járm űipari kutatás és fejlesztés folyamata - bme - gjt · 1 járm űipari kutatás és...
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Járműipari kutatás és fejlesztés folyamata
2017.03.16.
A sorozatfejlesztés fogalma és folyamata. Sorozatfejlesztés lépései A-, B- és C-minták fogalma. termékbevezetés., Fejlesztési project típusok
Ötödik előadás
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Development process
Integration of various standard to unified development process
• to integrate requirements of various international standards like ISO/TS 16949 (APQP), ASPICE, ISO 26262, and PMI
• to document Knorr-Bremse‘s know-how in product & process development and to allow it‘s continuous improvement
• to specify a hierarchy of steps to be carried out by responsiblefunctions (roles) which aim at achieving financial, quality and timing targets of the complete project.
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ProjectPreparation &
Product Definition
1 ProjectPlanning &
Product Conception
2Product & Process
Development
3Product & Process
Validation
4Product & Process Approval
5Ramp-Up &Feedback
Assessment60
6
10 20 30 40 50Phase
Project Start
Serial Tooling
ProcurementRelease
Release for Serial Productio
n
Project Release
Release for initial
sample production
Project close-out
review
Assure that customer needs and expectations are clearly under-stood and aligned with business goals
Development of concepts into verified product design for requirement freeze
A-sample
Validate design & production process using samples from series tools & series production equipment
C-sample
Production of initial samples to get technical approval from the customer
Initial sample
Product launch activities after SOP & evaluation of overall project vs. targets
Series product
Product and process development for design freeze and serial tooling procurement
B-sample
Gates
PhaseTarget
Use status
6 successive phases and related gates
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Major project management Workproducts
The Configuration paln provides the basis for the project configuration management
Gate Checklistsfacilitate gate review meetings and help to keep the project on track
The PM Workbookcollects all project management relevant informartion as Project Charter, Project Organization, Risk Portfolio, etc.
Project classification input for all activites defineds the appropriate project classification
The Project Plan schedule provides all work packages and milestones
The Business Cases(for projects and programs) contain the figures for all relevant topics as R&D efforts, product cost, investments, etc.
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Database based project system
Projekt organizáció felépítése
ERP (Finance/Controlling)
Reporting
• Finance• Resource• Controlling• Supply Chain Mgmt.
Transfer of
Engineering Projects
Transfer of
financial data• Budget/Plan/Actual cost• Project Status Report• Work/Capacity/Staffing
Prorfolio Mng system
• Portfolio Mgmt.• Project Schedule Mgmt.• Project Resource Mgmt.• Dashboards• Project Classification Sheet• PM Workbook (PM WB) - integrated• - Project Proposal• - Project Charter• - Project Organization• - Risk matrix• Quality Gate Checklist 10-60 (w appr. Workflow)
HR database• Resource data• Org. Structure• Authorization concept
R&D tool chain
• Requirement Mgmt.(RM)• Test Management (TM )
FICO database• Busniss Case ariartion for the
project, change types
• All financial KPIs
Product Lifecycle Management
• Document Mng.• Global Parts Mgmt.• Global Change Mgmt.• MCR
PM Workbook• Communication Plan• RASIC Matrix• Etc…..
OPL task management
• Database solution
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Project Classification
Objective�To have a common approach across the project portfolio
� guiding users to the right project type (PJ / Change / Application)
� for classifying potential projects
� Define project category
Principle
�The project classification is the basis for tailoring projects to specific needs
�The sheet contains a questionnaire and specific parameters for an appropriate project classification based on criteria as financial impact, complexity/risks and, strategic importance
## #NAME? Project Name:Project Description:
Project No.: Project Manager:Author: Date:
CoC:
1. Basis Information -leads to process decision (for details see Info Sheet)
New Customer or New Truck or Vehicle or Platform or Scope of Supply?
Answer Question Please!
New or variant design? Answer Question Please!
Might affect form/ fit/ function/ performance?
Answer Question Please!
Special Characteristic (SC/CC) affected? Answer Question Please!Does the new/ modified design relate to an ASIL requirement?
Answer Question Please!
2. Evaluation of A/B/C Project
* based on the targeted production volume per year after ramp-up (average figure)
Affected Units (Volume) *Please select CoC in Header (Cell
K6)Please select CoC in Header (Cell
K6)Please select CoC in Header
(Cell K6)Please select CoC in Header (Cell K6)
Turnover / Trade sales (Growth) *Please select CoC in Header (Cell
K6)Please select CoC in Header (Cell
K6)Please select CoC in Header
(Cell K6)Please select CoC in Header (Cell K6)
PbT Effect/ Cost Savings HK 1 *Please select CoC in Header (Cell
K6)Please select CoC in Header (Cell
K6)Please select CoC in Header
(Cell K6)Please select CoC in Header (Cell K6)
Project Costs (est. for DoI 1 -> DoI 5)Please select CoC in Header (Cell
K6)Please select CoC in Header (Cell
K6)Please select CoC in Header
(Cell K6)Please select CoC in Header (Cell K6)
Project Effort (in person days)Please select CoC in Header (Cell
K6)Please select CoC in Header (Cell
K6)Please select CoC in Header
(Cell K6)Please select CoC in Header (Cell K6)
Project Complexity/ Risks
Product Complexity/ Risks
Functionality (Level of Modification)new design of product/system or
many parts; lead projectnew/ variant design (mostly based
on existing parts)might affect form/ fit/ function/
performancedoes not affect form/ fit/ function/
performance.
Complexity (Product Family, Product, Assembly, Single Part)
concerns product family concerns product, < 10 unitsconcerns assembly <5 single
partsMinor corrections to single parts or
documentation
Innovation/ Experience innovation, new technology innovation, known technology experience available routine work
Project Coordination
Affected Departments/ locations/ CoC´s / regions
Please select CoC in Header (Cell K6)
Please select CoC in Header (Cell K6)
Please select CoC in Header (Cell K6)
Please select CoC in Header (Cell K6)
Strategic importance
Strategic Weight
high strategic importance; new business area; growth opportunity;
high impact to customer relationship; top management
attention
moderate strategic importance; moderate impact to customer
relationship
low strategic importance; low impact to customer
relationship
no strategic importance; no impact to customer relationship
calculated value of potential range
recommended Project Class Details: 0
#N/A
selected Project Class Reason:
The selection providesanswers to the following questions:
Organisation of Steering Committee
Who becomes the Champion?
Which Templates are to be considered?
Which Process is relevant?
Which application of Functional Safety Management (FSM) activities acc. to
ISO26262 is relevant?Please select Project Class
Complete Selection
Please select Project Class
Please select Project Class
Please select Project Class
Please select Project Class
Financial impacts
3. ResultYou may use this number to prioritize between your different A/B/C projects or changes.
110-132 = "Normal Change"133-230 = "C"231-620 = "B"620-1760="A"
Question to support decision about ISO26262 application for electronic and software development projects. (empty = no requirement)
Project Classification Sheet
Show Hide
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CM – Configuration Management Plan
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Objective�The Configuration Management Plan provides the basis for the project configuration management
�It is used to plan and control all deliverables of a project over project life cycle
Principle�Lists all expected work products planned for a gate
�Work products can be tailored based on Quality & Safety Plan, Performance Level and iPDC.
�Project manager assigns responsible persons for all work products and documents valid revision at each Gate
Configuration Management Plan
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FEJLESZTÉSI FOLYAMATOK CÉLJA
Fejlesztés kockázata
• Javítás költsége különböző fejlesztési fázisokban
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Objective�Gate Checklists facilitate gate review meetings, document status and decisions
Principle�Checklists raises questions regarding Project Management (PM deliverables) and regarding all other process functions (Core Team deliverables)
�The questions are related to the key process outputs
�In general each process step is considered by a question that can be answered with yes or no
�Questions that are not relevant for a specific project can be marked with "not applicable“
�The Gate Checklist can be pre-filtered for each Performance Level
�References to iPDC help to understand the details
PDC Gate Checklist
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Yes, with conditions
Yes No
Date:
Signature of Project Manager Yes No
Date: Signature of Champion
Resources and budget requirements
Project description and strategic fitMarket / Customer situation
Major risks (Risk Matrix) and action plans (Action Item List)
Comment
Financial analysis / Business caseProject schedule
Project Management Summary
The management approval for the release to the next project phase.
For this gate review these information were also considered:
Yes, with conditions
Yes No
Date:
Signature of Project Manager Yes No
Date: Signature of Champion
Resources and budget requirements
Project description and strategic fitMarket / Customer situation
Major risks (Risk Matrix) and action plans (Action Item List)
Comment
Financial analysis / Business caseProject schedule
Project Management Summary
The management approval for the release to the next project phase.
For this gate review these information were also considered:
Gate 30 Checklist Fulfilment = 0,0% 0
Gate 30 Time Related Performance Index = Enter Date in cell E1
Yes, with conditions
Yes No
I agree to the commitment made above: YES No
Date:
Signature of R&D Customer ContactYES No
Date:
Signature(s) of R&DYES No
Date:
1) Signature of Commercial Sales.2) Signature of Aftermarket Portfolio Management (IAM/OES/).3) Signature of Remanufacture
YES No
Date:
Signature of Financial / ControllingYES No
Date:
Comment
Comment
Comment
Comment
Comment
Comment
Commitment of the Project Team to the next project phase
Number of N/A questions =
Gate 30 Checklist Fulfilment = 0,0% 0
Gate 30 Time Related Performance Index = Enter Date in cell E1
Yes, with conditions
Yes No
I agree to the commitment made above: YES No
Date:
Signature of R&D Customer ContactYES No
Date:
Signature(s) of R&DYES No
Date:
1) Signature of Commercial Sales.2) Signature of Aftermarket Portfolio Management (IAM/OES/).3) Signature of Remanufacture
YES No
Date:
Signature of Financial / ControllingYES No
Date:
Comment
Comment
Comment
Comment
Comment
Comment
Commitment of the Project Team to the next project phase
Number of N/A questions =
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A Gate is to be passed by approved phase target achievement or risk evaluation
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GATE �It is a specific milestone and the entrance to the next project phase. �As a key decision point it closes one phase and releases the subsequent one by an assessment of the quality of the project undertaken. �It includes three main issues: Quality of execution, Business rationale, Action plan
Examples for Gate 10 Questions�PM: Is the Project Charter approved and signed?�CS: Has the Commercial Competitive Analysis been carried out?�TS: Has the requirements deviation list been created? �RD: Has the product technical feasibility been documented?�QM: Has the initial APSG Review been completed?�CO: Have Controlling approved the Project Charter?�…
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Project Risk Matrix
Target is to reduce financial losses by prevent problems
• Risk Evaluation
• Risk handling
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0 A-Projects* B-Projects* C-Projects*
Project Organization
Steering Committee Project-specific Steering Committee (recommended) or CoC Management Team
Regular Management Review Team for B-Projects within CoC (recommended), otherwise project-specific Steering Committee
Actively reported in the permanent Management Review Team for C-Projects within CoC, e.g. “Change Control Team”
Champion Defined out of list of CoC Champions
Defined out of list of CoC Champions
Mostly head of “Change Control Team”
Project Manager Recommended: will not take over core/functional work packages such as R&D tasks
Recommended: Focus on PM tasks, may take over core/functional work packages such as R&D tasks
PM and core/functional tasks
Sub-Project Manager According to project-specific needs, e.g. involvement of other CoCs or component development
According to project-specific needs, e.g. involvement of other CoCs or component development
n/a
Core Team mandatory mandatory recommended
Gate Review Gate Review Meeting Project-specific Gate Review with Steering Committee
Project-specific Gate Review with Steering Committee (at least with Champion)
optional
Gate Checklists mandatory mandatory optional
Gate Checklists for Sub-Projects
recommended for single components that may also be used in other projects or sold as single component
recommended for single components that may also be used in other projects or sold as single component
optional
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Gate Reviews are to be applied to top projects classes
top related