APQP设计开发控制程序
APQP设计开发控制程序
目录 (01)
文件履历记录表 (01)
1. 目的 (02)
2. 范围 (02)
3. 权责 (02)
4. 定义………………………………………………………………………………………………………………02-03
5. 内容……………………………………………………………………………………………………………03-05
6. 相关文件 (08)
7. 相关表单 (09)
8. 流程图 (11)
1目的Purpose
1.1 为使新产品在设计开发之初即能得到有效管控，提高开发效率及设备研发的竞争力；在设计阶段，朝着“ 第
一次就做好”迈进，以避免因内部协调不够而影响产品开发进度及产品设计的质量而造成损失。
To ensure that the new products are well managed by the beginning of design and improving competence, to avoid loses caused by the discordance at the very beginning.
1.2 为确保新开发的产品能够被审慎地评估，以期满足客户的成本及交期要求。
To ensure that the new products could be evaluated cautiously so could satisfy the needs of customer.
2 范围Scope
新产品的开发皆适用。All new products could be applied
3 权责Responsibility：
参考执行程序中各阶段权责部门。Referring to the depts. in the process
4 定义Definition：
4.1 APQP：Advance Product Quality Plan先期产品品质规划
4.2 DFMEA：Design Failure Mode Effects Analysis设计失效模式效应分析
4.3 SVP：Sales Valuation Phase销售评估阶段
4.4 EVP：Engineering Valuation Phase研发评估阶段
4.5 MVP：Manufacturing Valuation Phase生产评估阶段
4.6 CVP：Customer Valuation Phase客户评估阶段
4.7 RFQ: Quest for Quotation报价要求
4.8 P/O: Purchase Order 订单
5 内容Contents：
5.1 PM部门
5.1.1 根据市场需求或客户要求，项目启动前风险评估参照《风险管理规范》执行。
Market demand or customer requirement, risk analysis should be done according to 《Risk analysis
procedure》
5.1.1.1 PM及研发均可提出
It could be brought up by project management department or project R&D department。
5.1.1.2 PM提出必须是来自于客户的需求，研发提出必须是来自于市场的需求
The project department could bring the demands from the clients and the R&D department could bring up the requirement from the market。
5.1.2 以往相似项目议价订单Orders from the similar project in the past：
5.1.2.1 若与之前所做产品类似，则PM开立《资源申请单》申请此项目所需资源，研发提供之前的设计资料开
始项目设计；若为新机种／新产品专案开发机种，PM提供技术规格的同时需开立《资源申请单》，并提供开发所需各项资料，如图面，规范或参考样品，经PM主管签核后，提交研发。
If it is similar with the past products, the project department should draw up the《resources application
it is the new model, the project management department should provide 《technology specification》and draw up《resources application sheet》and offering everything required. Once the director signs up, R&D department could start the process.
5.1.3 项目交期的管控参照《项目交期管理控制程序》执行
Project delivery will be controlled by《Project delivery control procedure》
5.1.4 报价Quotation：
5.1.4.1 PM报价成功后需填写《RFQ状态及目标追踪表》，报价前PM完成BPPB-MS1，具体参照《报价作业规范》
执行
After the PM department make the quotation successfully, please fill up the 《RFQ recording form》and complete the BPPB-MS1. Details please refers to the《Quotation Procedure》
5.1.5 合同审查contract review：
5.1.5.1 合同中需写明本公司的总机及客服电话
It should contain the switchboard number and customer service number in the contract.
5.1.5.2 技术协议通常是合同的一部分，若客户合同中不含技术协议，有研发草拟一份并由PM与客户商议并签订
Technology agreement is a part of contract, if the contract does not include this part, then the PM R&D department shall draft one and sign with the customer.
5.1.6 取得订单并签订合同，PM需要存档
Once the order is received and the contract is signed，PM department needs to keep it in the archives.
5.1.7 合同（含技术协议）由PM与顾客共同签定，订单合同的评审参照《合同、订单评审控制程序》.
The contract (including the technology agreement) should be signed by PM department and the customer 5.1.7.1 合同签订完后，PM需将设备最终报价及其合同复印件一份交由财务备案
PM department should send a copy of final proposal and contract copy to the finance department after the signing.
5.1.8 有无预付款Advanced payment：
5.1.8.1 如有预付款，PM需根据合同开立《开票需求信息表》并提请财务开票；财务则根据PM需求开具发票并由
PM寄送客户
If any, the PM department should draw up《required information for receipt》and send to the finance
department, the finance department should issue the invoice to the clients sent by the PM department. 5.2 PM需完成BPPB-MS2 PM department need to complete the BPPB-MS2
5.3 PM交接至PMC PM department hands over to the PMC department：
5.3.1 PM获得项目后需组织项目组成员召开启动会议，并将其会议记录发与相关部门，完成BPPB-MS3.1
The PM department should organize kick-off meeting when get the P/O and send the minutes to related department and complete BPPB-MS3.1
5.3.2 会后PMC需尽快完成项目计划并且经PM同意，项目计划中需安排设计失效模式效应分析工时
PMC department needs to complete the project plan and get agreed by the manager. The plan should contain the DFMEA to analysis the working hours.
5.4 PMC确认输入PMC department confirm the inputs：
5.4.1 启动会议结束后，PM需提供项目日程和预算给PMC。而项目技术协议、资源申请及预算则应该提供给各相
关部门，质量为过程检及最终检做准备，PMC参照《生产计划控制程序》执行。
When the kick-off meeting is over, PM department should provide project schedule and budget to the PMC
department while the project technology agreement, resources application form and budget should be
distributed to related departments in case the PM department could get ready for the process examination and final test. PMC should follow《Manufacturing Process Control》
5.5 DOE验证DOE verification
5.5.1 质量收到PM提供的资料后会同研发进行DOE验证，并将结果发给相关部门人员
When the project QC department receives the profile, QC should do the verification along with the R&D department, and send the result to related people.
5.6 研发确认输入RD departments confirm inputs：
5.6.1 PM在提供资料给质量的同时也需将启动会议记录、项目日程、项目技术协议、资源申请，预算发送给研发。
Meeting minutes, project schedule, project technology agreement, resource application form and budget should be sent to the RD department along with the beginning of the hand-over.
5.7 组织DFMEA会议。DFMEA meeting organization：
5.7.1 研发主导DFMEA会议并整和会议记录形成最终表格，质量追踪其执行、保存最后DFMEA表格,并将各项目
DFMEA登记到FMEA表单当中
RD department will lead the DFMEA meeting and integrate the minutes to the final form. PMC department needs to follow its execution and save the DFMEA form. The DFMEA will be checked into the PMEA form.
5.7.2 项目成员协同完成DFMEA的分析，拟订DFMEA 并执行
Team member should complete the joint analysis of DFMEA and do the execution.
5.8 项目研发设计Project RD：
5.8.1 研发确认输入后根据客户的资料进行图纸设计，并完成BPPB-MS3.2
RD department should confirm the input and then do the design based on the data provided by the clients and complete BPPB-MS3.2
5.8.2 设计图面、公差及基本特性必须符合设计准则，具体参照《研发技术资料作业规范》执行。
Design, common difference and basic features must fit for the design principle.
5.8.3 产品设计输入必须包含功能与性能要求、适用的法律法规要求、以前类似设计的信息及客户特殊要求、产品
功能特殊性，具体参照《设计开发控制程序》执行。
Product design input must contain functional and performance requirement, applicable laws, past similar design and special requirement from the clients.
5.9 研发确认输出RD department confirm inputs
5.9.1 PM研发完成评审前准备后，召集相关部门（可能包括客户）共同进行设计评审会议
PM department should prepare everything before the review of project engineer and RD department.
Related departments（clients may be included）could be summoned to join the review meeting.
5.9.2 设计评审会议结束后由研发完成设计评审报告，并会签复印给相关部门
Engineering department should finish the design review after the meeting and send the copies to related department.
5.10 修订软件规格细则及工程设计，确认DFMEA
Revise software specs and engineering design, confirm DFMFA
5.10.1 设计评审会议后，设计人员完成规格细则相应修改
Design engineer should complete corresponding amendment of specs after the design review meeting 5.10.2 PM整合项目设计人员修改的规格细则后修订更新并与客户共同确认(可由邮件确认)
with the clients(could be done by the e-mails).
5.10.3 PM在取得客户确认后立即转发相关人员，并完成BPPB-MS4
PM department should forward the confirmation of the clients to the team member and complete
BPPB-MS4.
5.11 研发资料交接Project engineering/research material hand-over：
5.11.1 研发设计完成后，需将物料清单和设计图纸及其它相关资料提供给执行单位，以方便PMC及采购工作，RDC 发行相关技术资料参照《研发工程技术资料管理办法》。
When the engineering and design job is done, BOMs and drawings and some other related materials should be sent to the execution unit to facilitate PMC and procurement dept.
5.12 确认物料Material confirmation：
5.12.1 所有加工件到货均由IQC检验合格后，加工方可领取使用，IQC依据《进料检验控制程序》执行
When all the processing pieces have arrived and accredited by the QC department, then manufacturing department could apply for the material. IQC should do it according to 《incoming inspection control procedure》
5.12.2 加工件不合格，质量按《不合格品控制程序》执行，如不合格品经商讨仍可用，则走特采流程
If the processing material is not accredited, QC department needs to do according to 《unqualified
treatment process》. If the unqualified still in good use then apply for the special procurement process. 5.12.3 质量将检验记录全部登记于《进料检验记录表》中。PMC，采购及质量共同完成BPPB-MS5.1
Project quality department should put inspection record in 《purchasing material inspection chart》. PMC department, procurement department, QC department should complete the 《procurement materials
treatment process》form jointly.
5.13 研发交接工程和生产Research hand-over to engineering and manufacturing：
5.13.1 研发在与工程，制造，PMC交接的同时需将所有资料（DFMEA、厂商零件承认评鉴表、模组分配、设计
图纸、物料清单、输入/输出列表、程序、总装图、气路图、功能解说）交接制造并与其共同召开装配前会议，以便装配人员确认并记录项目的要求，包括产品要求,设备布局,装配和接线注意事项。工程参照《机械加工工艺规范》编排工艺。
When the project research and development department hands over the project to PMC department, project manufacturing department, it should hand over all the materials (DFMEA, manufacturer accessories evaluation form, module distribution, design drawings, BOM, input/output list, program, general assembly drawing, electric hook-up, function instruction ) also. And hold the assembly meeting with the manufacturing department so the assembly department could confirm all the requirement including the equipment layout, assembly and hook-up notes.
5.14 加工/装配前准备preparation before processing/assembly
5.14.1 项目准备：加工/装配，由相应项目加工/装配部门根据会议记录检查相关项目，并提出备件及加工治具申请，
制造及质量共同完成BPPB-MS5.2。加工过程控制参照《生产加工控制程序》执行。
Project preparation: processing/assembly should be checked by corresponding processing/assembly
department and apply for spare parts & fixture. The BPPB-MS 5.2 should be jointly completed by the
manufacturing department and QC department. Manufacturing process should be done according to
《manufacturing control procedure》
5.15 装配/调试Project assembly/commissioning
制程序》
The project assembly department should do the assembly according to the order of structure section, engineering components, electric hook-up and commissioning. Assembling should be done according to the 《Assemble Process Control Procedure 》
5.16 准备过程检验表preparation process inspection form
5.1
6.1 项目人员依据客户的资料整理出设备的要求，并将特殊要求填入设备质量检验清单中，并发给质量检查确认
Project team should straight out the requirement from the materials offering by the customer and filling them into equipment quality inspection form. Then send to the QC department for inspection.
5.17 制造自检Manufacturing self-inspection
5.17.1 装配人员每完成一个模块需根据《设备自检表》进行自检，发现问题将其计入待解决问题表单中，汇总给
PM,制造完成BPPB-MS6
Assembling person should do the self-inspection of each module during the process according to the
《Product Self-Inspection Sheet》.Any question found will be recorded on open issue list and streamed to the project management department. The manufacturer department should complete BPPB-MS6.
5.18 质量复检Project QC department double-inspection
5.18.1 质量依据装配人员提交的《设备自检表》进行过程检验，发现问题需及时与装配人员确认，并将问题点记录
入《品质异常汇总表》内，并定期进行跟踪确认问题点的改善情况。
QC department will go through the process inspection according to the《Product Self-Inspection Sheet》and communicate with assembling person on time when question founded. The question should be
recorded into 《QC department inspection report》.And confirm the status of the problem-solving.
5.19 准备检验报告Prepare for inspection report.
5.19.1 质量依据客户的资料准备检验报告《出货报告》，并发给相关人员。
QC department should prepare《shipment report》according to customers’ requirement and send to related persons.
5.20 工厂装配调试Factory assembly commissioning
5.20.1 制造、工程、客服共同完成BPPB-MS7.1
Project manufacturer department, project engineering department and project customer service department should complete BPPB-MS 7.1 jointly.
5.21 内部验收internal acceptance
5.21.1 PM提前一周发出内部预验收通知，实际验收各部门主管会签《出货同意书》，质量通知各相关部门验收设备
Project management department should send out internal pre-acceptance notice. All department leaders need to sign the 《shipment agreement》and project QC department needs to inform related departments to do the acceptance.
5.21.2 验收过后，质量将内部验收问题点整理发给PM，并追踪相关单位对策直至结案
After the acceptance, project QC department needs to collect the problems during internal acceptance and tracking down them until the case is closed.
5.21.3 设备验收通过后，质量整理完成《出货报告》
After the acceptance, project QC department needs to work out the《shipment report》.
5.22 客户预验收（取决于客户是否有此要求）：Customer pre-acceptance（depends on customer requirement）
PM department needs to straight out the problems during the pre-acceptance and confirm with the customer.
5.22.2 验收完成后，PM需完成客户预验收报告
After the acceptance, PM department needs to finish the customer pre-acceptance reports.
5.23 摄影并附设备资料Photograph and enclosed with product documentations.
5.23.1 质量在设备包装前进行拍照存档，记录设备编号和设备照片。
Project QC department needs to take photos before packaging for documentation. Also product No. and photos need to be saved.
5.23.2 工程或研发需给PM提供设备操作手册，由PM提交客户。
Project engineering department or project RD department need to offer equipment manual to the project management department and transmit to the clients.
5.24 包装及其检查Packaging and inspection
5.24.1 在确认设备即将出货时，制造将设备打包并完成《设备自检表》包装部分检查
When the confirming products are about to be delivered, project manufacturing department needs to do the packaging and complete《Product Self-Inspection Sheet》packaging parts.
5.24.2 质量随即复检其包装质量，复核《设备自检表》包装部分
Project QC department will review the packaging and double check《Product Self-Inspection Sheet》. 5.24.2.1 打包及运输供应商：经质量确认合格后方可打包，打包后再次检查打包质量，具体参照《成品出货检验控
制程序》执行。
Packaging and transported to the suppliers: after confirmed by the project QC department then do the packaging and double check when finished it. For details please refer the《Product inspection Control Procedure》
5.25 出货Delivery
5.25.1 由PM填写《物品放行单》和《送货单》，并完成BPPB-MS7.2
PM department needs to fill in the 《item releasing permit》&《delivery bill》and complete BPPB-MS7.2 5.26 项目总结Project summary
5.2
6.1 设备出货后，PM召开总结会议，并将总结内容写入《项目后评估报告》中，项目后总结参考《项目后评估
控制程序》
When the products are delivered, PM department should held the summary meeting and put the summary into 《Post-project Evaluation Report》
5.27 现场安装/调试On-site assembly/commissioning
5.27.1 客服及工程共同完成BPPB-MS8
Customer service department and engineering department should complete BPPB-MS8 jointly.
5.28 客户终验收Customer acceptance
5.28.1 PM将客户验收过程中所有问题记录在会议记录中,并交客户签字确认，完成BPPB-MS9.1
PM department needs to record all the problems in minutes after the meeting. And send to the clients for signing.
5.29 开票/收款Invoice/payment
5.29.1 PM收到《客户验收单》后向客户发出《满意度调查表》，具体参见《客户满意度控制程序》执行
PM department should send out the《satisfactory survey》after received the《Acceptance bill》. For details,
5.29.2 PM收到《客户验收单》后开立《开票需求信息表》并附送货单，提请财务开票，具体参见《发票开立作业
规范》执行。
When the PM department receives the《Customer acceptance bill》and then draft 《invoice demanding form》. This should be sent to the finance department along with the delivery bill. For details please refer to the《Invoice issue procedure》
5.29.3 财务根据PM需求开具发票并将由PM寄送客户
Finance department should issue the invoice according to the demand of PM department and sent to the clients by PM department too.
5.30 交付使用Operation
5.30.1 PM完成BPPB-MS9.2 PM department should complete BPPB-MS9.2
5.31 P M交接客户服务Project management department hands over customer service
5.31.1 PM需向客服提交客户验收单PM department needs to submit customer acceptance bill.
5.32 售后服务After-sales service
5.32.1 客服提供售后服务直至售后服务到期，并记录《客服维修报告单》，具体参照《客户服务控制程序》执行。
C ustomer service department should provide service until it’s due and finish the 《customer service report》
5.32.2 对于客户终验收后的问题，记录到《顾客投诉处理单》中，PM完成BPPB-MS10.1
All the problems after customer acceptance should be recorded into《customer complaint bill》
5.33 开票/收款Invoice/payment
5.33.1 PM收到技术服务的《客服维修报告单》后开立《开票需求信息表》，提请财务开票，PM完成BPPB-MS10.2
When the project department get the《after-sales service acceptance report》，it should draft the《billing information form》and send to the finance department.
5.33.2 财务根据PM需求开具发票并将其寄送客户，具体参照《发票开立作业规范》执行。
Finance department should issue the invoice according to the information and send to the clients.
5.34 项目结案Case closure
PM在项目结案后召集项目组成员开会更新项目剖析报告，PM完成BPPB-MS10.3，具体参照《项目后评估控制程序》执行。
When case closes, PM department should gather all the team to update the project reports and complete BPPB-MS10.3
6 相关文件Reference Document
6.1 ST-SGF-SGL-002 《报价管理规范》
6.2 ST-SGF-SGL-001 《风险管理作业规范》
6.3 ST-FRO-027《合同、订单评审控制程序》
6.4 ST-FRO-029 《项目交期管理控制程序》
6.5 ST-FRO-018 《生产计划控制程序》
6.6 ST-FRO-012 《设计开发控制程序》
6.7 ST-FRO-022 《成品出货检验控制程序》
6.8 ST-SGF-SQC-012 《产品防护管理办法程序》
6.9 ST-FRO-006 《不合格品控制程序》
6.10 ST-FRO-009 《客户服务控制程序》
6.11 ST-SGF-SCW-003《发票开立作业规范》
6.12 ST-FRO-020 《进料检验控制程序》
6.13 ST-FRO-008 《生产加工控制程序》
6.14 ST-FRO-007 《装配过程控制程序》
6.15 ST-FRO-030 《项目后评估控制程序》
6.16 ST-SGF-SRD-011《研发技术资料作业规范》
6.17 ST-SGF-SGC-007《研发工程技术资料管理办法》6.18 ST-SGF-SGC-003《机械加工工艺规范》
7 相关表单Reference Form
7.1 ST-SGF-SGL-002-001-A0《RFQ状态及目标追踪表》7.2 ST-FRO-029-001-A0《资源申请单》
7.3 ST-SGF-SCW-003-003-A0《开票需求信息表》
7.4 ST-SGF-SGL-001-001-A0《过程失效模式及后果分析》7.5 ST-FRO-020-001-A0《进料检验记录表》
7.6 ST-SGF-SQC-005-001-A0《品质异常汇总表》
7.7 ST-SGF-SCW-003-002-A0《送货单》
7.8 ST-FRO-029-003-A0《项目后评估报告》
7.9 ST-FRO-026-001-A0《客户满意度调查表》
7.10 ST-FRO-009-004-A0《客服维修报告单》
7.11 ST-FRO-015-001-A0《BPPB MS1》
7.12 ST-FRO-015-002-A0《BPPB MS2》
7.13 ST-FRO-015-003-A0《BPPB MS3》
7.14 ST-FRO-015-004-A0《BPPB MS4》
7.15 ST-FRO-015-005-A0《BPPB MS5》
7.16 ST-FRO-015-006-A0《BPPB MS6》
7.17 ST-FRO-015-007-A0《BPPB MS7》
7.18 ST-FRO-015-008-A0《BPPB MS8》
7.20 ST-FRO-015-010-A0《BPPB MS10》