7+(6,6 - diva portal215376/fulltext01.pdf · 2009. 5. 6. · apds = autoliv product development...

��0�

7+(6,6��

�

�

�

�

�

Project Management�Working methods during early project phases.�

�

�

�

.DUO�.DUOVVRQ��$QGUHDV�/XQGHYDOO�

�

��$XJXVW��

8QLYHUVLW\�RI�7UROOKlWWDQ�8GGHYDOOD�

'HSDUWPHQW�RI�7HFKQRORJ\�Box 957, S-461 29 Trollhättan, SWEDEN

Phone: +46 520 47 50 00 Fax: +46 520 47 50 99

E-mail: [email protected]

�

i

7+(6,6�

Project Management�Working methods during early project phases.�

6XPPDU\�

This work was carried out at Autoliv Sweden AB in Vårgårda. Autoliv Sweden AB is a

part of Autoliv Inc. which is the worlds leading producer of passenger safety equipment

in vehicles.

A new type of project management is under development within Autoliv Inc. The

bearing idea is that all early development of a certain product group is carried out in

only one country. Autoliv Sweden AB has been given responsibility for all side airbag

and inflatable curtain projects. This new kind of project management made it necessary

to establish a new department, the CET (Core Engineering Team).

The responsibility and information flow within CET and between CET and other

involved departments was investigated. Proposals of methods or activities that would

secure the flow of information should also be presented.

Through interviews and received material each work activity in the early product

development process has been documented together with its responsible employee. This

has laid the foundation for the final mapping of the project management within CET,

which was carried through together with the CET Manager and selected representatives

from testing, purchasing and industrial engineering.

The mapping resulted in a flowchart where each activity and the responsible employee

was represented with a card.

The flowchart was developed to visualise and ease the project management and has

therefore been mounted on a whiteboard in the CET office.

The report also gives suggestions on further work.

.H\ZRUGV� Working methods Project management

Product development Core engineering

3XEOLVKHU: University of Trollhättan/Uddevalla, Department of TechnologyBox 957, S-461 29 Trollhättan, SWEDENPhone: + 46 520 47 50 00 Fax: + 46 520 47 50 99 E-mail: [email protected]

$XWKRU: Karl Karlsson, HIK; Andreas Lundevall, HTU

([DPLQHU: Jonas Hagström, HIK; Leif Olsson, HTU

$GYLVRU: Anders Åström, Autoliv Sweden AB

6XEMHFW� Product development, Project management

/DQJXDJH: English 1XPEHU: 2002:35M 'DWH: 8 August, 2002

�

ii

(;$0(16$5%(7(�

3URMHNWGULYQLQJ�$UEHWVPHWRGLN�XQGHU�WLGLJD�SURMHNWIDVHU�

6DPPDQIDWWQLQJ�

Detta examensarbete utfördes åt Autoliv Sverige AB i Vårgårda. Autoliv Sverige AB in

går i Autoliv Inc. vilken är världens ledande tillverkare av personsäkerhetsutrustning till

fordon.

En ny typ av projektdrivning är under uppbyggnad inom Autoliv koncernen. Denna

bygger på att all tidig utveckling av en viss produktgrupp genomförs i ett och samma

land. Autoliv Sverige AB har givits ansvar för alla sidokrockkuddes- och

krockgardinsprojekt. Den nya typen av projektdrivning har framtvingat en ny avdelning,

kallad CET (Core Engineering Team).

Examensuppgiften var att utreda ansvar och informationsflöde inom CET samt mellan

CET och övriga berörda avdelningar. Dessutom skulle förslag på metoder eller

aktiviteter, vilka skulle säkerställa informationsflödet, läggas fram.

Genom intervjuer och erhållet material har varje arbetsaktivitet, i den tidiga

produktutvecklingsprocessen, listats tillsammans med dess ansvariga person. Detta har

sedan legat till grund för den slutliga kartläggningen av projektdrivningen inom CET,

vilken genomfördes med hjälp av CET Manager och representanter från provning, inköp

och produktionsteknik.

Kartläggningen resulterade i ett flödesschema där varje aktivitet och ansvarig person,

från aktivitetslistan, representeras med ett kort.

Flödesschemat är tänkt att visualisera och underlätta projektdrivningen och har

monterats upp på en whiteboard tavla på CET kontoret.

I rapporten redogörs det även för förslag på fortsatt arbete.

1\FNHORUG� Arbetsmetodik Projektdrivning

Produktutveckling Core engineering

8WJLYDUH: Högskolan Trollhättan/Uddevalla, institutionen för teknikBox 957, 461 29 TrollhättanTel: 0520-47 50 00 Fax: 0520-47 50 99 E-post: [email protected]

)|UIDWWDUH: Karl Karlsson, HIK; Andreas Lundevall, HTU

([DPLQDWRU: Jonas Hagström, HIK; Leif Olsson, HTU

+DQGOHGDUH: Anders Åström, Autoliv Sverige AB

3RlQJ� 10 1LYn� C

+XYXGlPQH� Produktutveckling ,QULNWQLQJ� Projektdrivning

6SUnN: Engelska 1XPPHU: 2002:35M 'DWXP: 8 August, 2002

� 3URMHFW�0DQDJHPHQW� �

� :RUNLQJ�PHWKRGV�GXULQJ�HDUO\�SURMHFW�SKDVHV�

�

iii

3UHIDFH�

We felt early that this thesis would be very informative and stimulating. This feeling

only strengthen with time and now when it’s finished we are very pleased with the taskthat we chose.

There are some people that we would like to give thanks to. These people have beenvery interested in our task and helpful to us.

At Autoliv we especially want to thank Anders Åström and Markus Billock that togethercreated this thesis task. Besides these two there are many people that in different wayshave been involved in our work that we also would like to thank. Just because they arefar to many to be listed here, they are nevertheless important.

At HTU/HIK we would like to give thanks to Jan-Olov Holst, Mats Eriksson and JonasHagström (HIK), for their involvement in the early stages of this thesis and Leif Olsson,our examiner.

Vårgårda 2002-08-08

Karl Karlsson and Andreas Lundevall



�

iv

&RQWHQWV�

6XPPDU\�� L�

6DPPDQIDWWQLQJ�� LL�

3UHIDFH�� LLL�

&RQWHQWV �� LY�

/LVW�RI�V\PEROV�� Y�

�� ,QWURGXFWLRQ �� %DFNJURXQG ��

�� 3UREOHP�GHVFULSWLRQ ��

1.2.1 APDS Procedure for the early project phases (-1-2) ................................. 2

1.2.2 CET-New way of working ........................................................................ 2

�� 3XUSRVH ��

�� 'HPDUFDWLRQV ��

�� 'HPDQGV��

�� 0HWKRG ��

�� ,PSOHPHQWDWLRQ�� 3UHOLPLQDU\�VWXG\��

�� ,QWHUYLHZV�ZLWK�LQYROYHG�VWDII��

�� $VVLVWDQFH�LQ�WKH�GHYHORSPHQW�RI�WKH�LQVWUXFWLRQ�JDPH��

�� 0DSSLQJ�RI�WKH�&(7��

�� 5HVXOW�� ,QWHUYLHZV ��

4.1.1 Proposals for improvements and changes ................................................. 5

�� 7KH�LQVWUXFWLRQ�JDPH��

�� 0DSSLQJ�RI�WKH�&(7��

�� $QDO\VLV�DQG�FRQFOXVLRQ��

�� 6XJJHVWLRQV�RQ�IXUWKHU�ZRUN ��

�� 6RXUFHV ��

�� 5HIHUHQFHV ��

�� $SSHQGL[HV��



�

v

/LVW�RI�V\PEROV�

APDS = Autoliv Product Development System

APQP = Advanced Production Quality Planning

BOM = Bill Of Material

CC = Critical Characteristics

CV = Concept Validation

CVP = Concept Verification Plan

CVR = Concept Verification Report

CET = Core Engineering Team

DRD = Design Requirements Document

DV = Design Validation

DVR = Design Verification Report

PSC = Product Steering Committee

SC = Significant Characteristics

SOP = Start Of Production

TG = TollGate



�

1

�� ,QWURGXFWLRQ�

�� %DFNJURXQG�

The work was performed at Autoliv Sweden AB in Vårgårda and the task was to

investigate the responsibility and information flow within CET, but also between CET

and other involved departments within the company.

Autoliv is one of the worlds leading producers of passenger safety equipment in

vehicles, a pioneer in seatbelts and airbags. E.g. Autoliv is the inventor of the world’s

first side impact collision system-Inflatable Curtain (IC). Other products within the

assortment of Autoliv are: Anti-Whiplash seats (AWS), Adaptive airbag, Roll-over

protection systems and Night Vision systems.

The results as presented in this report, are written for the involved staff at Autoliv.

�� 3UREOHP�GHVFULSWLRQ�

The process in all Autoliv’s new projects follows APDS, Autoliv Product Development

System (appendix 1).

• Preliminary APDS (Advanced Engineering)

• Phase 0 Project Initiation

• Phase 1 Concept Definition

• Phase 2 Development

• Phase 3 Validation

• Phase 4 Production Launch

• Phase 5: Running Production

• Phase 6: Production Transfer

• Phase 7: Running Production

• Phase 8: Production Phase Out

The projects are to have approval before a new phase starts. The approvals come either

from the PSC (Product Steering Committee) or the TG (TollGate) depending on in

which phase the project is.

CET

Application

(Only in the APDS when

there is a production

transfer.)



�

2

�� $3'6�3URFHGXUH�IRU�WKH�HDUO\�SURMHFW�SKDVHV��

Pre-APDS: The goal for Advanced Engineering in Pre APDS is to develop new

systems focusing on the performance. The systems are then offered to the

customer by the market department.

Phase 0: The goal for Phase 0 is to summarise and evaluate ideas and suggestions

for new products to the systems. Cost targets are established for the

project, along with the initial market, customer and product information

[13].

Phase 1: The goal for Phase 1 is to find the best concept to meet customer requests

and internal project targets, and to check feasibility of this concept

regarding timing, volume and quality goals. The best concept is not

necessarily a new development, but can be found from already existing

concepts as well [12].

Phase 2: The goal for Phase 2 is to develop the selected product and process

concept, including supply parts and processes at supplier. Design freeze

at the end of this phase will give high confidence level for the design

before production tooling is ordered [12].

�� &(7�1HZ�ZD\�RI�ZRUNLQJ�

As Autoliv Sweden AB (Autoliv) has been given the responsibility for &RUH�

(QJLQHHULQJ for all the Side airbag projects made within Europe, new ways of working

has to be developed.

A new department named &RUH� (QJLQHHULQJ� 7HDP (CET) is established. It runs the

development in early project phases (phase 0-1 in the APDS). As this is a new way of

working, the information flow and responsibility distribution needs to be clarified

between CET and other departments within the company as well as within the CET.

�� 3XUSRVH�

The purpose of the work was to investigate responsibility and information flow within

CET and between CET and other influenced departments within the company. The

investigation was to be presented as a flowchart made on a whiteboard in the CET office

and in MS Project, if possible.

Suggestions of methods and activities that would secure the flow of information were to

be presented.

The investigation should also give ideas for the development of an instruction game,

planned to facilitate the understanding of working within CET. The instruction game is

to be used in the introduction of new employees.

(Phase –1)



�

3

�� 'HPDUFDWLRQV��

Following demarcations were made:

• Information flows and responsibilities have been analysed only for phases 0-1 in the

product development process (APDS appendix 1).

• Responsibilities and activities were limited to be defined for principal tasks, in other

terms not specified in detail.

• Only support of the development of the instruction game.

�� 'HPDQGV�

Starting demands from Autoliv were:

• The work and result are to be classified.

• External presentation can only be made within a limited group.

• Internal presentation shall be carried out for interested parties at Autoliv when the

report is finished.

• Report to be written in English.

�� 0HWKRG�

The project aim was reached by the following actions:

• A time plan was established.

• A preliminary study was performed to give an insight in how projects were carried

out at Autoliv and also to give an overview on how the CET was used within other

parts of Autoliv Inc.

• Interviews with involved staff within the CET were made.

• Participation in the development of an instruction game that describes how the

APDS operates during phases 0-4.

• Mapping of how the CET (phase 0-1 APDS see appendix 1) should work in Sweden.



�

4

�� ,PSOHPHQWDWLRQ�

�� 3UHOLPLQDU\�VWXG\�

Selected parts of the Autoliv Quality Manual [1] studied for retrieval of a deeper

understanding of how projects normally are carried out at Autoliv. An overview of the

CET in Germany [2] gave the understanding of the CET usage in other parts of Autoliv

Inc.

�� ,QWHUYLHZV�ZLWK�LQYROYHG�VWDII�

The written material about the CET in Sweden was limited and therefore the interviews

became very important for the further work.

A first interview with the staff involved was performed. The questionnaire is given in

appendix 2. The interviewed individuals are presented in appendix 3. In cases of

hesitation or need of more information, new interviews were made.

A description of all the important roles involved in the CET is presented in appendix 6.

�� $VVLVWDQFH�LQ�WKH�GHYHORSPHQW�RI�WKH�LQVWUXFWLRQ�JDPH�

The CET Principal Engineer was assisted with needed information for creation of an

instruction game. Information about work activities in the different phases of the

product development process was collected. Another task was to identify which of the

activities that had to be complete before the project approval at the tollgate meetings.

�� 0DSSLQJ�RI�WKH�&(7�

With the interview material interviews generated (appendix 3) the sorting of activities

and responsibilities could start. Before the mapping of the activities the input and output

of information from each activity had to be found and analysed.

A correct mapping of the roles, responsibility and flow of information, presented as

flowchart, could only be done with the aid from the involved staff. At the performance

of the final mapping aid from the CET Manager and selected representatives from

testing, purchasing and industrial engineering was necessary.



�

5

�� 5HVXOW�

�� ,QWHUYLHZV��

Interviewing involved staff gave an increased knowledge about APDS and especially the

CET. Main part of the material received (appendix 3) at the interviews described the

earlier project management, that became important when the activities were to be

summarised. Parts of the information were ideas for the future work within the CET,

intended to give guidelines for the thesis. The collection of information made it possible

to start the mapping of the CET.

�� 3URSRVDOV�IRU�LPSURYHPHQWV�DQG�FKDQJHV�

The interviews also gave proposals of improvements and possible changes within the

CET and APDS. These were the ones that came up:

• Synchronise the IT-system, CATIA, FMEA etc. within all companies in the Autoliv

Inc.

• Create a Logistic Engineer, Simulation Engineer and a Quality Engineer roles in the

CET.

• There was concern about how well today’s resources will cover the increasing

workload. It might be necessary to increase the CET staff in the future.

• Concentrate the application work and the SOP (Start of Production) to the same

location. This will limit the transfers in the project. It will also decrease the time of

development for the product.

�� 7KH�LQVWUXFWLRQ�JDPH�

The support in the development of the instruction game resulted in a list of activities

(appendix 4) and a list of requirements for tollgate approval (appendix 5). The

information needed in the creation of these two lists was taken from the interview

material. The documents were handed over to the CET Principal Engineer who will

finish the development of the instruction game.



�

6

�� 0DSSLQJ�RI�WKH�&(7�

From the activity list (appendix 4) a separate card was made for each activity, each role

was assigned a special colour (appendix 7 s.1-2). These cards were then used in the

mapping of the CET, which resulted in a CET Flowchart made on a large whiteboard in

the CET office, see picture 4.3.1. The cards were orderly arranged on the whiteboard.

They will be arranged according to a time scale showing the dates between start and

finish of the project steps. Each card has three status squares where it will be shown

whether the activity is started, under progress or finished.

As the project runs the activity cards can be rearranged, according to the time scale,

depending on how far each activity has proceeded. A marker will be used to indicate

where in time the project is.

To make it possible to submit the flowchart in the thesis a smaller version of the CET

Flowchart was produced, but not in MS Project, see appendix 8.

Picture 4.3.1 is showing the CET Flowchart at the CET office. Time axis will be drawn for each phase

when a new project is about to begin.



�

7

�� $QDO\VLV�DQG�FRQFOXVLRQ�

The written material about the CET in Sweden was limited and therefore the interviews

became very important for the further work. Without interviews with involved staff

access to relevant information, needed for the mapping, would have been impossible.

The CET Flowchart illustrates the project development process during the early phases.

It also visualises how far the project and each activity have proceeded. This will ease:

• the flow of information between activities

• the understanding for the project’s time status

• other departments understanding for the project management within the CET

• the introduction of new co-workers within CET

An attempt to create the flowchart in MS Project with arrows was made. The result was

not satisfying, therefore numbers that indicates the flow were used instead of arrows.

The cause of the unsatisfying result was insufficient knowledge about the computer

program, MS Project.

The CET Flowchart describes the project activities. Each activity card only shows the

employee responsible. Consequently it is hard to follow each employee’s all tasks

during the project. Therefore it can be necessary to clarify each role’s all tasks during a

project.



�

8

�� 6XJJHVWLRQV�RQ�IXUWKHU�ZRUN�

• Create a separate flowchart for each role within the CET. This will clarify the flow

of information for each employee and ease the delivering of the right information to

the next activity in line.

• Use degree of accomplishment for each activity. The activities will not reach 100 %

of accomplishment before the next activity has reached 25 %. In that way it will be

ensured that all necessary information is transferred to the next group in the system.

It will also be easier for the receiving party to start their working task.

Activities that are only direct input to PSC/TG, are to be excluded.

• Workshop in connection to PSC I, PSC II/TG 0 and TG 1 to ensure that all

information is correctly transferred and understood. The detailed plan for the next

phase will also be done. Employees that should participate in these workshops are

Account and CET Project Coordinator.

• Create a CET flowchart in MS Project. It will be easier to follow and update the

flowchart in a computer system. Large wall space in the CET office will be saved for

other purposes.

• Perform mapping of phases 2-4. Despite the Application department’s work tasks

have not changed it would be a good idea to visualise the whole project development

process as a flowchart.



�

9

�� 6RXUFHV�

[1] Autoliv Sweden AB, (2002). 4XDOLW\� 0DQXDO� �6,��

DQG��Vårgårda

[2] $&(� ±� &(7� 7ROOJDWH� �� DQG� �� 3URFHVV� DQG� ZD\� RI� ZRUNLQJ�� Vårgårda (ASG,Autoliv South Germany), Received from Markus Billock, (2002-03-19).

[3] 5ROHV�DQG�UHVSRQVLELOLW\� Vårgårda, Received from Krestin Fristedt, (2002-04-03).

[4] $/6�UHFRPPHQGDWLRQ�ZLWK�ZRUN� WKH�$&(�RUJDQLVDWLRQ��Vårgårda, Received fromKrestin Fristedt, (2002-04-03).

[5] 5ROHV�IRU�&(7�,(��Vårgårda, Received from Markus Billock, (2002-04-09).

[6] &KHFNOLVW� LQGXVWULDO� HQJLQHHULQJ� $3'6� 0LQLPXP� UHTXLUHPHQWV�� Vårgårda,Received from Markus Billock, (2002-04-09).

[7] 6WDUW�XS� FRPSDQ\� %XVLQHVV� 3URFHVV� $3'6�� Vårgårda, Received from MarkusBillock, (2002-04-09).

[8] 36&�:RUNVKRS��Vårgårda, Received from Markus Billock, (2002-04-09).

[9] &(7�±�,(�DFWLYLWLHV� Vårgårda, Received from Markus Billock, (2002-04-09).

[10] 6\VWHP�GHYHORSPHQW�ZRUN��Vårgårda, Received from Alf Holgers, (2002-04-05).

[11] 6WDQGDUG� RSHUDWLQJ� SURFHGXUHV�36&� $SSURYDO� Vårgårda, Received from AndersÅström (2002-04-15).

[12] 6WDQGDUG� RSHUDWLQJ� SURFHGXUHV�$3'6� 7ROOJDWH� DQG� 3URMHFW� 5HYLHZ� 6\VWHP��

Vårgårda, Received from Johan Löfvenholm, (2002-04-16).

[13] $XWROLY�,QF��VWDQGDUG�$3'6�$6�� Vårgårda, Received from Johan Löfvenholm,(2002-04-16).

[14] $3'6� &KDUW� ,VVXH� �� Vårgårda (Autoliv GmbH), Received from FredrikKjell, (2002-04-04).



�

10

�� 5HIHUHQFHV�

All references are shown in appendix 3.



�

11

�� $SSHQGL[HV�

Business process (APDS) appendix 1

Interview form appendix 2

Interviewed persons appendix 3

List of activities appendix 4

Tollgate requirements for approval appendix 5

Role description appendix 6

Activity card & role colour description appendix 7

CET Flowchart appendix 8

%XVLQHVV�3URFHVV��$3'6��

&&XXVVWWRRPPHHUU��

��

—Engineering—Testing—System/cal.—Purchase—IE—MC—Suppliers—Accounts—(3C)—-...

��

—Engineering—Testing—System/cal.—Purchase—IE—Suppliers—MC—Accounts—(3C)—-...

��

—MC—Engineering—Purchase—Accounts—(3C)—-...

��

—Transfer team—Accounts—(3C)—-...

��

—Spare part MC—Engineering—IE—Purchase—Accounts—(3C)—-...

&&RRUUHH��

33UURRMMHHFFWW��

((QQJJLLQQHHHHUULLQQJJ��

��

$$SSSSOOLLFFDDWWLLRRQQ��

//DDXXQQFFKK��

66WWDDUUWW��88SS��

��

55XXQQQQLLQQJJ��

33UURRGGXXFFWWLLRRQQ��33UURRGGXXFFWWLLRRQQ��

77UUDDQQVVIIHHUU��55XXQQQQLLQQJJ��

33UURRGGXXFFWWLLRRQQ��

7*�� 7*��7*�� 7*�� 7*�� 7*��7*��

36&�,,��

36&�

66SSDDUUHH��33DDUUWWVV��

33UURRGGXXFFWWLLRRQQ��

33KKDDVVHH��22XXWW��

623�

��

—MC—Engineering—Purchase—Accounts—(3C)—-...

��

—Adv. eng.—Customer accounts—Innov. council (ALV)—3C (ALV)—ALR (ALV)—...

&XVWRPHU�

2UGHU�

Responsibilities:- Core eng. team (CET) resp. for key components over product

life time.- DA (Design Authority) by CET over product life time- CDA (Corporate Design Authority) by 3C over product life time

0DUNHW��&XVWRPHU�

3UH�$3'6�

$3'6��33UURRFFHHVVVV��

��33KKDDVVHHVV��

Phase0:Project Initiation1:Concept Definition

Phase2:Prod.&Proc. Devel.3:Prod.&Proc. Vali.4:Production Launch

��$$33''66��

��PPLLOOHHVVWWRRQQHHVV��

PSC: ManagementApproval for ProjectPreparation

Phase5:Production

(tbd)

Phase6:Transfer

(tbd)

��,,QQQQRR��

YYDDWWLLRRQQ��

$$GGYY��

((QQJJ��

Appendix 2

Questionaire Name:

• What are Your assignments/responsibilities within the CET?

• In which phases are You active?

• What kind of information (input) do You need for Your work within the

CET/where from?

• What kind of information (output) does Your work generate/to whom?

• What do You feel is missing in Your work within the CET today?

• What difficulties are there in Your work within the CET?

• Have you noticed any obvious change when You now are working with the

CET, compared to the way You worked before?

• What are Your suggestions to improvements within the CET?

• Closing questions

Appendix 3

�

�

,QWHUYLHZHG�HPSOR\HHV��1$0(�

�

52/(� 5(&(,9('��

/,77(5$785(�

Fredrik Kjell CET Principal Engineer [14]

Alf Holgers Group Manager System [10]

Pierre Hultstrand Customer Manager SAAB

Anders Björk Group Manager VCC

Markus Billock Production Engineer Manager [2] [5] [6] [7] [8][9]

Per Erlander Logistic Manager

Johan Svärd Project EngineerAutoliv Safety Center

Kjell Karlsson Department ManagerAutoliv Safety Center

Anders Åström CET Manager [11]

Stephane Pretot Formerly CET PrincipalEngineer

Krestin Fristedt Section Manager Application [3] [4]

Johan Löfvenholm Manager ProductDevelopment

[12] [13]

Björn Elfström Program Manager SAAB

Appendix 4 s.1

/LVW�RI�DFWLYLW\�DQG�UHVSRQVLELOLW\��

3UH�$3'6�

�

$FWLYLW\� � � � � � � � 5HVSRQVLELOLW\�

1. Decision about sale offering Account

2. Create system development team System Expert

3. Define/evaluate system functional requirements System Expert

4. Simulation and report System Expert

5. Trig logic simulation System Expert

6. Product requirements System Expert &

Local Expert

7. Presentation of technical solutions Account

8. Analysis, customer presentation and decisions of the System Expert &

continuance. Local Expert

9. S-FMEA (preferably before phase 0) System Expert &

Local Expert

10. Find out customer key dates Account

11. Customer requirement Account

12. Collect information about customer CET Pr Eng

13. Concept inventory and selection (Roadmap) CET Pr Eng

14. Contract review Account

15. CET resource estimation CET Proj Coord

16. Create project plan (Development) Account

17. Create Capacity plan Account

18. Create cost target sheet Account

19. Business plan Account

20. Market analysis Account

21. Project income Account

�

Appendix 4 s.2

3KDVH��3URMHFW�,QLWLDWLRQ�

�

$FWLYLW\� � � � � � � � 5HVSRQVLELOLW\��

1. Create project group CET Man

2. Create support team to Ind Eng CET Ind Eng

3. PSC I information meeting, Kick off phase 0 CET Man

4. Lessons learned CET Proj Coord

5. Product analysis (benchmark) CET Pr Eng

6. Patent research CET Pr Eng

7. Identify limitations and risks CET Proj Eng

8. Identify interface requirements CET Proj Eng

9. Identify if there exist suppliers for the concept CET Purchase

10. Preliminary concept agreement with customer Account

11. Agree on specification with customer Account

12. Request for quotation from customer Account

13. Development cost CET Proj Coord

14. Create BOM (Bill Of Material) CET Proj Eng

15. Proposals of locations (for production) CET Man

16. Estimation of sales price CET Proj Coord

17. Create list of possible suppliers CET Purchase

18. Capacity estimation/process description CET Ind Eng

19. Create spare parts solution CET Proj Coord

20. Logistic set up Logistic

21. Estimate direct material CET Purchase

22. Investment tooling CET Purchase

23. Select process from roadmap CET Ind Eng

24. Set cost targets (Direct Material) Account

25. Estimate direct labour CET Ind Eng

26. Investment machinery and packing CET Ind Eng

27. Estimation of logistic cost Logistic

28. Update project plan Account

29. Create detailed plan for phase 1 CET Proj Coord

30. Update project initiation approval documents Account

31. Set project targets CET Proj Coord

Appendix 4 s.3

3KDVH��&RQFHSW�'HILQLWLRQ�

$FWLYLW\� � � � � � � � 5HVSRQVLELOLW\�

1. PSC II information meeting, Kick off phase 1 CET Man

2. Idea and sketch proposition CET Designer

3. Update customer requirements Account

4. Update capacity plan Account

5. Update cost target sheet Account

6. DRD approved (continuous update) Account

7. Establish CVP including simulation CET Test Eng

8. Create test methods CET Test Eng

9. D-FMEA CET Designer

10. Design feedback, Design For Manufacturing (DFM) CET Ind Eng

11. Select and involve key supplier CET Purchase

12. Theoretical calculation/analytical simulation (loop 1) CET Test Eng

13. Update packaging and concept proposition CET Designer

14. Feasibility of components CET Purchase

15. Update BOM CET Proj Eng

16. Create prototype parts (not from tool) CET Proj Eng

17. Preliminary process flowchart CET Ind Eng &

Logistic

18. Preliminary testing of concept CET Test Eng

19. Develop, evaluate and approve processes CET Ind Eng

20. P-FMEA CET Ind Eng

21. Cost per product estimation CET Ind Eng

22. Define demands for packing and logistics CET Ind Eng

23. Review cost status (Direct Material) CET Purchase

24. Concept validation (CV) CET Test Eng

25. Establish CVR CET Test Eng

26. Frozen design concept Account

27. Update BOM CET Proj Eng

28. Establish DVP CET Test Eng

29. Check resources needed for phase 2-4 Account

30. Customer quotation Account

31. Patent application CET Pr Eng

32. Requirements specification for prototype CET Proj Eng

33. Prototype drawings 3D CET Designer

34. Create preliminary Red and green list (SC/CC) CET Pr Eng

35. Check concept towards legal requirements CET Pr Eng

36. Prototype control plan CET Purchase

37. Prototype quotations CET Purchase

38. Supplier APQP (Advanced Product Quality Plan) CET Purchase

39. FMEA Key-Components CET Purchase

40. Frozen process concept CET Ind Eng

41. Production equipment plan (red/green list) CET Ind Eng

42. APQP Risk analysis (if necessary) Account

43. Receive order from customer Account

44. Project summery (whitebook) CET Proj Coord

45. Create open issues list highlights to TG CET Proj Coord

46. Create detailed plan for phase 2 Account

Appendix 4 s.4

3KDVH��'HYHORSPHQW�

$FWLYLW\

�1. Project support

2. Update outline project plan

3. Update capacity plan

4. Update contract review

5. Update customer requirement

6. Update cost target sheet

7. Process design Workshop

8. Construct test/prototype tools

9. S/D/P-FMEA update

10. SCWS / Process balancing

11. SAM / MTM analysis

12. Design validation (DV) (Testing ok release spec. of demands)

13. Update DRD

14. Release and update DVP&DVR

15. Frozen design customer

16. BAM, DOT etc. approval

17. Design verification tests

18. Release production drawings (Matrix)

19. Calculation/simulation

20. Construction survey

21. Get feedback from Manufacturing Centre, MC

22. Design feedback, DFM

23. Preliminary production control plan

24. Update process flow chart

25. Update production equipment plan

26. Production equipment specification

27. Production plan

28. Ergonomic study

29. ESD safe-guarding

30. Technical determination ALTB

31. Test methods ALTM

32. Update prototype control plan

33. Test part ok

34. Product/material specification

35. Tool survey (serial tool)

36. Drawing 3D, requirements specification for serial components

37. Obtaining of possible prototype and control equipment

38. Release packaging specifications

39. Packing preparation

40. APQP Risk analysis (if necessary)

47. Update Red and green list (SC/CC)

48. Select suppliers

49. Update supplier APQP

50. MC approval on concept and specification

51. Production quotations

Appendix 4 s.5

52. Review quotations

53. MPS update

54. Logistic survey with chosen suppliers (if new)

55. Detailed plan for phase 3

56. Review lessons learned

57. Create open issues list

Appendix 4 s.6

3KDVH��9DOLGDWLRQ�

$FWLYLW\

�1. Project support


3. Update contract review


5. Update concept drawings via production

6. Construct serial tools

7. Line equipment

8. Capability studies of product and process

9. Update technical determination ALTB

10. Update test methods ALTM

11. Product measuring ok

12. Update Matrix phase 3

13. Final BOM

14. Component validation approval

15. Product validation tests

16. Design review

17. Update government approval

18. Release requirements specification

19. Engineering sign-off report


21. Commission test equipment

22. Reliability checks

23. Control plan and process layout approved; Process equipment ready

24. Material flow plan

25. Process validation (PV)

26. Operator instructions

27. Personal training

28. Maintenance plan

29. Packaging availability

30. Complete DVP&R

31. Update S/D/P-FMEA

32. Update APQP supplier

33. PPAP supplier

34. PPAP customer

35. Customer approval of the project


37. Ordering serial tools

38. Confirm capacity

39. Delivery contracts

40. Detailed plan for phase 4


Appendix 4 s.7

3KDVH��3URGXFWLRQ�/DXQFK�

$FWLYLW\

1. Project support


�� Update contract review�


5. Update reliability checks

6. Run @ Rate

7. Production approval

8. COP Test

9. SOP ca 90 days before TG 4

10. Qualification test report

11. Final production control plan

12. Update DVP&R

13. Update D/P-FMEA


15. Start cost reduction activity

16. Update Matrix phase 4


18. Technical whitebook (Total survey of the project and lessons learned)

19. Transfer responsibility for the project to production

Appendix 5

36&�7ROOJDWH��UHTXLUHPHQWV�IRU�DSSURYDO��

36&�,�

• Ideas for project

• Ideas for product

• Business plan

• Strategic planning

7*��36&�,,�

• Cost target sheet

• Top level project plan

• Detailed plan for phase 1

7*��6,��

• Project targets – )ROORZ�XS

• Project management plan (PD-plan), phase report, according to appendix 1. -

5HDG\�VWDWXV��FKDQJHG�REMHFWV��RUJDQL]DWLRQ�HWF. 8QGHU�SODQ�PXVW�EH DFFHVVLEOH�

• Brief status report of the most important issues at the moment - �$343�+LJKOLJKWV� e.g., FMEA, timing deviations, risks, customer info, action plan.

• Budget, according to AI-400-1518 )ROORZ�XS, and comments to deviations, action

plan.

• Time-frame according to AI-400-1510 $GMXVWPHQWV�IROORZ�XS

• Product calculation according to AI-150-001- )ROORZ�XS Target-Is calculations,

and possible reference calculation, comments to deviations, action plan.�

Appendix 6 s.1

Role description

System Expert:

�

,Q� DVVRFLDWLRQ� ZLWK� WKH� PDUNHW� GHSDUWPHQW� 6\VWHP� H[SHUW� ZLOO� ILQG� RXW� DQG� VDWLVI\�

FXVWRPHU�GHPDQGV��7KH�6\VWHP�H[SHUW�RQO\�IRFXVHV�RQ�WKH�SHUIRUPDQFH�QRW�WHFKQLFDO�

GHWDLOV��7KH�6\VWHP�H[SHUW�WUDQVIHUV�WKH�VROXWLRQ�WR�WKH�&(7��

�

Account:

�

7KH�$FFRXQW�KDV�WKH�RYHUDOO�UHVSRQVLELOLW\�WR�WKH�FXVWRPHU�IRU�HYHU\�SURMHFW�DQG�LV�D�

OLQN� EHWZHHQ� WKH� GHYHORSPHQW� SURFHVV� DQG� WKH� FXVWRPHU�� 7KH� $FFRXQW� LV� DOVR� WKH�

SURMHFW�OHDGHU��

�

CET Manager:

+HDG�OHDGHU�RI�DOO�WKH�SURMHFW�ZRUN�ZLWKLQ�&(7��

CET Project Coordinator:

�

7KH�&(7�3URMHFW�&RRUGLQDWRUV�ZRUN�DV�D�ORDG�UHOLHYHU�IRU�WKH�&(7�0DQDJHU��7KHLU�

ZRUNLQJ�DVVLJQPHQW�LV�WR�FR�RUGLQDWH�WKH�ZRUN�ZLWKLQ�&(7�DQG�WR�VXSSO\�WKH�$FFRXQW�

ZLWK�DOO�WKH�LQIRUPDWLRQ�WKDW�LV�QHHGHG�IRU�WKH�36&�7*�PHHWLQJV��

CET Project Engineer:

�

7KH� &(7� 3URMHFW� (QJLQHHU� PDNHV� VXUH� WKDW� WKH� FRQFHSW� PHHWV� DOO� UHTXLUHPHQWV��

FRQFHUQLQJ�LQWHUIDFH��WHVWLQJ��OLPLWDWLRQV�DQG�ULVNV��7KH\�DUH�DOVR�UHVSRQVLEOH�IRU�WKH�

%20��%LOO�RI�0DWHULDO��

CET Test Engineer:

�

7KH� &(7� 7HVW� (QJLQHHU� LV� UHVSRQVLEOH� IRU� HYHU\WKLQJ� WKDW� UHODWHV� WR� WHVWLQJ� RU�

VLPXODWLRQ� GXULQJ� WKH� GHYHORSPHQW� RI� WKH� FRQFHSW�� 7KH� 7HVW� HQJLQHHU� LV� WKH� OLQN�

EHWZHHQ�$6&��$XWROLY�6DIHW\�&HQWUH��DQG�WKH�&(7��

CET Design:

�

7KH�&(7�'HVLJQHU�LV�UHVSRQVLEOH�IRU�WKH�HDUO\�SURWRW\SH�GUDZLQJV�RI�WKH�FRQFHSW��7KH�

GHVLJQHU�DOVR�SHUIRUPV�WKH�'�)0($��

�

CET Purchase:

�

7KH� &(7� 3XUFKDVH� LV� UHVSRQVLEOH� IRU� SXUFKDVLQJ� DQG� VHOHFWLRQ� RI� VXSSOLHUV�� 7KH�

SXUFKDVHU�LV�WKH�OLQN�EHWZHHQ�WKH�VXSSOLHU�DQG�WKH�&(7��

Local Product Expert:

�

7KH�/RFDO�3URGXFW�([SHUW�ZRUN�DV�DQ�H[SHUW�VXSSRUW� IRU� WKH�FXVWRPHU�DQG�GLIIHUHQW�

SDUWLHV�ZLWKLQ�WKH�$XWROLY�,QF�

Appendix 6 s.2

CET Industrial Engineer:

�

7KH� ,QGXVWULDO� (QJLQHHU� LV� UHVSRQVLEOH� IRU� DOO� WKH� DFWLYLWLHV� FRQQHFWHG� WR� WKH�

GHYHORSPHQW�RI�WKH�SURFHVV�IRU�HYHU\�SURGXFW�

Logistic:

�

7KH� /RJLVWLF� RQO\� ZRUNV� DV� D� FRQVXOWLQJ� KHOS� IRU� WKH� &(7� ,QGXVWULDO� HQJLQHHU� DQG�

3XUFKDVH��7KH\�VXSSRUW�WKH�SXUFKDVHU�LQ�WKH�VHOHFWLRQ�RI�VXSSOLHUV�DQG�WKH�LQGXVWULDO�

HQJLQHHU�ZLWK�HYHU\�ORJLVWLF�DVSHFW�RI�WKHLU�ZRUN��

CET Principal Engineer:

�

7KH� &(7� 3ULQFLSDO� (QJLQHHU� UHVSRQVLELOLW\� LV� WR� VHOHFW� WKH� EHVW� FRQFHSW� IRU� HYHU\�

SURMHFW�SUHIHUDEOH�IURP�WKH�URDGPDS��7KH�SULQFLSDO�(QJLQHHU�DOVR�SHUIRUPV�WKH�SDWHQW�

VWXG\�

Appendix 7 s.1

$FWLYLW\�FDUG

7KLV�LV�D�H[DPSHO�RI�D�DFWLYLW\�FDUG�WKDW�LV�XVHG�LQ�WKH�&(7�)ORZFKDUW

From which card the Card number, where the first number

input transferred from describes phase and the second activity number

INPUT TASK nr:0/3 OUTPUT To which card the

1. 0/1 Customer quotation 1. 0/4 output is transferred

2. 0/2 2. 0/5

3. 3.

4. 4.

5. 5. Name of the task/activityStatus Time, work Status Status

actual

Colour that indicate which

person that is responsible

These cells will be used as an indication

if the activity is finish, under progress or not started

This cell describes This cell describe the actual

how long time period time needed to accomplish the activity

that is to disposal

for the activity

Appendix 7 s.2

5ROH�FRORXU�GHVFULSWLRQ

52/( &2/285

CET MANAGER

CET PROJECT ENGINEER

SYSTEM EXPERT

LOCAL PRODUCT EXPERT

CET PROJEKT COORDINATOR

ACCOUNT

CET TEST ENGINEER

CET DESIGNER

CET PURCHASE

CET INDUSTRIAL ENGINEER

LOGISTIC

CET PRINCIPAL ENGINEER

&(7�)ORZFKDUW Appendix 8 s.1

3UH�$3'6

INPUT TASK nr:-1/1 OUTPUT INPUT TASK nr:-1/2 OUTPUT INPUT TASK nr:-1/3 OUTPUT INPUT TASK nr:-1/4 OUTPUT

1. Decision about sale offering 1.-1/2 1.-1/1 Create system development team 1.-1/3 1.-1/2 Define/evaluate 1.-1/4 1.-1/3 Simulation and report 1.-1/6

2. 2. 2. 2. 2. system functional requirements 2.-1/5 2. 2.

3. 3. 3. 3. 3. 3.-1/9 3. 3.

4. 4. 4. 4. 4. 4. 4. 4.

5. 5. 5. 5. 5. 5. 5. 5.Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status

actual actual actual actual

INPUT TASK nr:-1/5 OUTPUT

1.-1/3 Trig logic simulation 1.-1/6

2. 2.

3. 3.

4. 4.

5. 5.Status Time, work Status Status

actual

Appendix 8 s.2

INPUT TASK nr:-1/6 OUTPUT INPUT TASK nr:-1/7 OUTPUT INPUT TASK nr:-1/8 OUTPUT INPUT TASK nr:-1/10 OUTPUT

1.-1/3 Product requirements 1.-1/7 1.-1/6 Presentation of technical solutions 1.-1/8 1.-1/7 Analysis, customer presentation and 1.-1/12 1.External Find out customer key dates 1.-1/13

2.-1/5 2. 2. 2.-1/9 2. decisions of the continuance. 2. 2. 2.-1/14

3. 3. 3. 3. 3. 3. 3. 3.-1/15

4. 4. 4. 4. 4. 4. 4. 4.-1/16



INPUT TASK nr:-1/9 OUTPUT INPUT TASK nr:-1/11 OUTPUT

1.-1/3 S-FMEA 1.1/6 1.External Customer requirement 1.-1/13

2.-1/7 2. 2. 2.-1/14

3. 3. 3. 3.-1/16

4. 4. 4. 4.-1/19

5. 5. 5. 5.-1/20Status Time, work Status Status Status Time, work Status Status

actual actual


1.-1/8 Collect information about customer 1.-1/13

2.Other 2.

3. 3.

4. 4.


actual

Appendix 8 s.3

INPUT TASK nr:-1/13 OUTPUT INPUT TASK nr:-1/14B OUTPUT INPUT TASK nr:-1/15 OUTPUT INPUT TASK OUTPUT

1.-1/10 Concept inventory and selection 1.-1/14B 1.-1/13 CET resource estimation 1.-1/15 1.-1/10 Create project plan 1.PSC I 1.-1/13 PSC I 1.0/2

2.-1/11 (Roadmap) 2.-1/15 2. 2.-1/16 2.-1/13 2.0/8A 2.-1/15 2.

3.-1/12 3.-1/17-18 3. 3.-1/17 3.-1/14B 3.0/7B 3.-1/17 3.

4. 4.-1/20 4. 4. 4. 4. 4. 4.

5. 5.PSC I 5. 5. 5. 5. 5. 5.

6. 6.0/1 Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status

7. 7.0/4-7 actual actual actualStatus

Time, workStatus Status

actual INPUT TASK nr:-1/16 OUTPUT

1.-1/10 Create Capacity plan 1.0/14

INPUT TASK nr:-1/14 OUTPUT 2.-1/11 2.0/7B

1.-1/10 Contract review (development) 1. 3.-1/14B 3.0/17

2.-1/11 2. 4. 4.0/18

3. 3. 5. 5.

4. 4. Status Time, work Status Status

5. 5. actualStatus

Time, workStatus Status

actual INPUT TASK nr:-1/17 OUTPUT

1.-1/13 Create cost target sheet 1.PSC I

2.-1/14B 2.0/7B

3. 3.0/8A

4. 4.


actual


1.-1/13 Business plan 1.

2. 2.

3. 3.

4. 4.


actual


1.-1/11 Market analysis 1.

2. 2.

3. 3.

4. 4.


actual


1.-1/11 Project income 1.

2.-1/13 2.

3. 3.

4. 4.


actual

Appendix 8 s.4

3KDVH��

INPUT TASK nr:0/1 OUTPUT INPUT TASK nr:0/3A OUTPUT INPUT TASK nr:0/4 OUTPUT INPUT TASK nr:0/8A OUTPUT

1.-1/13 Create project group 1.0/3A 1.0/1 PSC I information meeting 1. 1.-1/13 Product analysis (benchmark) 1. 1.-1/15 Preliminary concept agreement 1.0/9-12

2.-1/15 2.0/3B 2. Kick off phase 0 2. 2. 2. 2.-1/17 with customer 2.1/9

3. 3. 3. 3. 3. 3. 3.0/6 3.1/10

4. 4. 4. 4. 4. 4. 4.0/7 4.PSC II

5. 5. 5. 5. 5. 5. 5. 5.1/11Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status


INPUT TASK nr:0/2 OUTPUT INPUT TASK nr:0/3B OUTPUT INPUT TASK nr:0/5 OUTPUT INPUT TASK nr:0/8B OUTPUT

1.PSC I Create support team to 1.0/3B 1.0/1 Lessons learned 1.0/8B 1.-1/13 Patent research 1.1/29 1.0/3B Agree on specifications 1.1/6

2. Industrial engineer 2. 2.0/2 * Process Quality 2. 2. 2. 2.0/6 with customer 2.

3. 3. 3. * Customer Quality 3. 3. 3. 3.0/7 3.

4. 4. 4. * Whitebooks 4. 4. 4. 4. 4.



INPUT TASK nr:0/6 OUTPUT INPUT TASK nr:0/8C OUTPUT

1.-1/13 Identify limitations and risks 1.0/8A 1.External Request for quotation from customer 1.1/25B

2. 2.0/8B 2. 2.

3. 3. 3. 3.

4. 4. 4. 4.

5. 5. 5. 5.Status Time, work Status Status Status Time, work Status Status

actual actual

INPUT TASK nr:0/7 OUTPUT

1.-1/13 Identify interface requirements 1.0/8A

2. 2.0/8B

3. 3.

4. 4.


actual

INPUT TASK nr:0/7B OUTPUT

1.-1/15 identify if there is suppliers 1.0/13

2.-1/16 for the concept 2.

3.-1/17 3.

4. 4.


actual

Appendix 8 s.5

INPUT TASK nr:0/9 OUTPUT INPUT TASK nr:0/13 OUTPUT INPUT TASK nr:0/16 OUTPUT INPUT TASK nr:0/19 OUTPUT

1.0/8A Development cost 1.0/13 1.0/7B Create list of possible suppliers 1.0/17 1.0/13 Logistic set up 1.0/23 1.0/3B Select process from roadmap 1.0/21

2. 2. 2.0/9 2.0/18 2.0/14 2.1/21 2.0/14 2.0/22

3. 3. 3.0/10 3.1/11 3.0/15 3. 3.0/15 3.1/10

4. 4. 4.0/11 4. 4. 4. 4.0/16 4.1/16

5. 5. 5. 5. 5. 5. 5. 5.1/18Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status



1.0/8A Create BOM 1.0/13 1.-1/16 Capacity estimation/ 1.0/16 1.-1/16 Estimate direct material 1.0/20 1.0/17 Set cost targets (Direct Material) 1.1/5

2. 2.0/14 2.0/10 process description 2. 2.0/12 2. 2.0/18 2.

3. 3.0/15 3.0/11 3. 3.0/13 3. 3. 3.

4. 4. 4. 4. 4. 4. 4. 4.



INPUT TASK nr:0/11 OUTPUT INPUT TASK nr:0/15 OUTPUT INPUT TASK nr:0/18 OUTPUT

1.0/8A Proposals of locations 1.0/13 1.0/10 Create spare parts solution 1.0/16 1.-1/16 Investment tooling 1.0/20

2. (for production) 2.0/14 2.0/11 2. 2.0/13 2.

3. 3.0/15 3.0/12 3. 3. 3.

4. 4. 4. 4. 4. 4.

5. 5. 5. 5. 5. 5.Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status

actual actual actual


1.0/8A Estimation of sales price 1.0/15

2. 2.0/17

3. 3.

4. 4.


actual

Appendix 8 s.6


1.0/19 Estimate direct labour 1.0/25 1.External Update project plan 1.0/26 1.0/25 Create detailed plan for phase 1 1.0/27 1.0/26 Update project initiation 1.PSC II

2. 2.1/20 2.0/17 2.1/11 2. 2.0/28 2. approval documents 2.

3. 3. 3.0/18 3.1/28 3. 3. 3. 3.

4. 4. 4.0/21-23 4.1/36 4. 4. 4. 4.

5. 5. 5. 5.1/40 5. 5. 5. 5.Status Time, work Status Status 6. 6.1/44 Status Time, work Status Status Status Time, work Status Status

actual Status Time, work Status Status actual actual

actual

INPUT TASK nr:0/22 OUTPUT INPUT TASK nr:0/28 OUTPUT

1.0/19 Investment machinery and packing 1.0/25 1.0/25 Set project targets 1.PSC II

2. 2. 2.0/26 2.1/2

3. 3. 3. 3.1/11

4. 4. 4. 4.


actual actual


1.0/16 Estimation of logistic cost 1.0/25

2. 2.1/10

3. 3.

4. 4.


actual

Appendix 8 s.7

3KDVH��

INPUT TASK OUTPUT INPUT TASK nr:1/1 OUTPUT INPUT TASK nr:1/2 OUTPUT INPUT TASK nr:1/3 OUTPUT

1.0/8A PSC II/TG 0 1.1/1 1.PSC II PSC II information meeting/ 1.1/2 1.0/28 Idea and sketch proposition, 1.1/10 1.External Update customer requirements 1.1/4

2.0/27 2. 2. Kick off phase 1 2. 2.1/1 including packaging 2.1/12A 2. 2.1/5

3.0/28 3. 3. 3. 3. 3. 3. 3.1/8

4. 4. 4. 4. 4. 4. 4. 4.




1.1/3 Update capacity plan 1.1/5

2. 2.1/40

3. 3.

4. 4.


actual

Appendix 8 s.8

INPUT TASK nr:1/5 OUTPUT INPUT TASK nr:1/7 OUTPUT INPUT TASK nr:1/12A OUTPUT INPUT TASK nr:1/12B OUTPUT

1.1/3 Update cost target sheet 1.TG 1 1.1/6 Establish CVP including simulation 1.(1/8) 1.1/2 Theoretical calculation/ 1.1/12B 1.1/9 Update packaging and 1.1/6

2.1/4 2.1/11 2. 2.1/12A 2.1/6 analytical simulation (loop 1) 2. 2.1/10 concept proposition 2.1/13

3. 3. 3. 3.1/17 3.1/7 3. 3.1/12A 3.1/14

4. 4. 4. 4. 4. 4. 4.1/15 4.1/15




1.0/8B DRD (continuous update) 1.1/7-9 1.1/3 Create test methods 1.1/17 1.1/11 Feasibility of components 1.1/12B

2.-1/9 2.1/12A 2.1/6 2. 2.1/12B 2.

3. 3.1/17 3.(1/7) 3. 3. 3.

4. 4.1/23 4. 4. 4. 4.

5. 5.1/27 5. 5. 5. 5.

6. 6.1/30 Status Time, work Status Status Status Time, work Status Status

7. 7.1/32 actual actual

8. 8.1/40Status

Time, workStatus Status INPUT TASK nr:1/9 OUTPUT

actual 1.0/8A D-FMEA 1.1/12B

2.1/6 2.1/19

3. 3.1/30-32

4. 4.1/40


actual


1.0/8A Design feedback, 1.1/12B

2.0/19 Design For Manufacturing (DFM) 2.

3.0/23 3.

4.1/2 4.


actual


1.0/8A Select and involve key supplier 1.1/15

2.0/13 2.

3.0/25 3.

4.0/28 4.

5.1/5 5.Status Time, work Status Status

actual

Appendix 8 s.9


1.1/12B Update BOM 1.1/22 1.1/6 Preliminary testing of concept 1.1/23 1.1/13 Review cost status (Direct Material) 1.1/26 1.1/23 Establish CVR 1.1/27

2.1/15 2. 2.1/7 2. 2. 2. 2. 2.

3. 3. 3.1/8 3. 3. 3. 3. 3.

4. 4. 4.1/14 4. 4. 4. 4. 4.




1.1/12B Create prototype parts 1.1/17 1.0/19 Develop, evaluate and 1.1/18 1.1/6 Concept validation (CV) 1.1/24

2. not from tool 2. 2.1/19 approve processes 2.1/20 2.1/17 2.

3. 3. 3. 3.1/21 3. 3.

4. 4. 4. 4.1/38 4. 4.




1.0/19 Preliminary process flowchart 1.1/19 1.1/9 P-FMEA 1.1/18

2.1/12B 2. 2.1/16 2.1/21

3. 3. 3.1/18 3.1/38

4. 4. 4. 4.1/40


actual actual


1.0/21 Cost per product estimation 1.

2.0/22 2.

3.1/18 3.

4. 4.


actual


1.0/16 Define demands for 1.1/38

2.1/18 packing and logistics 2.

3.1/19 3.

4. 4.


actual

Appendix 8 s.10

INPUT TASK nr:1/25 OUTPUT INPUT TASK nr:1/25B OUTPUT INPUT TASK nr:1/29 OUTPUT INPUT TASK nr:1/34 OUTPUT

1.1/24 Frozen design concept 1.1/26 1.0/8C Customer quotation 1.External 1.0/5 Patent application 1. 1.1/25 Prototype control plan 1.

2.External 2.1/28-35 2.0/17-18 2.1/41 2.1/25 2. 2.1/26 2.

3. 3.1/38 3.0/21-23 3. 3. 3. 3.1/30 3.

4. 4.1/40 4.1/5-6 4. 4. 4. 4.1/31 4.

5. 5. 5.1/25 5. 5. 5. 5.1/32 5.Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status



1.1/22 Update BOM 1.1/34 1.1/6 Establish DVP 1. 1.1/6 Requirements specification 1.1/34 1.1/25 Prototype quotations 1.

2.1/25 2.1/35 2.1/24 2. 2.1/9 for prototype 2.1/35 2.1/26 2.

3. 3. 3. 3. 3.1/25 3.1/36 3.1/30 3.

4. 4. 4. 4. 4. 4. 4.1/31 4.

5. 5. 5. 5. 5. 5. 5.1/32 5.Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status Status Time, work Status Status



1.0/25 Check resources needed for phase 2-4 1.1/44 1.1/9 Prototype drawings 3D 1.1/34 1.0/25 Supplier APQP 1.

2.1/25 2. 2.1/25 2.1/35 2.1/30 2.

3. 3. 3. 3.1/36 3.1/31 3.

4. 4. 4. 4.1/37 4.1/32 4.




1.1/6 Create preliminary 1.1/34 1.1/31 FMEA Key-Components 1.

2.1/9 Red and green list (SC/CC) 2.1/35 2. 2.

3.1/25 3.1/36 3. 3.

4. 4.1/38 4. 4.


actual actual


1.1/25 Check concept towards 1. 1.1/18 Frozen process concept 1.1/39

2. legal requirements 2. 2.1/19 2.

3. 3. 3.1/21 3.

4. 4. 4.1/25 4.

5. 5. 5.1/32 5.Status Time, work Status Status Status Time, work Status Status

actual actual

Appendix 8 s.11

INPUT TASK nr:1/39 OUTPUT INPUT TASK nr:1/42 OUTPUT INPUT TASK nr:1/43 OUTPUT INPUT TASK OUTPUT

1.1/38 Production equipment plan 1. 1.All Project summery (whitebook) 1.1/43 1.1/42 Create open issues list 1.TG 1 1.1/5 TG I 1.

2. (red/green list) 2. 2. 2.1/44 2. highlights to TG 2. 2.1/43 2.

3. 3. 3. 3. 3. 3. 3.1/44 3.

4. 4. 4. 4. 4. 4. 4. 4.




1.0/25 APQP Risk analysis (if necessary) 1. 1.0/25 Create detailed plan for phase 2 1.TG 1

2.1/4 2. 2.1/28 2.

3.1/6 3. 3.1/42 3.

4.1/9 4. 4. 4.

5.1/19 5. 5. 5.

6.1/25 6. Status Time, work Status Status

Status Time, work Status Status actual

actual


1.External Receive order from customer 1.

2.1/25B 2.

3. 3.

4. 4.


actual

7+(6,6 - diva portal215376/fulltext01.pdf · 2009. 5. 6. · apds = autoliv product development...

Documents