) , its accessories, end-to-end
solutions Each project development plan must describe it accurately.
The following quantity is the nominal or proposed quantity. This quantity can be adjust regarding the total quantity of the project and must be present at DR0 and agreed at the DR1.
Mock-up & Prototype
A "Prototype" is a complete and operational product that allows the validation of
the steadiness of the design with:
Hardware presenting the performance of the final product (proto parts or lot0f).
Software including the minimum of elements allowing the verification of software/hardware compatibility as well as the validation of the main
operations of the hardware ( radio , acoustic , protocol, interfaces
software/hardware, test software).
Prototypes may have mechanical parts as well
Production Tooling Prototype (PIO) :
(not necessarily finalized but production runs, lot0f bis) and assembled by
production personnel in order to assess and anticipate manufacturing risks.
.。