NPI PROGRAM MANAGEMENT
新产品导入程序管理
INDEX
Introduction for NPI
The Focus for NPI
What is customer’s most
concern during NPI process?
NPI Process
NPI is becoming more and more
important in most manufacturing companies.
It is the first step to win customer confidence
on both production capability and business
management.
Introduction
Full Name of NPI: New Product Introduction
CONTENT
NPI locates between design and mass production and it
is a verifying process to product design and production.
How to get profit from the NPI business;
The Focus for NPI
Standing as manufacturing service provider, we need focus
on followings:
How to manage the NPI business;
How to come out a proper NPI report to
customer to get customer approval;
How to transfer the NPI to factory to implement mass
production smoothly;
For the supplier:
a> Quality
b> Capacity
What is customer’s most
concern during NPI
process?
For the product:
a> Enough training to operators and engineers
b> Product requirement are clear and implemented
solidly
c> Process setup adequately
d> Process evaluation is ready
---------The practice and lesson learnt in NPI phase are
most important as customer is prefer to solve all problems
which are related to design and system fault at this
phase, not mass production phase.
Pre-study Phase
NPI Process
Planning Phase
Execution Phase
Trial-run Phase
Ramp-up Phase
Transfer Phase
Pre-study Phase
----------Sales manager will call related people to
review the sales offer, forecast, project budget
and the same time,product
engineers need to ask for the informations such
as product specifics and production requirement
from PM or customer to know the prouct in
advance.
Planning Phase
-----------This phase is very important to whole
program. PM should have a detailed list to
review one by one to ensure all information are
ready and all plan have responsible people and
deadline.
ITEM RELATED PLANS
a Project milestone
b Project organization
c Investment plan
d Facility plan
e Material management plan
f Quality plan
g Manufacturing plan
h Risk management plan
i ECR/ECO plan
j CPM analysis and back-up solution consideration
a> Project milestone(Schedule)
b> Project organization(Team)
-----Process Engineer/SMT Engineer/Diagnostic Engineer/Quality
Engineer/Program Manager / Sales/Buyer/Planner/PDM(product
document manager)/Finance etc.
c> Investment plan
-----PM or higher hierarchy to define the investment. The investment
includes equipment cost, tooling & jig & fixture cost, training cost and
renovation cost. Most cost has been put into quotation and now we
need control it by items.
d> Facility plan.
PM should call production manager, WH manager, facility manager to
define the location:
-----which SMT line can be adequate use?
-----where to allocate the production line?
-----where to store the finished goods ?
e> Material management plan.
-----We need Material Manager to discuss the purchasing plan and
delivery plan if consigned material there is.
-----This plan is very serious to make sure there is no material shortage.
-----Shortage is very easy occurred on three cases:
single source
DOS (days of supply) too long
bad BOM usage
For this case, we can use safe stock to control.
f> Quality plan.
-----Quality dept. should provide quality control plan, sub-supplier
management plan, FMEA, environment report (if applicable).
g> Manufacturing plan:
-----Production manager should report the manpower allocation and
make the training plan to operators.
-----IE should finished the layout plan and standard time calculation,
based on the volume, shift arrangement, operator quantity, line layout,
tooling & equipment balance, technical people support.
-----Test engineer should also feedback the running status to PM.
h> Risk management plan:
-----Not all potential problems would occur, but if occur, some plan and
work may going to “death”.
i > ECR/ECO plan:
-----PDM and product engineer should control this plan. PM have to
concern about once the engineering change would cause cost change.
So, to define an ECR/ECO handling procedure and cost control process
are necessary.
j > CPM analysis and back-up solution consideration:
-----CPM:Critical Path Method
-----When all plans were ready, PM should have a review to all these
activities as a by-stage come-out. We title the review meeting as “planning
review” or “start-up review”. The purpose is to make sure all activities are
under control and running as what we expected.
-----Following here are some Items which are critical and need high
attention in the review meeting:
NO. Critical Items
a General Information
b Supply chain management
c Production line setting
d Quality
e Other problem
General Information:
-----customer milestone
-----capacity
-----volume
-----dedicated project personnel
Supply Chain Management:
-----the focus is on procurement management and component coding
(or BOM coding). Before the meeting, Material people should review
the BOM and check out which ones are critical components. The
critical component mainly means supplier-controlled market and/or
high-value unique component.
Production Line Setting:
----SMT package (Gerber, X-Y, PCN drawing)
----assembly process
----packing requirement (domestic and export)
----traceability
----testing software and hardware
----tooling preparation
----delivery method
----cosmetic specification and checking method
----plant layout
----operator training and shift arrangement
Quality:
-----control plan and flow chart,
-----environment audit
-----process audit
-----GR&R
-----golden sample
-----trial run premises
-----process qualification requirement
Other Problem:
-----finance
-----logistics
-----security
Execution phase
As soon as customer gives go signal, the NPI is promoted into
“executive phase” and a checklist need to be made.
NO. Check Item
a AVL and BOM
b Production
c Packing Design and Instruction
d Quality documents
e Customer Specification and Golden Sample
f Capital Expenditure
Production documents:
a> Process Flow-chart
b> SOP (or MI/WI)
c> Test Instruction
d> Final Inspection Instruction
e> Packing Design and Instruction.
a> PFMEA
b> Control Plan
c> GR&R
d> Capability Study
e> PQP Plan.
Production documents:
AVL(AML) and BOM:
Customer Specification & Golden Sample (if
applicable):
a> Make sure the latest quality and product specification was got,
and renewal of test software.
b> Quality engineer should transfer the specification into internal
format.
c> Testing engineer should have a software upgrade list.
d> Final Inspection Instruction.
e> Different document version may be applied to different product
version.
CapEx:
-----Check that approved CapEx is available.
Trial-run Phase
-----Customer released formal PO# and confirmed
price, we start trial run. The output is trial run
report from engineer team. The result is trial
run sample approved by customer and give
ramp-up signal.
-----The trial run report should cover the
processes from SMT to packing and
shipment. We should raise action plan for all
critical problems and potentials necessarily.
After trial run, sample would be sent to
customer based on request.
-----After trial run, sample would be sent to
customer based on request.
-----In most cases, the whole NPI can be
lengthened or shortened due to many
factors, and it is also naturally have direct
correlation to customer demand.
functionality
complexity
requirement
predicted volume
There are 4 basic factors:
Ramp-up Phase
-----The trial run sample was approved by customer
and “go-signal” was released, it means we
can move to “ramp-up phase” successfully.
-----This is the final phase for NPI. We must check
what is lost or need further improvement for
factory production.
-----In fact, customer would give updated forecast
and MRP plan can make
production schedule based on that.
Transfer Phase
-----When customer approved the Ramp-up plan,
NPI PM has to call a meeting with factory
steering to transfer the project and report to
customer about the transfer.
-----prepare a completed NPI report to factory
members to make the transfer successful.
----- KPI (Key Performance Indicators)
KPIs are measures to a NPI project: PM has to review the
actual vs target.
PM need review the actual vs target.
-----Project time schedule
-----Project budget (from CapEx and Process performance, . Yield,
scrap rate, etc)
-----Line capacity
Documents for KPIs:
CapEx and Investment plan
-----Project Management Document
Quotation report
Project organization and meeting, necessary presentation
BOM & ECO
Product log, including all product change
Drawing & Specification
-----Product Information
Quotation report
Layout and facility request
Standard time calculation
Ramp-up plan
Control plan, flow chart and PFMEA
-----PQP Documents:
Quotation report
Capability & GR&R report
Work instructions
SMT documents
-----Process Requirement:
Assembly documents
Testing document
Traceability requirement
Packing and shipping requirement
Others
THE END
