Járműipari kutatás és fejlesztés folyamata

Átírás

1 Járműipari kutatás és fejlesztés folyamata Hatodik előadás Sorozatfejlesztés lépései, résztvevői, feladatai

2 Sorozatfejlesztés folyamata Mátrix Fázisonként és diszciplínák szerint definiált munkacsomagok 2 2

3 Sorozatfejlesztés lépései, résztvevői, feladatai Product development roles Core team

4 Sorozatfejlesztés lépései, résztvevői, feladatai Roles 4 4

5 Sorozatfejlesztés lépései, résztvevői, feladatai Request distribute RfI; RfQ Prepare financial competitive analyses Define aftermarket product strategy OES/IAM Negotiate pricing indication Agree commercial commitment Create aftermarket concept Create quotation Create Aftermarket concept Finalise customer contract Obtain sales order Define target peicing RfI: Requiest for Information RfQ: Request 5for Quotation OES: Original Equipment Supplied IAM: Independent Aftermarket 5

6 A Saleable product could be supported up to 30 years after SOP. The Product Lifecycle defines the product obtainability strategy. Service the market means for replacement product supply, spares, diagnostic tools, etc Product Type Sorozatfejlesztés lépései, résztvevői, feladatai Samples SOP OES Launch IAM Launch End of Series End of OES supply (10-15 yrs. After end of series production) IAM only Military PDC Series Production and AM Implementation After Series Phase Out/ End of Life Project Creatio n 6 SOP +5 6 years A market service solution is required for our products up to 30 years after end of seri +10 years +15 years +20 years +30 years 6 6

7 Sorozatfejlesztés lépései, résztvevői, feladatai Production Capacity agreement Line concept Choose appropriate line concept can be built based on realistic volume Reminder in the BC the line investment 1 3 MEuro shall be amortized on the parts Build Supply chain All ready for assembly and raw parts provided by suppliers shall be in Time, Quality and Cost present Supplier production tooling, lines shall be the same way built 7 7 ECU is considered as 1 part

8 Sorozatfejlesztés lépései, résztvevői, feladatai Generating the Service Concept Service Concept: Different influences to define Service Strategy ROS - OEM (0%-10% - OES (10-30%) - IAM (30% - 70%) Product Influences Service Concept Market Influences Reliability: Product Specifications/Requirements Application of Product EOL Test Product Portfolio Service Drivers according to Vehicle Total Cost of Ownership Product Safety: S/C and C/C Characteristics on dimensions and testing procedures Functionla Safety Component Influences: Modular Split according to assembly risks Failure Tree Analysis Reusability of components for Genuine Remain 8 OE Product Aftermarket Product Service Options Workshop Repair Method: Though Process for product service within Vehicle Kit strategy to fulfill needs of workshop Repair oriented according to Failure Tree Analysis Standardization for Less Part Number management Values original manufacturer kit against 3rd parties 8 **All Mechatronic Service requires diagnostics, such as NEO System Diagnostics. 8

9 Sorozatfejlesztés lépései, résztvevői, feladatai Roles ISO is intended to be applied to safety-related systems that include one or more electrical and/or electronic (E/E) 9 systems and that are installed in series production passenger cars with a maximum gross vehicle mass up to kg 9

10 Sorozatfejlesztés lépései, résztvevői, feladatai Safety Case Purpose Intellectual argument that the safety requirements for a system/product are complete and satisfied by evidence compiled from work products of the safety activities during development The functional safety manager builds-up the document during the development lifecycle of the product/system

11 Sorozatfejlesztés lépései, résztvevői, feladatai Example: Product Safety Case Confirm correctness of FHA results with respect to formality, contents, adequacy and completeness to ISO Signature of Functional Safety Assessor on Review Report before Gate Review. 3. Verify FHA together with Customer to agree on Safety Goal/ASIL classification and hazards. Document results on Review Report. 4. Reference FHA and related approval results in Safety Case document. Confirm correctness of Safety Case on Review Report. 5. Provide confirmed Safety Case for next Gate Review 6. If Safety Case is not confirmed by Safety Assessor, the Project Safety Manager must for:- Gate 10: reject project start Gate 20: proceed, update risk matrix and work off open issues Gate 30: reject B-sample release Gate 40: reject release for initial sample production Gate 50: reject release for Serial Production 11

12 Sorozatfejlesztés lépései, résztvevői, feladatai Safety Assessment Purpose Provide a recommendation for acceptance, conditional acceptance, or rejection of the functional safety of the system/product before a PDC Gate If Safety Case is not confirmed by Safety Assessor, the Project Safety Manager must for Gate 10: reject project start Gate 20: proceed, update risk matrix and work off open issues Gate 30: reject C-sample release Gate 40: reject release for initial sample production Gate 50: reject release for Serial 12 Production. 12

13 Sorozatfejlesztés lépései, résztvevői, feladatai Escalation Procedure for Functional Safety during Product Development Project Portfolio Committee (PPC) Steering Committee (SC) Champion Head of Business Unit BU/CoC Functional Safety Manager Corporate Functional Safety Manager Board of Management high Project Manager Function/Line Manager(s) 1. In every case an attempt should be made to find a solution and work it out within the project team 2. If this is not possible, expert advice must be sought Project Core Team Core Team Member Sub- Project Manager Project Functional Safety Manager 3. Safety issues which can not be solved within project team/by expert advice shall be escalated through safety escalation line. Low 13 Sub-Project Team Member Project Escalation Line Safety Escalation Line 4. Escalation after project closure is also defined 13

14 Processes Sorozatfejlesztés lépései, résztvevői, feladatai Roles 14 14

15 Sorozatfejlesztés lépései, résztvevői, feladatai Project Quality Manager Project Quality Manager has the task to coach Project Team to use Product development process. Principle Ask the right questions at the right time to pull right behaviors to ensure successful process execution. (provide early detection of risks and cost effective remedy/mitigation) Objective Make a clear recommendation from Quality Manager and R&D Leader (BU) for "Go" or "No Go" decision as input to next Project Gate 15 15

16 Sorozatfejlesztés lépései, résztvevői, feladatai Quality Assurance Plan Objective To address necessary quality and functional safety activities/work products to the Project Manager. To check if Project Manager has planned the defined activities/work products and to review progress and fulfillment. Principle Identification of additional and tailored (reduced) measures and work products compared to standard product development process concerning quality and safety of a system/product. Q&S Plan created by the Project Quality Manager with assistance of the Project Functional Safety Manager

17 Sorozatfejlesztés lépései, résztvevői, feladatai Quality Assurance Plan - Reasoning 1. Several documents which addressed general project/ quality requirements General requirement Product Quality Plan in general structured method of defining and establishing the steps necessary to assure that a product satisfies the customer. support the development of a product that will satisfy the customer describes work practices, tools, and analytical techniques to be applied designed to assure a comprehensive and critical review of engineering requirements and other related technical information Each Product Quality Plan is unique 17 17

18 Sorozatfejlesztés lépései, résztvevői, feladatai Quality Assurance Plan - Reasoning 2. additional documents which address general safety requirements General requirement Product Safety Plan in general to define/ tailor safety activities & procedures to assure their implementation for achieving functional safety Planning of the hazard analysis and risk assessment the development activities for System/ SW/ HW the development interface agreement (DIA) the supporting processes (e.g. Configuration Mgmt.) the verification activities the confirmation reviews the analysis of dependent failures monitoring the progress of these activities against the respective plan provision of the proven in use arguments provision of the confidence in the usage of software tools

19 Minőségköltségek - Tervezése A minőségköltségek azok a költségek, amelyek termék egész életciklusa során a kielégítő minőség megvalósításával, biztosításával és az erre vonatkozó bizalom keltésével kapcsolatban lépnek fel, illetve azok a veszteségek, amelyek akkor jelentkeznek, ha a kielégítő minőséget nem érik el: Számszerűsíthető Nem számszerűsíthető

20 Minőségköltségek Minőségköltség kategóriák Minőségköltségek Hibamegelőzési költségek -Minőségtervezés -Minőségirányítási rendszer -Megvalósíthatósági vizsgálatok -Kalibrálás -Beszállítók fejlesztése -Gyártási folyamatszabályozás -Oktatás, Képzés -Benchmarking 20 Vizsgálati költségek -Vizsgálóeljárások -Tesztek, Szimulációk -Prototípus vizsgálatok -Tesztberendezések -Beérkező termék ellenőrzés, Gyártás folyamatközi ell., Végellenőrzés -Próbaüzem -Vizsgálati dokumentáció, eredmények elemzése Hibaköltségek Belső -Selejt, javítás -Hibás design, tesztek ismétlése -Idő (probléma /hibaelemzés) Külső -Vevői Reklamáció -Termékfelelősség -Garancia -Javítás, Csere

21 Minőségcél - tervezése Minőségpolitika (ISO 9000:2015) Egy szervezetnek a minőségre vonatkozóan a felső vezetőség által hivatalosan kinyílvánított átfogó szándékai és irányvonala

22 Minőségcél ISO 9000:2015 Elérendő eredmény A minőséggel kapcsolatos célok a szervezet minőségpolitikáján alapulnak, lebontva a szervezet különböző szintjeire, funkcióira, folyamataira, amelyek konkrétak és mérhetőek Quality Goal

23 Minőségmutatók (Indikátorok) If you can't measure it, you can't manage it. Amit nem tudsz megmérni, azt nem is tudod menedzselni Kaplan Norton

24 Minőségmutatók (Indikátorok) KPIs (Key Performance Indicators) Célja: a vállalati stratégiai célok teljesülésének mérése A minőségmutatók használata során lényeges, hogy az adatok rendszeresen és egyszerűen mérhetők legyenek a mutatók meghatározása egyértelmű legyen a mutatók támogassák a döntéseket, szükséges beavatkozásokat legyenek alkalmasak a szabályozás sikerességének visszamérésére

25 Minőségmutatók (Indikátorok) Balanced Scorecard Egy koncepció, mely a vállalati stratégiát célokra bontja és mutatók segítségével méri azok teljesülését Nézőpontjai: pénzügyi, vevői, működési folyamatok, tanulás-fejlődés Valamennyi nézőpont esetében azonosítandók: a stratégiai célok, az ezeket mérhetővé tévő mutatószámok, a mutatókkal kapcsolatos elvárások (célértékek), és az elvárások elérése érdekében szükséges akciók

26 Minőségmutatók Hibaszázalék, PPM az autóiparban Hibaszázalék: 100 darab termékre jutó hibás darabok száma A PPM érték kifejezést az autóipari minőségügy a különböző folyamatokhoz kapcsolódó nem-megfelelőségek számának kifejezésére alkalmazza. A PPM érték a nem megfelelő gyártott vagy szállított alkatrészek hányadát méri az egymillióhoz képest. 0-km ppm: az alkatrész beépítésre került a járműbe, de a vevő által végrehajtott teszteken kiesett a termék 26 Warranty (field) ppm: az alkatrész a végfelhasználónál hibásodott meg

27 Minőségmutatók

28 Minőségmutatók

29 Benchmarking Benchmarking A benchmarking olyan elemzési és tervezési eszköz, mely lehetővé teszi a vállalat összehasonlítását a versenytársak legjobbjaival, valamint más iparágakba tartozó vállalkozásokkal. A benchmarking segít abban, hogy: Értékeljük jelenlegi működésünket Meghatározzuk a fejlesztési területeket (mit fejlesztünk) Meghatározzuk a fejlesztési lehetőségeket a meglévő működésben (hogyan csináljuk másképp?)

30 Escalation Procedure for Project Quality during Product Development Project Portfolio Committee Vice President Quality Board of Management High Steering Committee (SC) Champion BU Quality Manager Low Core Team Member Project Manager Project Core Team 30 Sub- Project Manager Sub-Project Team Member Project Quality Manager Line Manager(s) Project Escalation Line Quality Escalation Line 1. In every case an attempt should be made to find a solution and work it out within the project team 2. If this is not possible, expert advice must be sought 3. Quality & risk issues which can not be solved within project team/by expert advice shall be escalated through quality escalation line. 4. Escalation after project closure is defined 30 3

31 Köszönöm a figyelmet 31 31

32 Sorozatfejlesztés lépései, résztvevői, feladatai Roles 32 32

33 Cost optimized Design: DFMA (DFA + DFM) DFA: Design for Assembly How to optimize design for a robust and minimum cost assembly? DFM: Design for Manufacturing What is the cost optimized production process (technology) for the parts? Defects per million parts Costs for assembly considering difficulties; part: difficult to grab, needs to be aligned, not symmetric, etc. Minimum part criteria Easy handling parts Poka yoke Modularization Ergonomics DFMA Evaluate alternative technologies: production processes, machines, materials Internal (e.g. machining) and external production (e.g. die casting) is concerned. Cost analysts in purchasing use ProCalc for cost estimation. DFA (Assembly) DFM (Parts) Quelle: Appliance Manufacture r 11/91 33 DFA Assembly process DFMA Parts+ Assembly DFM Parts Simulation: dependency best technology/annual demand 33

34 Sorozatfejlesztés lépései, résztvevői, feladatai Roles 34 34

35 Roles and Responsibilities within Purchasing and interfaces to internal parties Development Projects & Change Management - VA/VE PDC (early involvement) Source-to-contract Supply market & innovation Value Management Supplier selection RFQ Awarding Change Management Contract implementation Negotiation Handover 35 A-Sample Stage B-Sample Stage C-Sample Stage Major purchasing activities Project Commitment incl. timeline and resource planning Develop supplier selection(design competition), Provide tooling costs and landed part cost indication based on RfQs Technical Discussions with potential suppliers Feasibility Agreement with supplier - Create / Check (Is the supplier capable to deliver?) Selection of potential suppliers for serial RFQ Analyze supplier quotes and Agree on final negotiation targets (Price, Quality, Logistics) Finalize Total Cost Comparision (TCC) based on design freeze & signe Master Supplier Agr. Change Management: technical discussions with supplier and negotiation of changes Order Tooling PPAP 35release and Send out PPAP release to supplier Hand over to supply chain for order/call-off management (incl. ramp up/down planning) R Responsible A Aligned with S Support I Receive Info C Coordinating 35

36 Sorozatfejlesztés lépései, résztvevői, feladatai Roles 36 36

37 Sorozatfejlesztés lépései, résztvevői, feladatai Roles 37 37

38 Sorozatfejlesztés lépései, résztvevői, feladatai Roles 38 38

39 Production Part Approval Process Production Part Approval Process (PPAP) It is used in the automotive supply chain for establishing confidence in component suppliers and their production processes. Although individual manufacturers have their own particular requirements, the Automotive Industry Action Group (AIAG) has developed a common PPAP standard as part of the advanced Product Quality Planning (APQP) and encouraging the use of common terminology and standard forms to document pro The PPAP process is designed to demonstrate that the component supplier has developed their design and production process to meet the client's requirements, minimizing the risk of failure reject status

40 Production Part Approval Process PPAP elements Design Records A printed copy of drawing needs to be provided. If the customer is responsible for designing, this is a copy of customer drawing that is sent together with the Purchase Order (PO). If supplier is responsible for designing this is a released drawing in supplier's release system. "Each and every feature must be ballooned or road mapped to correspond with the inspection results (including print notes, standard tolerance notes and specifications, and anything else relevant to the design of the part)." [3] Authorized Engineering Change (note) Documents A document that shows the detailed description of the change. Usually this document is called "Engineering Change Notice", Engineering Approval This approval is usually the Engineering trial with production parts performed at the customer plant. Usually there is required to send parts to customer before PPAP. DFMEA A summary of the Design Failure Mode and Effect Analyses (DFMEA), reviewed and signed-off by supplier and customer. Critical or high impact product characteristics should be shared with the supplier, so they can be addressed on the PFMEA and Control Plan

41 Production Part Approval Process PPAP elements Process Flow Diagram indicating all steps and sequence in the fabrication process, including incoming components. PFMEA's A copy of the Process Failure Mode and Effect Analysis reviewed and signed-off by supplier and customer. The PFMEA follows the Process Flow steps, and indicates "what could go wrong" during the fabrication and assembly of each component. Control Plan A copy of the Control Plan, reviewed and signed-off by supplier and customer. The Control Plan follows the PFMEA steps, and provides more details on how the "potential issues" are checked in the incoming quality, assembly process or during inspections of finished products. Measurement System Analysis Studies (MSA) MSA usually contains the Gauge R&R for the critical or high impact characteristics, and a confirmation that gauges used to measure these characteristics are calibrated.(gauge reproducibility and reproductivity is a measurement system analyses) 41 41

42 A Production Part Approval Process Dimensional Results A list of every dimension noted on the ballooned drawing. This list shows the product characteristic, specification, the measurement results and the assessment showing if this dimension is "ok" or "not ok". Usually a minimum of 6 pieces is reported per product/process combination. Records of Material / Performance Tests A summary of every test performed on the part. This summary is usually on a form of DVP&R (Design Verification Plan and Report), which lists each individual test, when it was performed, the specification, results and the assessment pass/fail. If there is an Engineering Specification, usually it is noted on the print. The DVP&R shall be reviewed and signed off by both customer and supplier engineering groups

43 Production Part Approval Process PPAP elements Initial Sample Inspection Report The report for material samples which is initially inspected before prototype made Initial Process Studies Usually this section shows all Statistical Process Control charts affecting the most critical characteristics. The intent is to demonstrate that critical processes have stable variability and that is running near the intended nominal value. Qualified Laboratory Documentation Copy of all laboratory certifications (e.g. A2LA, TS, NABL) of the laboratories that performed the tests reported on section 10. Appearance Approval Report A copy of the AAI (Appearance Approval Inspection) form signed by the customer. Applicable for components affecting appearance only. Sample Production Parts A sample from the same lot of initial production run. The PPAP package usually shows a picture of the sample and where it is kept (customer or supplier). Master 43 Sample A sample signed off by customer and supplier, that usually is used to train operators on subjective inspections such as visual or for noise. 43

44 Production Part Approval Process PPAP elements Checking Aids When there are special tools for checking parts, this section shows a picture of the tool and calibration records, including dimensional report of the tool. Customer-Specific Requirements Each customer may have specific requirements to be included on the PPAP package. It is a good practice to ask the customer for PPAP expectations before even quoting for a job. North America auto makers OEM (Original Equipment Manufacturer) requirements are listed on the IATF website. Part Submission Warrant (PSW) This is the form that summarizes the whole PPAP package. This form shows the reason for submission (design change, annual revalidation, etc.) and the level of documents submitted to the customer. There is a section that asks for "results meeting all drawing and specification requirements: yes/no" refers to the whole package. If there is any deviations the supplier should note on the warrant or inform that PPAP cannot be submitted

45 PPAP approval chain TIR3 - Production Part Approval Process TIR2 Supplier PPAP Start Validation only if the part is PPAP free TIR1 Supplier PPAP Input: TIR2 Supplier - PPAP Start Validation only if the part is PPAP free Output: TIR1 Production location Quality Planner - Documentation for Customer PPAP package OEM PPAP PPAP can be released if the part validation is finished Technical Release is given 45 45

46 Product Development Process Integrates detailed steps for Requirements Management & Test Management Elicit and evaluate Input Requirements (RQ 1) describes the necessary steps and documents for collection and review of external requirements (from customers, standards and laws). TPD Create Requirement Specification (RQ 2) translate a Input Requirements Specification (RQ1) into internal KB requirements written and introduce further descriptions and terminology that are specific to KB. TPD Create Design Specification (RQ 3) translate a RQ2 Requirements Specification into a description of a solution. TPD Plan and specify tests (RQ 4) process steps and documents for test planning and test specification to ensure the functional safety and the quality of the development results TPD Execute and review tests 46 describes how to execute tests based on the planned and specified Test Cases and test Specifications. 46

47 Köszönöm a figyelmet 47 47