Course Introduction
APQP Status Reporting
Process
APQP 状态报告程序
Participant Introductions
Write your name and division on a name tent
card with the markers provided.
在纸上写下你的姓名部门.
Prepare to introduce yourself to the class by
sharing:
向课堂上的所有人介绍:
Your name 你的名字
Your title 你的职称
Why you are interested in the APQP course
你为什对APQP课程感兴趣
Your interest 你的日常兴趣爱好
Course Goals
Upon completion this course, Participants will
be able to:
完成本课程培训，参加人员可:
1. Describe the relationship between FPDS and APQP.
2. 理解FPDS和APQP的关系.
3. Describe the importance of cross-functional team
communication.
跨功能小组合作沟通的重要性.
3. Explain the APQP elements required in product/process design.
解释在产品/过程设计中 APQP 各要素的要求.
4. Explain the APQP elements required in preparation for
manufacturing.
解释在准备生产过程中APQP各要素的要求.
5. Explain the APQP Status Reporting Process.
理解APQP 状态报告过程.
FPDS
Months before Job 1 for S1 to S6
programs
S1-S6项目在Job 1之前的时间节点
FPDS Online Resources
Module Introduction
组成部分介绍
Introduction to the
APQP Process
APQP过程介绍
1-1
F:/ Structure
Ford Initiatives
Definition
APQP (Advanced Product Quality
Planning) is a structured method
for defining and executing the
actions necessary to ensure that a
product satisfies the customer.
APQP是一种结构化的方法，用来确定
和制定确保某产品使顾客满意所需的步
骤
Goal
The goal of the APQP process is to
facilitate communication between all
persons and activities involved in a
program and ensure that all required
steps are completed on time, with a
high quality-of-event, at acceptable cost
and quality levels.
APQP的目的是使所有参加该项目的人员和
行为便于沟通，确保所有开发阶段按时，以
可接受的成本和质量水准完成.
APQP Purpose
The purpose if the APQP process is to establish:
APQP的目的是建立:
Common expectations for internal and external suppliers
对内外部供应商共同的要求
Common process metrics
通用的过程表格
A common program status reporting format
共同的状态报告格式
Roles and responsibilities for the APQP elements
APQP各要素的职责和角色
A better understanding of how the APQP elements relate
to FPDS
更好理解APQP各要素和 FPDS的联系
APQP Benefits
APQP aids the program team by:
APQP帮助项目小组:
Adding discipline
增加纪律
Facilitating early identification of required changes
早期确定可能的更改
Avoiding late changes
避免晚期更改
Providing a quality product on time, at acceptable cost,
to satisfy customers
用可接受的价格，准时提供优质的产品，满足客户
Facilitating continuous improvement
使持续改进更方便
APQP Benefits (Cont’d)
Elements
要素
Teamwork
小组工作
Communication
沟通
Timing/Planning
时间/计划
Identify Activities
定义行动
Roles
角色
Program Management
项目管理
Quality and Reliability
质量和可靠性
Team Leaders
小组领导
Engineers
工程师
Suppliers
供应商
Program Team
项目小组
APQP 23个要素
1 选点决定
2 顾客输入要求
3 精致工艺技术
4 设计失效模式后果分析
5 设计评审
6 设计验证计划
7 分承包方 APQP 状态
8 设施、工具和量具
9 样件制造计划
10 样件制造
11 图纸和规范
12 小组可行性承诺
13 制造过程流程图
14 过程失效模式后果分析
15 测量系统评价
16 试生产控制计划
17 操作工过程指导书
18 包装规范
19 产品试生产
20 生产控制计划
21 初始过程能力研究
22 生产确认试验
23 生产件批准 (PSW)
福特四项特殊要素
1. Sourcing Decision
选点决定 ；
2. Customer Input Requirements
顾客输入要求 ;
3. Craftsmanship
精致工艺；
4. Subcontractor APQP Status
分承包方APQP状态 ;
检查清单中的重要要素
Design FMEA
设计FMEA
Design Verification Plan & Report
设计验证计划和报告
Prototype Build Control Plan
样件制造控制计划
Manufacturing Process Flowchart
制造过程流程图
Process FMEA
过程FMEA
• Pre-Launch Control Plan
试生产控制计划
• Operator Process Instructions
作业指导书
• Production Control Plan
生产控制计划
16
Feedback Assessment & Corrective Action
反馈、评估和纠正措施
Product & Process Validation
产品与过程确认
Process Design & Development
过程设计和开发
Product Design & Development
产品设计和开发
Prototype Build
样件制造
Plan & Define
计划与定义
1-2
APQP 指南目的
Includes best practice APQP evaluation
process, process metrics, and status reporting
Links the APQP process to Product
Development and manufacturing processes
把APQP过程与产品开发和制造过程相联系。
Defines roles and responsibilities for the APQP
process
定义APQP过程的角色和职责
Develops a common APQP process for both
internal and external manufacturing and
assembly suppliers
为内部制造和外部供应商提供一个通用的开发过程
Accessing the APQP Guidelines
访问 APQP 指南
Both the Guideline and the
forms are available.
指南和表格均可由此获得。
1-4
Module Introduction
FPDS Timing Relationship
and Responsibilities
FPDS 时间进度
关系和职责
../../ Question 2
Scaleability
Vehicle Scaleability Manufacturing Scaleability Powertrain Scaleability
S1 - Modifications to trim, ., new
seat sew style modifications only
for seats or insert material changes
for interior appliqués.
M1 - Carry-over engine/transmission with minor calibration
revisions to, ., no machining changes, very minor assembly
revisions, and no plant facilities/infrastructure revisions.
P1 - No base engine/transmission/catalyst
changes, ., wire routing, dipsticks.
S2 - Minor freshening, ., new
seat pads, lamp decoration with
carryover tooling, optics.
M2 - Carry-over engine/transmission with moderate calibration
revisions, ., no machining changes, minor assembly
revisions, and no plant facilities/infrastructure revisions.
P2 - Very minor package-driven changes,
., engine actions (such as corrosion
upgrades and oil coolers).
S3 - Moderate freshening, .,
carry-over inner panels, new
outers.
M3 - Minor engine/transmission upgrade, ., minor
machining/assembly changes (retool existing equipment in
place), minor CNC programming changes, and very minor
plant facilities/infrastructure revisions.
P3 - Minor package-driven changes, .,
revised exhaust manifolds, non-structural oil
pan.
S4 - Carry-over platforms, ., all
new to the customer.
M4 - Moderate engine/transmission upgrade, ., retool
existing machining/assembly lines (minimal number of new or
reworked machines), CNC programming changes, and minor
plant facilities/infrastructure revisions.
P4 - New use of P/T for non-structural
engine actions, ., new exhaust
manifolds, new catalysts.
S5 - Modified platforms, ., carry-
over platforms with structural
changes.
M5 - Major engine/transmission upgrade, ., significant
portion of machining (assembly lines are new, reworked, or
retooled), and major plant facilities/infrastructure revisions.
P5 - P/T design actions are within
correlation of analytical tools, ., major
engine/transmission upgrade.
S6 - New platforms, ., all new
platform and structure.
M6 - All new engine/transmission, ., nearly all machining
(assembly lines are new, reworked, or retooled), and major
plant facilities/infrastructure revisions.
P6 - Analytical tools are not sufficiently
developed, ., new engine/combustion.
APQP Generic Program
Gantt Chart
Relationship Table
VO NMP
Launch
Engineer
Matrix for Quality Planning
质量策划矩阵
1-6
Module Introduction
APQP Risk Assessment
and Kick-off
APQP 风险评审
和起动
../../ Questions
APQP Systemic Flow
APQP 系统流程
APQP过程流程精致工艺精致工艺
资源决定资源决定
顾客输入要求顾客输入要求
小组可行性承诺小组可行性承诺
图纸图纸//规范规范
P-图
失效模式和后果分析
规范和目标
（VDS/SDS/CDS）
车辆/系统/子系
统/部件的设计
设计失效模式后果分设计失效模式后果分
析析（（DFMEADFMEA））
图纸图纸//规范规范
（文件（文件//电子档）电子档）
设计验证计划设计验证计划
（（DVPDVP））
样件制造样件制造
控制计划控制计划
样件制造样件制造
测量系统评价测量系统评价
（尺寸控制）（尺寸控制）
设施设施//工具工具//量具量具
制造过程流程制造过程流程
操作工过程指导书操作工过程指导书
（过程定义）（过程定义）
试生产控制计划试生产控制计划
过程失效模式后果过程失效模式后果
分析分析（（PFMEAPFMEA））
操作工过程指导书操作工过程指导书
（验证和培训）（验证和培训）
生产控制计划生产控制计划
产品试生产产品试生产
初始过程能力初始过程能力
生产确认试验生产确认试验
零件提交保证书零件提交保证书
（（PSWPSW））
向前的信息流
向后的信息流
设计设计//制造评审制造评审
（在所有（在所有APQPAPQP要素后）要素后）
1-3-C
APQP 起动会议
Step 1. Initiate the APQP process
第一步. 开始APQP过程
Step 2. Educate the attendees
第二步. 培训参加人员
Step 3. Finalize roles and
responsibilities
第三步. 定义角色和职责
Step 4. Discuss and finalize work plans
第四步. 讨论和决定工作计划
风险评估的目的
The purpose is to help determine the extent
to which the APQP status reporting process
needs to be performed by the supplier:
目的是为了决定各个供应商在APQP状态报告的范
围：
At the beginning of a new model program
在每一个新项目开始的时候
Any time a PSW is completed
PSW 完成的时间
风险评估检查清单
Is used as a thought starter to
assist in assessing potential risk in
a supplier
用作开始支持对潜在的风险供应商的评
估方法
Requires subjective experience to
be used most effectively
利用个人经验使评审效果最佳
Parts/Systems PriorityParts/Systems Priority
零件零件//系统优先级系统优先级
High Impact parts/systems are those that require special
attention.
高影响度零件/系统需要特别关注。
Prioritized parts/systems maximize the use of Suppler Technical
Assistance (STA) and team resources.
优先的零件/系统使供方技术支持（STA）和小组资源的使用最大化。
Medium and Low Impact parts/systems are monitored, but do
not get the high level of attention.
中等和低影响度零件/系统被监视，但不会引起高度关注。
Priority Selection Criteria
优先选择准则
Program Team categorizes parts/systems using four
major areas of risk:
项目小组依据风险的四个要素把零件/系统分类：
#1 Quality History
#1 质量历史
#2 Supplier Profile
#2 供方大纲
#3 Engineering Profile
#3 工程大纲
#4 Performance v/s target
#4 与目标相对的绩效
Priority Selection Criteria
优先选择准则
#1 Quality History
#1 质量历史
High warranty or Things Gone Wrong.
高的保修记录或运行状况不良
Frequent Quality Rejects and/or
campaigns.
频繁的质量拒收和/或冲突。
Similar component/system was the
cause of a recall action.
相似的部件/系统导致一次召回行动。
Priority Selection Criteria
优先选择准则
#2 Supplier Profile
#2 供方大纲
New supplier.
新供方。
New manufacturing location.
新制造场所。
Product or manufacturing technology is new.
产品或制造技术是全新的。
Supplier does not meet Ford Quality
供方不满足福特的质量要求
Standards (Q1) or is under Q1 probation
（Q1）标准或低于Q1证明。
Priority Selection Criteria
优先选择准则
#3 Engineering Profile
#3 工程大纲
Design is new.
新设计。
Manufacturing techniques are new.
制造技术是新的。
Similar products are subject to numerous design changes that
threaten program timing.
相似的产品是导致大量设计变更而威胁项目事件进度原因 。
High product or process complexity.
高的产品或过程复杂性。
Product is strategically important due to high visibility or
functional performance.
由于高的可见度或功能性，产品处于战略重要地位 。
Priority Selection Criteria
优先选择准则
#4 Performance vs. Targets
#4 与目标相对的绩效
Design goals will be difficult to achieve.
设计目标将难以完成。
Reliability goals will be difficult to achieve.
可靠性目标将难以完成。
Quality goals will be difficult to achieve.
质量目标将难以完成。
Program timing is compressed.
项目时间进度被压缩。
Cost targets are aggressive.
成本目标过高。
Example Risk Assessment
Checklist
Example Risk Assessment
Checklist Answers
Module Introduction
APQP Reporting Forms
APQP报告格式
../../ Summary
计划和定义
成立小组
预算批准
初始材料清单
产品保证计划
项目追踪表
资源决定
问题日志
管理者支持
顾客输入要求
项目进度
设计目标
可靠和质量目标
可承受的成本目标
计划产量
关键联系人
产品质量进度计划
产品设计和开发
DFMEA
初始CC/SC清单
设计评审
设计验证计划
设计验证
分供方APQP状态
设备、工
装和量具
样件制作控制
计划
制造系统
分析计划
MSA计划
小组可行
性承诺
样件制作 包装规范
图纸和规范
PFMEA
特殊产品/
过程特性
初始过程
能力研究
计划
MSA
试生产
控制计划
过程与产品
特性联结
平面布景图
特性矩阵表
包装标准
产品/过
程质量
系统评
审
管理层评审
产品和过程验证
作业指导书
试生产
生产控
制计划
质量计划
批准和管
理层支持
生产件
批准
(PSW)
在物料需
求日提交
PSW
零件
功能检
查报告
初始过程能力研究
生产验证
包装评估
信息反馈和纠正措施 经验学习
交货和服务
过程设计和开发
SI PT PD PI TD TC PC PR SO LR JI PS
客户满意
减少偏差
设计验证和批准报告
Accessing Forms
Information Worksheet
The Information
Worksheet
summarizes
program
information on
one form.
在一张信息工作单
上总结了项目
的所有信息
Element Rating Checklist
Status Report
GYR Status
Risk (color)
风险（颜色）
Definition定义
High (Red)
高（红）
Target dates and/or deliverables are at risk. A recovery work plan
is not available and/or implemented, or the work plan does not
achieve program targets.
目标日期和/或可交付性是有风险的。恢复工作计划是不可获得的和
/或不可实施的，或工作计划没有完成项目目标。
Moderate
(Yellow)
中（黄）
Target dates and/or deliverables are at risk, but a resourced
recovery work plan has been developed to achieve program
targets and has been approved by the management team.
目标日期和/或可交付性有风险，但恢复工作计划已经被开发以完成
项目目标，并且已经过管理小组的适当的批准。
None (Green)
低（绿）
Target dates and/or deliverables are on track and meeting
objectives.
目标日期和可交付性被跟踪并满足目标。
Forms Linkage
Information Worksheet Fields
Element Rating Checklist
Checklist Fields
Status Report
Status Report (Continued)
Checklist Guidelines
Most planning for the APQP elements occurs from (KO) to
<SI>.
APQP要素中大部分计划发生在(KO)到<SI>阶段.
Program team reporting for most APQP elements begins
at <SC>.
APQP要素中大部分项目小组报告发生<SC>阶段.
Both the APQP checklist and Status Report have common
fields that are not linked between the forms.
The APQP checklist and Status Report must be updated
for each milestone/team event as required by the program
team or customer.
根据客户或项目小组要求APQP检查清单和状态报告在每一个
时间节点/小组事件时必须更新
Module Introduction
组成部分介绍
Plan and Define
计划与定义
1-7
F:/ Questions
Process Flow
过程流程
Feedback Assessment & Corrective Action
反馈、评估和纠正措施
Product & Process Validation
产品与过程确认
Process Design & Devel opment
过程设计和开发
Product Design & Development
产品设计和开发
Prototype Build
样件制造
Plan & Define
计划与定义
1-8
Sourcing Decision
选点决定
It is a document that advises internal and
external suppliers of key contact personnel
within Ford (STA, purchasing, engineers, etc.).
是内、外部供方与 Ford （STA、采购、工程等）协
商关键联络人的文件。
It serves as a formal customer commitment to
work with all internal and external part
suppliers, tooling suppliers, and facility
suppliers on a program.
作为与项目中的内、外部零件供方、工装供方和设施
供方共同工作的正式对顾客的承诺。
1-9
Sourcing Decision Expectations
选点决定的期望
All internal and external suppliers for a program are identified
项目所有的内、外部供方已经确定
Early sourcing target agreements are established and signed by
appropriate areas
由适当的区域建立并签署早期资源指标协议
All non-Q1 suppliers are identified
所有非 Q1 供方已经确定
Special arrangements for non-Q1 suppliers are identified
非 Q1 供方的特殊安排已经确定
A program timeline, aligned to FPDS, is established from <SI> to
<J1>
已经建立了从 <SI> 到 <J1> 的、与 FPDS 一致的项目时间安排
1-10
Sourcing Decision Checklist
选点决定检查清单
1-11
Customer Input Requirements
顾客输入要求
The Customer Input Requirements element ensures
that the program team appropriately assesses the
potential manufacturing, process, and design
issues early in the product development phase.
顾客输入要求要素为了要让项目小组，在产品开发阶段
适当的评估潜在的制造、过程和设计问题。
Customer Input Requirements are the design
criteria and the program requirements necessary to
initiate the APQP process.
顾客输入要求是启动 APQP 过程的必要的设计准则和项
目要求。
1-12
Customer Input Requirements Expectations
顾客输入要求期望
Issues from surrogate components or plants are
identified and addressed with product and manufacturing.
已经识别了暂时代替的零部件或工厂的问题，并解决了生产和
制造问题
Component targets and product assumptions are defined.
已经定义了零部件指标和产品假设
Targets for TGW, TGR, Warranty, Useful Life Reliability,
and Incoming Quality are established.
已经建立 TGW、TGR、保证、使用寿命可靠性和进货质量指
标
Capacity planning volumes are defined.
生产量策划值已定义
1-13
Customer Input Expectations (Continued)
顾客输入要求期望（续）
System component designs and specifications should include:
系统部件设计和规范应该包括：
Product assumptions
产品假设
Functional performance
性能表现
Dimensions
几何尺寸
Weight
重量
Material
材料
Reliability and quality goals
可靠性和质量目标
1-14
Customer Input Checklist
顾客输入检查清单
1-15
Craftsmanship is an assessment of
what the customer sees, touches, uses,
hears, and smells. It affects design and
manufacturing, and it improves the
overall perception of value.
精致工艺是对顾客看到的、感觉到的、使用
的、听到的和闻到的评估。影响设计和生产，
并改进全面感官的价值。
Craftsmanship
精致工艺
1-16
Craftsmanship Expectations
精致工艺期望
Obtain Craftsmanship targets and objectives to develop
Craftsmanship plans
获得精致工艺 指标和目标以开发精致工艺计划
Develop the Craftsmanship strategy
开发精致工艺战略
Implement a plan to achieve Craftsmanship targets
实施计划以达到精致工艺指标
Integrate plans to support the final Craftsmanship theme
整合各项计划以支持最终精致工艺计划
Ensure that the design and manufacturing processes
comply with Craftsmanship strategy and plans
确保设计和制造过程符合精致工艺战略和计划
Identify and resolve Craftsmanship issues that arise
识别并解决发生的精致工艺问题
1-17
Craftsmanship Checklist
精致工艺检查清单
1-18
Team Feasibility Commitment
小组可行性承诺
The Team Feasibility Commitment element determines whether the
proposed design can be manufactured within the program's
guidelines and specifications.
小组可行性承诺要素确定了建议的设计是否能根据项目指南和规范进行制
造
The goals of this element are to verify that all of the:
本要素的目的是验证所有：
Activities agree that they can produce the product within
specifications.
活动可以生产符合规范的产品
Feasibility concerns are resolved and necessary product and
process changes are completed before first production prove-
outs (1PP).
在第一预生产单元建立（1PP）前解决可行性问题和必要的产品和
过程更改.
1-19
Team Feasibility Commitment Expectations
小组可行性承诺期望
The program team must establish a formal feasibility process
and document.
项目小组必须建立正式的可行性过程和文件。
Feasibilities are tracked and major feasibility concerns can be
resolved before Production Trial Run.
在产品试生产前追踪可行性，并解决可行性涉及的重要问题。
WERS and AIMS concerns are resolved, and the product can
be manufactured to meet Cp/Cpk and tolerance requirements.
解决了WERS 和 AIMS 设计的问题，可以在满足Cp/Cpk 和公差要
求的情况下制造产品。
Suppliers and subsuppliers were part of the feasibility process.
供方和分承包方式可行性过程的一部分。
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Team Feasibility Commitment Checklist
小组可行性承诺检查清单
1-21
Module Introduction
组成部分介绍
Product Design and
Development
产品设计和开发
1-22
F:/ Question 2
Product Design and Development
产品设计和开发
Feedback Assessment & Corrective Action
反馈、评估和纠正措施
Product & Process Validation
产品与过程确认
Process Design & Devel opment
过程设计和开发
Product Design & Development
产品设计和开发
Prototype Build
样件制造
Plan & Define
计划与定义
1-23
Elements
要素
Design FMEA
设计 FMEA
DVP&R
设计验证计划和报告
Subcontractor/Subsupplier APQP Status
分承包方/分供方 APQP 状态
Drawings and Specifications
图样和规范
1-24
Design FMEA
设计 FMEA
A group of activities intended to:
一组活动，用于:
Identify potential:
识别潜在的:
Product failure modes early in the product development
phase
产品开发阶段的早期产品失效模式
Product design safety concerns
产品设计安全涉及的问题
Significant/critical/special characteristics
重要/关键/特殊特性
Establish a priority for design improvement actions
为设计改进活动建立优先顺序
Document the rationale behind product design changes to the
development of future product designs
将产品设计变更中的思路文件化，作为未来产品设计的开发的输入
1-25
DFMEA Expectations
DFMEA 期望
Completing DFMEAs that focus on what has changed in
the design and its effect on the entire system
完成关注设计中进行的更改及其对整个系统的影响的 DFMEA
Creating a list of potential Special Characteristics (YC,
YS) resulting from DFMEAs or equivalent analysis
建立 DFMEA 或类似的分析输出的潜在特殊特性 (YC, YS) 清单
Addressing lessons learned and quality issues found in
element 2, Customer Input Requirement
解决在要素 2，顾客输入要求中发现的质量问题和学到的经验
Ensuring that the DFMEA info is sent to PFMEA teams,
including the special characteristics list
确保将 DFMEA 信息，包括特殊特性清单传递给 PFMEA 小组
1-26
Design FMEA Checklist
设计 FMEA 检查清单
1-27
DVP&R
设计验证计划和报告
Lists the engineering evaluations and tests required to establish
that a design is fit for use in the intended environment
列出建立适于在预期的环境中使用的设计所要求的工程评价和试验
Assists Product Development (PD) in verifying and documenting
the functionality, reliability, and durability of the vehicle's design
through planned tests and evaluations
协助产品开发（PD）按计划的试验和评价，验证和文件化车辆设计的
功能性、可靠性和耐久性
Documents the plans and reports for Design Verification of a
given design
将对给定设计进行设计验证的策划和报告文件化
Identifies tests, acceptance criteria, sample sizes, and
completion dates in a standard format
以标准的形式确定试验、接受准则、样本容量和完成日期
1-28
DVP&R Expectations
设计验证计划和报告期望
Corrective action plans must be completed for any test
result that does not meet design spec and reliability goals
必须针对任何没有满足设计期望和可靠性目标的试验结果完成
纠正措施计划
The DVP&R must:
DVP&R 必须：
Align with PQOS deliverables
配合 PQOS 可交付性
Provide inputs to complete reports and proformas
向完成报告和形式提供输入
Identify any specific tests, methods, equipment,
acceptance criteria, sample sizes, design level, and
timing
确定任何特殊的试验、方法、设备、接收准则、样本容量、
设计等级和时间安排
1-29
DVP&R Checklist
设计验证计划和报告检查清单
1-30
Subcontractor APQP Status
分承包方 APQP 状态
The Subcontractor APQP Status element
identifies and reports on the condition of
external contractors' (., suppliers) and
subcontractors' APQP process.
分承包方 APQP 状态要素确定和报告外部承包方
（例如供方）和分承包方 APQP 过程的状况
Internal and external suppliers identify APQP
requirements by cascading program targets
APQP requirements to their subcontractors, and
by conducting APQP reviews, as appropriate.
内部和外部供方通过向分承包方逐级传递项目指标
APQP 要求和适当时进行 APQP 评审确定 APQP 要
求
1-31
Subcontractor Expectations
分承包方期望
Subcontractor APQP Status general expectations are that
all internal and external suppliers must:
分承包方 APQP 状态的总的期望是所有内部和外部供方必须：
Assess the risk and specify the level of their
subcontractors' APQP participation
评估风险和确定它们的分承包方参与 APQP 的等级
Cascade APQP requirements to their subcontractors
向它们的分承包方逐级传递 APQP 要求
Hold regularly scheduled APQP review meetings
with their subcontractors
有规律的与分承包方会议，进行安排好的 APQP 评审
1-32
Subcontractor APQP Checklist
分承包方 APQP 检查清单
1-33
Drawing and Specifications
图样和规范
This element provides an evaluation of the
development of targets and specifications to
be input to the design process and drawings.
本要素提供对输入到设计过程和图样的指标和规
范的开发的评价。
These drawings include all engineering
drawings, CAD data, material specifications,
and engineering specifications.
这些图样包括所有工程图样、CAD 数据、材料规
范和工程规范。
1-34
Drawing and Specifications Expectations
图样和规范期望
Program Need Dates are communicated and agreed to by effected areas.
项目所需数据由受到影响的区域进行沟通和批准。
SCs and CCs are identified on the drawings or attached documents.
在图样和附带文件中确定 SC 和 CC。
Tolerances and part specs are compatible with accepted manufacturing
standards for gauges and equipment.
公差和零件规格与量具和设备的可接受的制造标准一致。
Drawings and specifications must include:
图样和规范必须包括：
Engineering specification tests
工程规范试验
Product validation test requirements
产品确认试验要求
Documentation to support prototype build and pre-launch control
plan development
文件化以支持样件制造和试生产控制计划的开发
1-35
Drawing and Specifications Expectations (Continued)
图样和规范期望（续）
The drawing information and engineering
specifications will be used as a prerequisite to the
PBCP.
图样信息和工程规范将作为样件制造控制计划（ PBCP）
的先决条件。
Material used by the suppliers or the subcontractors
must be approved and included in the Ford
Approved Source list.
供方或分承包方使用的材料，必须被批准并包含在福特批
准资源清单内。
PD and ME personnel will assess drawings and
specifications to ensure they meet the program's
ABS and quality requirements.
PD 和 ME 人员将评估图样和规范，以确保满足项目 ABS
和质量要求。
1-36
Drawings and Specifications Checklist
图样和规范检查清单
1-37
