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"Strategic Planning" Guidelines for IEEE EntitiesDraft by A. J. SchwabVersion 0 -06/14/96(Initiated by the discussion during the San Diego SPC-Meeting in Feb. 1996)IntroductionStrategic Planning is a most valuable tool helping organizations improve their performance and total quality. Strategic planning simply means creating a strategy giving guidance in realizing a vision .A strategy tells how to get from where an organization is to where it wants to be or is supposed to be. Moving from the status quo to the envisioned state is a process, that is a combination of sequential and concurrent activities. A strategy can be considered aplan or map of this process.It is appropriate to distinguish between long-term and medium-term strategic planning .-Long-term strategic planning is done at the corporate level of an organization, looks many years ahead and results in a grand strategy (altern.: corporate strategy, masterstrategy). The grand strategy consists of a corporate mission , a corporate policy , andstrategic, far-reaching goals. The grand strategy is written in very general terms and iswidely published to customers, members etc. (Not necessesarly true in industrialorganizations.)-Medium-term strategic planning can be done at the corporate level but also at lower levels. It builds on the grand strategy, looks 1 to 3 years ahead, specifies objectivesto be sought to move the organisation toward achieving its strategic goals, and resultsin a medium-term strategy. The medium-term strategy consists of an imperative mission ,objectives and object strategies suggesting specific projects. The medium-term strategyis the database from which an operational plan is derived, specifying individualprojects. It is written in very specific terms and is, basically, an internal documentaccessible only to the corporation's managers, in the case of the IEEE, its staff andvolunteers.Usually, a long-term strategy document is accompanied by a medium-term strategy document. Alternatively, a medium-term strategy document could include a Prologue "Long-term strategy". Obviously, long-term strategy and medium-term strategy address different audiences and differ by broad, far-reaching goals on the one hand and specific, short-term objectives on the other hand.The basic structure of the overall strategic planning process and its components are shown in Figure 1.Long-Term Strotegk:Pluming,Short TermStr^ijcPlcrinng pl帧loui^r□p^^jonal 卩由rrihgImpbmendon (hAru^emert &Innplemertas]Figure 1: Basic structure and components of Long- and Short-Term Strategic Planning .The components and their relationships are explained in more detail in the following paragraphs.Lon g-term Strategic Pla nningCreatio n of a gra nd strategy beg ins with a Ion g-term visio n existi ng in the mi nd of the top corporate man ageme nt In order to realize its visio n and to com muni cate it to others, the top corporate man ageme ntwrites dow n a corporate missio n and cracks the missi on into strategic goals, e.g. IEEE's missi on and goals:"The Institute of Electrical and Electronics Engineers promotes the developme nt ofelectrotech no logy and allied scie nces, the applicati on of those tech no logies forthe ben efit of huma ni ty, the adva nceme nt of the professi on, and the well-be ing ofits members."—Goal 1: Globalization —Goal 5: Educati on-Goal 2: Information Exchange -Goal 6: Public Support—Goal 3: Products and Services -Goal 7: Organization—Goal 4: Sta ndards —Goal 8: FinanceFurther, the top corporate man ageme nt outl ines operat ing and decisi on guideli nes for deali ng with members, employees, nonm embers, colleagues and the gen eral en vir on- ment of the organi zati on, so-called corporate policy or corporate culture.In more detail, creati ng a Ion g-term strategy is accomplished by-an alyz ing all bus in ess opport un ities,—evaluat ing adva ntages and disadva ntages of the various opti ons con sideri ng en viro nmen tal in flue nces and finan cial resources,-establishing a corporate policy,-specifying desired goals.By hav ing coined the corporate missi on, chose n a certa in set of strategic goals and by having defined the corporate policy , the top management has created agrand strategy. The gra nd strategy is the smallest com mon denomin ator to which all members of an organization must become committed. It is followed by a medium-term strategic pla nning process run by a strategic pla nners committee, in clud ing participa nts from all man ageme nt levels.Medium-Term Strategic Pla nningMedium Term Strategic Planning presumes that the corporate mission, corporate policy and strategic goals exist already. The strategic planners of the medium-term strategy build on the Ion g-term strategy and are gen erally concerned with the ide nti- fication of objectives and specific activities being means of reaching the goals of the grand strategy. Further, medium-term strategic planning deals with evolutionary cha ngeq e.g. the updati ng of existi ng goals, add ing of new goals, improveme nt of weak points in various areas of the organization, etc.Creat ing the medium-term strategy beg ins with a comprehe nsive an alysis of the prese nt stateof the organization. SWOT-Analysis has proven, to be a highly valuable tool for this purpose. This method identifies systematically the Strengths and Weaknessesof the organization as well as the Opportunities and Threats of its environment. In addition to this analysis, the present policy and present strategies must be discussed and challenged. In order that all IEEE volunteers identify themselves with the goals and the objectives of the strategic planning process, the strategic planners must frequently step in the volunteer's and regular member's shoes wich enables them to better con sider member's expectatio ns.Based on the results of this an alysis exist ing goals must be updated or upgraded, new goals mustbe ide ntified. Possible cha nces a nd opti ons must be evaluated, possibly supported by the development of scenarios. Eventually, all options are prioritized and a set of objectives for each goal is identified. As a result of these activities the strategic pla nn ers carry in their head a com mon medium-term visi on. This visi on describes in present tense a virtual state of the organization which, of course, does not yet exist, e.g.:"IEEE is the best practice professional organization exceeding members expectations byits superb member services. It is perceived as a role model by all other professi onalorga ni zati ons, eve n in huma nities or politics. Because of IEEE's in valuablesupport of their daily work and professional life, all electrical, electronic andcomputer scienee engineers consider IEEE membership a must."Usually, all ide ntified objectives and opti ons, one way or ano ther, are capable of improv ing an organization's performanee. Hence, one could be naive and try to implement all of them simultaneously. However, most activities cause cost and, because the resources are limited, one must make a selection and prioritize all options with respect to their potential of achieving the selected goals and objectives. By selecting specific activities (projects) with respect to their cost and efficie ncy in reach ing the objectives and goals and by allocating commensurate resources to these options, one has desig ned a medium-term strategy, including as many objective strategies as objectives exist. I n other words "A medium-term strategy is a comb in ati on of carefully selected objectives and activities for which the spiritual fathers of the strategy allocate comme nsurate resources."In order to realize their visio n and to com muni cate it to all volun teers dow nstream the organization, the strategic planners write down their thoughts in form of an imperative missi on and a set ofobjectives for each goal to be achieved.Imperative Missi onAn imperative mission defines a task, for instance"Make IEEE the best practice professional organization perceived as the standardagainst which other professional organizations benchmark themselves. Enhance IEEE'smember services such that electrical, electronics, and computer science engineers wouldconsider lacking IEEE membership a missed opport uni ty".The imperative missi on is cracked into smaller pieces, so-called objectives. Each objective has its own objective-strategy, specify ing the projects achiev ing that objective.The granularity of the objectives and projects depends on the complexity of the missio n.Upon docume ntatio n of the imperative missi on, the objectives, and the in dividual objective-strategies in writte n form an operati onal pla n is gen erated list ing in detail all projects required to achieve in dividual objectives.Gen erati ng the Operati onal Pla nVisi ons and missi ons by themselves do not guara ntee successVisi ons must be realized, missions executed, and planned goals and objectives be reached. Therefore, the most substantial andconcrete component of strategic planning is the operational plan (implementation matrix) whichprecisely defines who does what, when, how and where, when certain results (milestone^ must exist and which financial resources (budget) are associated with specific activities.The operatio nal pla n accompa nies the strategic docume nt and, as a rule, must be desig ned with stro ng in volveme nt, at least close supervisi on, of the strategy's pla nn ers. The operational plan specifies numerous projects for which project managers must be appo in ted and finan cial resources be allocated. Both are man ageme nt decisi onsDesign of the action plan must by no means be completely delegated to the imple- men ters If so, strategic pla nning will rema in without impact and will be comme nted as Fu-Fu dust etc. Only poor managers create missions and visions and expect their realization exclusively from theimplementers. Highly qualified top managers do not only create visi ons but carry also substantial thoughts in their mind about how they want to realize their visi on and com muni cate these thoughts to their subord in ates.Frequently, strategic planning and operative planning (operational plan design) are regardedisolated actions. False, optimum results are obtained only if the strategicObjective G1.1Objective G2.1Objective G3.1Objective G4.1Objective G5.1Objective G6.1Objective G7.1Objective G8.1 Objective G1.2, Objective G2.2, Objective G3.2, Objective G4.2, Objective G5.2, Objective G6.2, Objective G7.2, Objective G8.2, Objective G1.3... Objective G2.3... Objective G3.3... Objective G4.3... Objective G5.3... Objective G6.3... Objective G7.3... Objective G8.3...pla nn ers are sufficie ntly kno wledgeable and compete nt, i n order to ide ntify the right operative activities and the right strategies themselves. Although the design of the acti on pla n may be delegated to their subord in ates, the spiritual fathers must con tribute to the formulation of detailed objectives and objective-strategies. Thereby, operative pla nning becomes part of strategic pla nning.An example of an operatio nal pla n is show n in Figure 2.The in dividual projects of the operatio nal pla n are described in detail using separate project sheets Figure 3.IEEE F^jnct ,ResponabkV* lunger: 彌Project Start Projejct EndPrepared bf ______________________ D 童et _______________________CirfentRwboriDatft _______________iwfeassune (/successWile 旳唯 Ori|.RtuinlDM 闽则ID 血 血也R«sponsibk Figure 3: Typical project sheet.Con trolli ngUpon execution of the operational plan, the spiritual fathers of the strategy must compare the goals and objectives reached with the goals and objectives planned and must decide whether the impleme ntatio n was successful or not. Without this feedback the whole process is veryinefficient, if not useless.EpilogueIn view of the prese nt perma nent cha nges of a bus in ess' en viro nment it is occasi on ally argued that developme nt of a strategy is no Ion ger meanin gful, in stead, professi onal improvisation would be required. Of course, fast reaction to environmental changes and constraints is positively needed, however, it does not make planning obsolete. Today's planners, simply, must be prepared more than ever to run their plans and strategies flexibly and to match them permanently with instantaneous boundary condition s.Bud 呼Ebn 個心Qjrnenty&*r[)Qirnncpluf one (]Incorne Expense。

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APQP Manual

APQP Manual

International Supplier Advanced Product Quality Planning(APQP) Manual4201 Winfield RoadP.O. Box 1488Warrenville, IL 60555Questions should be directed to:Jan McElmeel630-753-6402Revision Level: 4Date: 1/20/01Table of ContentsTable of Contents i Foreword ii Phase 1 – Plan and Define Program 11.1 Planning and Program DefinitionPhase 2 – Product Design and Development 4Drawings2.1 Engineering2.2 Design Failure Mode and Effects AnalysisPhase 3 – Process Design and Development 8 Flow-ProcessMap3.1 Process3.2 Process Failure Mode and Effects Analysis3.3 Identify Process Key Control Characteristics3.4 Packaging and Logistics FlowInstructions3.5 Process3.6 Develop Preventative/Predictive Maintenance and Critical Spare Parts ListPlan3.7 ControlPhase 4 – Product and Process Validation 164.1 Final Drawing Release4.2 Gage Review and Measurement System Analysis4.3 Process Capability Verification4.4 Final Control Plans Reviewed4.5 Production Process Prove-Out Program4.6 Production Part Approval ProcessPhase 5 - Feedback, Corrective Action and Continuous Improvement 23and Continuous ImprovementManagement5.1 ProcessReviewiForewordThe Supplier Advanced Product Quality Planning Requirements Manual was developed to assistI NTERNATIONAL suppliers in understanding the requirements and outputs of the APQP activity surrounding new product development. The intent is to standardize the approach among suppliers and provide consistent requirements and documentation. This manual provides guidelines designed to assist the supplier in developing a detailed product quality plan that will assist in the development of products that will meet I NTERNATIONAL’s standards.The completion of all requirements and documents listed as outputs in this manual are the responsibility of the supplier. Each supplier will be asked to show documents to verify that all required tasks have been successfully completed. Many documents generated in the APQP process are considered dynamic and should be updated as changes occur that will affect the content of those documents. The supplier must make documentation available to I NTERNATIONAL representatives as required.A Supplier Development Manager (SDM) will be assigned to each supplier. The role of the SDM is to verify the completion of the required tasks and assess production readiness by evaluating the supplier’s product quality plan. The SDM will alert I NTERNATIONAL management if a program is at risk due to issues that occur at a supplier location. The SDM will also assist in facilitating resolution for issues that jeopardize the supplier’s ability to meet I NTERNATIONAL program requirements.The I NTERNATIONAL Supplier Advanced Product Quality Planning (Supplier APQP) Manual identifies several different publications as reference documents. The AIAG manuals are available for purchase directly from the Automotive Industry Action Group (AIAG) at (248) 358 – 3570 or by visiting their website at. There Supplier APQP manuals also identifies I NTERNATIONAL manuals and documents. These documents are available from your I NTERNATIONAL Supplier Development Manager or Buyer. All documents are being updated to be included on the I NTERNATIONAL Supplier Information website, which can be accessed at .iiPhase 1 -Plan and Define ProgramDuring this phase, I NTERNATIONAL and the supplier work together to plan and define the program. The supplier learns the goals of the program and builds detailed plans on how they will meet those program goals. The supplier updates the plans throughout the program.The extent of the planning varies with the circumstances of the program. Listed below are some possible inputs and outputs of this phase.Inputs:• Voice of the Customer – obtain market research to reflect the voice of the customer Customer interviews, questionnaires, surveysCustomer letters and suggestionsQFDsDealer commentsFleet operator commentsField service reports• Historical warranty and quality data – assess customer wants and the potential for recurrence Warranty reportsCapability indicatorsInternational plant internal quality reportsInternational supplier ratingsSubcontractor supplier ratingsProblem resolution reportsInternational plant returns and rejectionsSimilar dFMEA and pFMEA and control plans• Business Plan/Marketing Strategy – form the basis of the product quality plan Business Plan defines timing, cost, investment, product positioning, research and developmentMarketing Strategy defines target customers, key sales points, key competitors• Product/Process benchmark data – helps to establish performance targets Identify appropriate benchmarksReview past benchmarking and determine new studies neededUnderstand the gap between current status and the benchmark and formulate strategy • Product/Process assumptions – presumes the product has certain features, design or process conceptsTechnical innovations, advanced materials, reliability assessments, new technologies• Product reliability studies – assess product enduranceCompare component repair or replacementCompare the results of long-term reliability/durability tests• I NTERNATIONAL and other inputsMedia commentaryManagement comments or directionProblems and issues reported from internal customersGovernment requirements and regulationsContract reviewHistory / Lessons LearnedOutputs:• Design goals and targets – initial measurable objectives, design feasibility study• Reliability and quality goals – measurable reliability, warranty and incoming quality targetsCapability studies on similar partsSix Sigma implementation (PPM reduction plans)• Product Assurance Plan – plan for assuring product and process meets program goalsProgram timing – lists tasks, events and assignments on Gantt chart, with periodic updatesTarget costs – plan for achieving target cost (i.e., VA/VE, DFA, DFM, DFS, etc.)Capacity Plan – plan for meeting volumes, including personnel, machinery and facilitiesForm team – cross-functional, customer-focused team members listedKey contact personnel list – includes names, titles, street address, phone, fax and email addressAssess any factors that may put the program at risk, including potential subcontractorsSafety goals – plan for achieving safety and environmental complianceQS9000 Plan – plan to maintain certificationPoke-yoke implementation opportunities identifiedOngoing product assurance testing needs identified• Preliminary Bill of Material – includes early subcontractor list, design and process assumptions• Preliminary process flow chart – describes initial manufacturing processes, including inspection/reworkLean Manufacturing Plan – describes how lean principles are implemented• Preliminary list of special product and process characteristics• Management support –organization chart, begin open issues log, keep meeting minutes • APQP Team Feasibility Commitment Letter – formally communicates issues about the manufacturability of the proposed design. The manufacturing plant manager must sign this letter.Task:1.1 Planning and Program DefinitionObjective:To plan and define APQP for the program. To ensure that the supplier clearly understandsI NTERNATIONAL needs and expectations in order to plan and define a quality program. The supplier is responsible for completing, using and updating the planning documents throughout the program. The supplier provides updates to the SDM as required by I NTERNATIONAL.Inputs:• I NTERNATIONAL program goals for timing, design, reliability and quality• Supplier lessons learned, quality history, warranty data and output of Phase 5 from prior similar programs• I NTERNATIONAL and supplier’s previous program data, including plant product deficiencies, warranty information and design change history, as availableOutputs:• Detailed program timing chart with task assignments• Key contacts personnel list• Organizational chart• Program risk assessment with risk mitigation plans• Open issues logSuggested Team Members:• Supplier program manager and cross-functional team• Senior management commitmentReferences:• AIAG Advanced Product Quality Planning and Control Plan Manual• AIAG QS9000 – Quality System Requirements Manual• I NTERNATIONAL Supplier Quality Requirements (ISQR) ManualResources:• I NTERNATIONAL Supplier Development Manager• I NTERNATIONAL Buyer and PPM• I NTERNATIONAL Engineering• I NTERNATIONAL Marketing• I NTERNATIONAL Manufacturing• I NTERNATIONAL Program Management• I NTERNATIONAL Reliability and QualityPhase 2 -Product Design and DevelopmentDuring this phase, I NTERNATIONAL and the supplier work together to design and develop the product. The goal of this phase is to ensure that I NTERNATIONAL’s products and components meet or exceed their customer’s needs, are delivered and launched as scheduled and that they are developed in a structured and analytical manner.The extent of the design and development activities varies with the circumstances of the program. Listed below are some possible inputs and outputs of this phase.Inputs:• Design goals and targets – initial measurable objectives, design feasibility study• Reliability and quality goals – measurable reliability, warranty and incoming quality targets Capability studies on similar partsSix Sigma implementation (PPM reduction plans)• Product assurance plan – plan for ensuring product and process meet program goals Program timing – lists tasks, events, and assignments on Gantt chart, with periodic updatesTarget costs – plan for achieving target cost (i.e., VA/VE, DFA, DFM, DFS, etc.)Capacity Plan – plan for meeting volumes; including personnel, machinery and facilities Form team – cross-functional, customer-focused team members listedKey contact personnel list – includes names, titles, street address, phone, fax and e-mail addressAssess any factors that may put the program at risk, including potential subcontractors Safety goals – plan for achieving safety and environmental complianceQS9000 Plan – plan to maintain certificationPoke-yoke implementation opportunities identifiedOngoing product assurance testing needs identified• Preliminary Bill of Material – includes early subcontractor list, design and process assumptions• Preliminary Process Flow Chart – describes initial manufacturing process, including inspection/reworkLean Manufacturing Plan – describes how lean principles are implemented• Preliminary list of special product and process characteristics• Management support – organizational chart, begin open issues log, keep meeting minutes APQP Team Feasibility Commitment Letter – formally communicate issues about the manufacturability of the proposed design. The manufacturing plant manager must signthis letter.Outputs:• Design Failure Mode and Effects AnalysisDFMEA formDFMEA checklist• Design for manufacturability and assembly• Design verificationMeeting minutes• Design reviewsFormal reliability and quality goalsComputer simulation and test bench resultsDuty cycle evaluationDFMA analysis reviewDOE and assembly build variation resultsTest failure analysis• Prototype Build – Control PlansPrototype Control Plan (does not need to be a separate control plan) Control Plan Checklists• Engineering DrawingsControlled drawingsMath data• Engineering specifications• Material specifications• Drawing specification changesProper documentation of changes• New equipment, tooling and facilities requirements• Special product and process characteristics (KCCs)• Gages/testing equipment requirements• Team feasibility commitment and management supportTeam feasibility commitment documentationManagement review minutes2.1 Engineering DrawingsObjective:Document and communicate the product’s design and specifications• Complete the engineering drawings as scheduled• Use the engineering drawings throughout the program• Regularly update the engineering drawings as the program progresses• Provide updates to the SDM, as required• Alert the SDM if the engineering drawings are not being completed as scheduled • Express manufacturability and cost improvement concerns to the SDM Inputs:• Design intent• Customer requirements• Manufacturing/assembly requirements• Lessons learned• Design goals• Reliability & quality goals• Preliminary list of KCCs• QFD• DFMEAOutputs:• Controlled engineering drawings• Engineering specifications• Material specifications• Drawing change documentation• KCCsSuggested Team Members:• Supplier design engineers• Supplier quality engineers• Supplier manufacturing engineersReferences:• AIAG QS9000 – Quality System Requirements Manual• Global Engineering (1-800-854-7179)• UG Standards CD (I NTERNATIONAL’s Unigraphics standards for drawings) Resources:• I NTERNATIONAL Design Engineering• I NTERNATIONAL SDM2.2 Design Failure Mode and Effects Analysis (DFMEA)Objective:Identify the product’s potential failure modes, assess the probability of the failure modes occurring, review the effects of such failures and formulate action plans to improve the product designs to prevent or counteract the failures and their effects.• Complete the DFMEA• Use the DFMEA throughout the program• Regularly update the DFMEA as the program progresses• Provide updates to the SDM, as required• Act on product improvement opportunitiesInputs:• Design intent• Customer requirements• Manufacturing/assembly requirements• Lessons learned• Design goals• Reliability & quality goals• Preliminary list of KCCs• QFD• Similar product DFMEAsOutputs:• DFMEA which has lead to product improvementsSuggested Team Members:• Supplier design engineers• Supplier quality engineers• Supplier manufacturing engineersReferences:• AIAG QS9000 – Quality System Requirements Manual• AIAG FMEA ManualResources:• I NTERNATIONAL SDM• I NTERNATIONAL PPM• I NTERNATIONAL Buyer• I NTERNATIONAL EngineeringPhase 3 -Process Design and DevelopmentDuring this phase, a collaborative relationship must be forged between the supplier andI NTERNATIONAL to develop a manufacturing process that will produce quality parts. To accomplish this task, the input from phases one and two are critical. Creating and developing a highly capable and productive process takes input from numerous resources and significant tenacity. The supplier will be interfacing with different departments, teams and facilities withinI NTERNATIONAL and the output from this phase will be equally diversified.Inputs:• Design Failure Mode and Effects Analysis (DFMEA)• Engineering drawings• Design verification/reviews• Engineering specifications• Quality Department input (Quality Manual and Procedures)• Manufacturing Department input• Third party, suppliers and equipment vendors to the Tier One supplier• Technical support advisory• Reliability & warranty data• I NTERNATIONAL standards and manuals• I NTERNATIONAL inputOutputs:• Control Plan• Process Failure Mode and Effects Analysis (PFMEA)• Preventative and Predictive Maintenance Program• Critical Spare Parts List• Maintenance records and schedules• Key Control Characteristics of the Product and Process• EDI Plan including System Tests Results• Packaging Plan• Logistics Plan• Process instructions• Accountabilities3.1 Process Flow – Process MapObjective:• Develop a Process Flow Diagram and/or Process Map of physical layout of the process area • Process Flow of the material is also required• Process Map shall include, but is not limited to, incoming material, storage areas and shipping & receiving• Required for new facilities, new processes, new products and any additions or deletions of equipment• Process Flow should be in agreement with the control plan and PFMEA when complete and currentInputs:• Capital equipment inventory list• Industrial Engineering Plant Layout and Study• Manufacturing/Production preliminary planOutputs:• Process Map and Process Flow Diagram and latest revision thereofSuggested Team Members:• Manufacturing/Production• Industrial Engineering• Quality EngineeringReferences:• AIAG-QS9000 Manual• I NTERNATIONAL Supplier Quality Requirements Manual (ISQR)Resources:• I NTERNATIONAL representative3.2 PFMEAObjective:• Develop a PFMEA that addresses possible failure modes, as well as the effect of such failures (including those of the DFMEA). Corrective actions and preventative measures should be put into place to minimize or prevent such occurrences. Worst case scenarios should beconsidered when making these evaluations.Inputs:• A Process Flow/Process Map that includes the physical layout of the process area, including process flow. The process map includes incoming material, storage areas, shipping andholding areas. This is required for new facilities, new processes, new products or major new equipment additions.• DFMEA, engineering drawings, design verification/reviews, specifications, historical problems with similar manufactured parts and expert knowledge from process operators.Outputs:• PFMEA, latest revisions and updates, assigned accountabilitySuggested Team Members:• Manufacturing/Production• Process Operators• Tier 2 Suppliers• Quality• Material Control• Engineering• Purchasing• Service/AftermarketReferences:• AIAG QS9000 – Quality System Requirements Manual• AIAG FMEA Manual• I NTERNATIONAL Supplier Quality Requirements (ISQR) ManualResources:• I NTERNATIONAL representative3.3 Identify Process KCCsObjective:• Identify the Key Control Characteristics of the product or process that have a significant impact on form, fit and function of the product for process monitoring purposes. KCCs will be monitored in accordance with NQR.Inputs:• PFMEA• DFMEA• Reliability & warranty data• Engineering drawings• Design verification/reviews• SpecificationsOutputs:• Key Control CharacteristicsSuggested Team Members:• Manufacturing/Production• Process operators• Quality• Engineering• Material Control• I NTERNATIONALReferences:• AIAG QS9000 – Quality System Requirements Manual• I NTERNATIONAL Supplier Quality Requirements (ISQR) and other AIAG Manuals, as necessaryResources:• I NTERNATIONAL representative3.4 Packaging and Logistics FlowObjective:• Review the existing packaging standards with all possible I NTERNATIONAL destinations, both domestic and I NTERNATIONAL, and FTL/LTL differences• Develop packaging that meets D13 standards• Develop/review the transporting of goods from supplier to I NTERNATIONAL facilities and the system for exchange of information between both parties• ValidationEDI data downloadShip Schedule per Plant RequirementsPackaging Requirements (wire racks, returnable racks, dedicated containers)ASN RequirementLine Set Specific InformationTransportation Logistics RequirementsInputs:• Control Plan• D13 Standards• Customer Input (I NTERNATIONAL Facilities)• TransportationOutputs:• EDI Plan, including system tests, as required.• Packaging Plan, including Specifics of Returnable Containers, dedicated racks, plant-specific requirements• Logistics Plan including LTL/FTL constraints, routingSuggested Team Members:• Manufacturing/Production• Process operators (shipping & handling)• Quality• Material Control• Supplier shipping department• ExpeditorsReferences:• AIAG QS9000 – Quality System Requirements Manual• I NTERNATIONAL D13 Standards• I NTERNATIONAL Supplier Quality Requirements (ISQR) ManualResources:• I NTERNATIONAL representative• Each I NTERNATIONAL facility involved3.5 Process InstructionsObjective:• Design and develop process work instructions with visual aids, as per QS9000 requirements • Work Instructions should be clear and understandable, relevant to the operation with current revisionInputs:• Quality Manual & Procedures• Control Plan• D13 Standards• Packaging and Logistics• SpecificationsOutputs:• Work Instructions• Visual aidsSuggested Team Members:• All department managers• Supervisors• OperatorsReferences:• AIAG QS9000 – Quality System Requirements ManualResources:• I NTERNATIONAL representative3.6 Develop Preventative/Predictive Maintenance Program and Critical Spare Parts ListObjective:• Develop and implement a preventative/predictive maintenance program that will be capable of, and have capacity to, fulfill I NTERNATIONAL requirements and support production of quality products at production volumes• Develop an inventory or have timely access to major “critical” spare parts for maintenance issues (Note: The intent of the PM is to ensure no material shortages to I NTERNATIONAL’splants in the event of equipment breakdown)• Ensure that all maintenance schedules are followed and that trained and competent maintenance personnel are available.• Develop a contingency plan to protect I NTERNATIONAL plants from parts shortages in the eventa catastrophic failure occurs to a key piece of equipment• Initiate a technical support agreement with equipment vendors, where necessary, to ensure prompt equipment repair and spare parts availabilityInputs:• Quality• Manufacturing• Parts listOutputs:• Preventative Maintenance Schedule• Maintenance records• Technical Support information• Critical Spares inventory• Vendor Recommended Spare Parts List• Vendor Recommended Maintenance ItemsSuggested Team Members:• Maintenance• Quality• Material Control• ExpeditorsReferences:• AIAG QS9000 – Quality System Requirements Manual• I NTERNATIONAL Supplier Quality Requirements (ISQR) ManualResources:• I NTERNATIONAL representative3.7 Control PlanObjective:• Develop a control plan that reinforces and concurs with the PFMEA, Process Map, Quality Plan and Procedures and Work Instructions• The supplier is responsible for writing a control plan that is clear and understandable Inputs:• DFMEA, Engineering drawings• Design verification/reviews• Specifications• PFMEA• Process Flow Chart• Latest revisions• UpdatesOutputs:• Control PlanSuggested Team Members:• Manufacturing/Production• Process operators• Quality• Material ControlReferences:• AIAG QS9000 – Quality System Requirements Manual• APQP Manual• I NTERNATIONAL Supplier Quality Requirements (ISQR) ManualResources:• I NTERNATIONAL representativePhase 4 -Product and Process Validation OverviewThis section deals with the necessary requirements for validating themanufacturing process and product design. Manufacturing instructions and tooling/gages are completed in preparation for the production trial run. Apreliminary production run (Production Process Prove-Out Program – 4P) is performed to validate that the production process (equipment and personnel) is capable of manufacturing product that meets I NTERNATIONAL production requirements and design intent. Any open issues that are identified during this phase must have action items defined with corrective action generated. The goal is to have processes that are capable, meet I NTERNATIONAL’s production capacity requirements, parts that are manufactured to I NTERNATIONAL’s design intent and be able to generate an approved PPAP warrant.Inputs:• Potential Failure Mode and Effects Analysis• Design Failure Mode and Effects Analysis• Process Flow Charts and Process Flow Map• Initial design drawings and specifications• Work instructions and visual aids• Special characteristics (KCCs)• Federal Motor Vehicle Safety Standards (FMVSS)• Canadian Motor Vehicle Safety Standards (CMVSS)• Packaging specification (D13)Outputs:• Final design drawings and specifications• Gages, Check Fixtures, tooling, equipment• Measurement system analysis data• Statistical process control data• Initial capability data• Initial capacity data (overall equipment effectiveness)• Final control plans• Production Process Prove-Out Program report and parts• Production Part Approval Process documentationTask:4.1 Final Drawing ReleaseObjective:Final Design drawing and specifications are updated to address engineering, manufacturing and reliability improvements. Final drawings should be reviewed and acceptable to bothI NTERNATIONAL and supplier engineering and manufacturing organizations. The supplier must check with the I NTERNATIONAL Design Engineer to verify that they have the latest design release and to report any part design changes that need to be made to ensure the manufacturability of the product.Inputs:• Design Failure Mode & Effects Analysis• Potential Failure Mode & Effects Analysis• Preliminary design drawing and specification• Preliminary Control PlansOutputs:• Released I NTERNATIONAL drawings and specification• Final Drawings and specifications are released on or before I NTERNATIONAL Master timing schedule requirementSuggested Team Members:• Supplier Engineering• Supplier Manufacturing• Supplier QualityReferences:• AIAG QS9000 – Quality System Requirements Manual• Global Engineering (1-800-854-7179)• UG Standards CD (I NTERNATIONAL’s Unigraphics Standards for drawings)• Geometric Dimensioning & Tolerancing ANSI Y14.5Resources:• I NTERNATIONAL SDM• I NTERNATIONAL Design Engineer• I NTERNATIONAL Tooling Manager4.2 Gage Review and Measure System Analysis (MSA)Objective:A review of the Gage and/or Check Fixture (used to accept product) is performed to ensure that they are designed correctly, built as designed, function correctly for intended use and accurately measure the desired part characteristic. An MSA analysis is performed to document the gage’s ability to measure the desired featured accurately and reliably. The supplier is responsible for coordinating and performing the MSA study according to AIAG guidelines.Inputs:• Part drawing• KCC features• Gage drawing• Tooling drawing• Customer specification and/or requirementsOutputs:• Completed GR&R reports and gages/Check Fixtures meeting a GR&R result of a maximum of 30% (a result of less than 10% is desirable)• If results (data, design, functionality, etc.) are unacceptable to the customer, develop action items and corrective actionsSuggested Team Members:• Supplier Quality Engineer• Supplier Manufacturing EngineerReferences:• AIAG QS9000 – Quality System Requirements Manual• I NTERNATIONAL Supplier Quality Requirements (ISQR) Manual• AIAG Measurement System Analysis Manual• AIAG Statistical Process Control Manual• AIAG Quality System Requirement Tooling & Equipment SupplementResources:• I NTERNATIONAL SDM• I NTERNATIONAL Tooling Manager。

林奇《战略管理》(英文版第7版)教学课件_pp10

林奇《战略管理》(英文版第7版)教学课件_pp10


Choosing between strategy options - 2
Strategy content
“What strategy will we select? And
what proposals does it contain?”
Six selection criteria
Procedures and techniques
what proposals does it contain?”
Six selection criteria
Procedures and techniques
Applying empirical evidence and guidelines
Strategy process
The classic strategic planning process
▪ Strategy process: the process of communication and discussion amongst those contributing to the development of the strategy and then its implementation
Slide 10.8
Six selection criteria for choosing between options - 1
Three (of six) main criteria:
▪ Consistency with the purpose and objectives of the organisation: a prime test for evaluating and selecting strategies
mission and objectives Non-quantified objectives may be important for some
恩智浦S32R274汽车雷达处理器应用指南说明书

恩智浦S32R274汽车雷达处理器应用指南说明书

by:NXP Semiconductors1Introduction The S32R274 is a 32-bit Power Architecture ® based Microcontroller (MCU) unitfor automotive applications. It extends the MPC5775K family by a value deviceoptimized for surround RADAR sensors and midrange front RADAR sensors.The family members are designed to address advanced RADAR signalprocessing capabilities and merge it with microcontroller capabilities forgeneric software tasks and car bus interfacing.S32R274 meets the high performance computation demands required by modern beamforming fast chirp modulation RADAR systems by offering unique signal processing acceleration together with powerful multi-core architecture.The S32R274 supports automotive safety applications that require a highSafety Integrity Level (ASIL) and adds SHE compliant security features toprevent unauthorized manipulations. The high integration level of S32R274 enables the customer to build compact, safe and secure, low cost RADAR sensors with leading edge performance. The family members have a high level of software compatible for shared hardware modules.S32R274 is a high end automotive MCU designed to support computation intensive application, like ADAS RADAR.Figure 1.RADAR application overview2Signal Processing Toolbox (SPT) in S32R familyIn radar signal processing or acceleration, Signal Processing T oolbox (SPT) and Z7 SIMD units are used.•Accelerated hardware FFT , vector math, peak search, statistics•Generic DSP functionality with SPE and VFPU unit of Z7 coresSignal Processing T oolbox (SPT) contains all the hardware modules required for processing of the sampled RADAR signals. It is a powerful processing engine containing high-performance signal processing operations, driven by a specific use-orientedinstruction set. The programmability ensures flexibility for modifications of signal processing. The CPU is removed from frequent scheduling of hardware operations, but still controls and interacts with the processing flow.Contents1 Introduction (1)2 Signal Processing Toolbox (SPT)in S32R family....................................13 SPT execution......................................34 SPT internal memory...........................45 Common instruction fields.................46 SPT programming................................47 Conclusion. (6)8 Reference.............................................7AN12424SPT Programming on S32R Rev. 0 — May 2019Application NoteSPT is connected to the device by an advanced high performance master bus and a peripheral bus.Figure 2.SPT in S32R274 block diagramThe system bus master interface performs fast data transfers between external memory and local RAM.The purpose of the peripheral interface is to set configuration, get status information and basic control of SPT (start/stop, program pointer) and to trigger interrupts. It can also be used to exchange small amounts of the data between the CPU and the SPT , such as constant operands.Figure 3.SPT block diagramIt has the following features:•Acquisition of ADC samples—Capturing of ADC samples within programmed window—On-the-fly statistical computation—Supports MIPICSI2 interface•Provides HW acceleration for—FFT (8 - 4096 point)—Histogram calculation—Maximum and peak searchSignal Processing Toolbox (SPT) in S32R family—Mathematical operations on vector data•High-speed DMA data transfer—Supports system RAM, TCM and Flash memory transfers—Includes compression/decompression capability for reduction of storage footprint•Instruction based program flow—High-level commands for signal processing operations—Simple control commands—Local instruction buffer—Automatic instruction fetch from main memory—CPU interaction possible•CPU interruption notification•Watchdog•Debug Support - Single Stepping and Jamming ModeIt has three operation modes:1.STOP mode2.System Debug mode3.Normal mode3SPT executionThe SPT executes a list of instructions. These commands contain all the information to perform signal processing operations on data vectors consisting of a set of numbers. The instruction list is provided by the CPU in a memory buffer (SRAM or flash) and read by the SPT with autonomous triggered DMA operations. Preparation of command scripts is performed off-line duringdevelopment on a different system, such as a PC.Figure 4.SPT operation modelData as results or inputs of signal processing operations can be transferred between operand/twiddle RAM and system RAM or TCM by DMA operations. These kind of DMA operations are also scheduled by commands in the script.CPU application software functions may be invoked between signal processing operations. In order to synchronize these SW functions with the processing flow, interrupts and polling flags are provided, which may be activated as a result of specificcommands. In the same way, eDMA operations can be triggered from the SPT . The data transfer descriptors need to be prepared by application software.T o enable advanced and precisely timed pipelining of HW assisted operations, SPT command execution can also be synchronized with or triggered by events from CTE or MIPICSI2.SPT executionSPT internal memoryProgram execution is performed by a dedicated register machine. The program execution may be stalled at the end of each command and can be synchronized with events provided by the CTE or MIPICSI2. The CPU can stop and release program execution and execute its own instructions in the same time.The SPT command sequence is provided by CPU SW and written to a buffer in the system RAM or flash, where CSDMA fetches or alternatively transfers the list of instructions to the command queue.The program is executed sequentially, one command following the next in the chain with the exception being loops and asynchronous PDMA instruction. The end of a sequence is marked with a specific termination command. The start address of the instruction sequence is configured by application software using the peripheral interface.The command queue stores a number of instructions to be executed, which may be a shorter sequence than the complete instruction list. It maintains an instruction pointer to the current executed operation, which is incremented when the current operation is completed. This instruction pointer indicates the position in the complete instruction list sequence relative to the first instruction.Loop instructions are special cases, the program sequence may continue with a lower address depending on the state of the loop counter. The start and next command address of the loops are saved in special registers. Up to four nested loops are supported. Jump instructions or branch instructions are another case where the program may cause the program to branch to a non-contiguous address location. It is the responsibility of the assembler to ensure that the sanity of the program structure is not violated i.e. infinite loops, jumping into or out of a loop, etc.4SPT internal memorySPT contains internal memory resources namely, Operand RAM, Twiddle RAM and work registers. Out of these, only the work registers can be directly accessed via the peripheral interface and are visible on the SPT external memory map.The CPU can access these internal memory resources via the hardware accelerators. The instruction bitfields SRC_ADD and DEST_ADD point to these memories.The Twiddle RAM extends from location 0x4000 to 0x4FFF. However the area from 0x5000 to 0x7FFF is aliased to the Twiddle RAM i.e. it wraps around to point to the T widdle RAM. It should be noted that the memory accesses to the T widdle RAM should not cross the area from 0x4000 to 0x7FFF.The Operand RAM extends from location 0x8000 to 0xBFFF. But the area from 0xC000 to 0xFFFF is aliased to the Operand RAM. The memory accesses to the Operand RAM should not cross the area from 0x8000 to 0xFFFF.5Common instruction fieldsCommon instructions contains the following fields.•Opcode•Source and Destination address•Indirect Memory address•Source and destination address increment•Vector size•Input datatype/preprocessing6SPT programming6.1Programming based on RSDKNXP Radar SDK(RSDK) provides basic radar processing algorithms and device drivers for S32R hardware devices. Its purpose is to facilitate radar algorithm development (using SPT kernels, MA TLAB models), creation of higher level algorithms (starting from the basic blocks supplied with RSDK) and easy application development by integrating driver and platform support.Radar SDK (Radar SDK for S32R27 SPT accelerator ) could be downloaded from NXP website.RSDK SPT module consists of the SPT Driver, SPT Kernels software components.The SPT Driver serves as an interface between the user application running on the host CPU cores and the SPT hardware. The figure below shows a high-level block diagram of SPT software architecture. Its purpose is to enable the integration and executionof low-level microcode kernels on the SPT (Signal Processing T oolbox) accelerator for baseband radar signal processing.Figure 5.SPT software architectureThe SPT Kernels are individual precompiled routines of SPT code packed into a library, each implementing a part of the radar processing flow.T ogether, the SPT Driver and SPT Kernels library provide a software abstraction of the built-in SPT hardware functions (e.g. FFT ,Maximum Search, Histogram etc.) combined in a series of algorithms.The RSDK package also includes RSDK Sample Applications showing how to integrate these software components into the user code.6.2Programming based on graphic toolS32 Design Studio SPT graphical tool allows user to use graphical modeling workbench by leveraging the Eclipse Modeling technologies. It provides a workbench for model-based architecture engineering. Graphical tool equips teams who have to deal with complex architectures. The graphical tool includes everything necessary to easily create and manipulate models. The output of this tool is SPT assembler source code.The SPT graphical tool is integrated with the New S32DS Project wizard for devices which have SPT module. SPT1, SPT2 and SPT2.5 versions of SPT modules are supported. The SPT graphical tool can be used after project creation with the new graph tools project wizard. For detailed description of new project wizards, please read S32 Design Studio for Power Architecture, Version 2017.R1 reference manual.After the project is generated, SPT graphical tool windows could be gotten in IDE. User could drag 'Instructions', 'Flow' and 'Directives' from Palette window into working flow window.SPT programmingEach 'Instructions', 'Flow' or 'Directives' could change their setting in properties window. After finished the design of SPT working flow, generate SPT code through right click mouse.Figure 6.Generate project with SPT graphical toolFigure 7.SPT graphical tool windowsFigure 8.Example working flow and generate code7ConclusionThe SPT is a powerful processing engine containing high-performance signal processing operations driven by a specific instruction set. Its programmability ensures flexibility while removing the CPU from frequent scheduling of hardware operations, while still controlling and interacting with the processing flow. RSDK supports the API of SPT for customer and graphics tool for SPT programming could meet the flexible design request.8Reference•S32R274 Reference Manual•Radar SDK for S32R27 SPT accelerator •AN5375, S32R RADAR Signal CompressionHow To Reach Us Home Page: Web Support: /support Information in this document is provided solely to enable system and software implementers to use NXP products. There are no express or implied copyright licenses granted hereunder to design or fabricate any integrated circuits based on the information in this document. NXP reserves the right to make changes without further notice to any products herein.NXP makes no warranty, representation, or guarantee regarding the suitability of its products for any particular purpose, nor does NXP assume any liability arising out of the application or use of any product or circuit, and specifically disclaims any and all liability, including without limitation consequential or incidental damages. “Typical” parameters that may be provided in NXP data sheets and/or specifications can and do vary in different applications, and actual performance may vary over time. All operating parameters, including “typicals,” must be validated for each customer application by customer's technical experts. NXP does not convey any license under its patent rights nor the rights of others. NXP sells products pursuant to standard terms and conditions of sale, which can be found at the following address: / SalesTermsandConditions.While NXP has implemented advanced security features, all products may be subject to unidentified vulnerabilities. Customers are responsible for the design and operation of their applications and products to reduce the effect of these vulnerabilities on customer’s applications and products, and NXP accepts no liability for any vulnerability that is discovered. Customers should implement appropriate design and operating safeguards to minimize the risks associated with their applications and products.NXP, the NXP logo, NXP SECURE CONNECTIONS FOR A SMARTER WORLD, COOLFLUX, EMBRACE, GREENCHIP, HIT AG, I2C BUS, ICODE, JCOP, LIFE VIBES, MIFARE, MIFARE CLASSIC, MIFARE DESFire, MIFARE PLUS, MIFARE FLEX, MANTIS, MIFARE ULTRALIGHT, MIFARE4MOBILE, MIGLO, NTAG, ROADLINK, SMARTLX, SMARTMX, ST ARPLUG, TOPFET, TRENCHMOS, UCODE, Freescale, the Freescale logo, AltiVec, C‑5, CodeTEST, CodeWarrior, ColdFire, ColdFire+, C‑Ware, the Energy Efficient Solutions logo, Kinetis, Layerscape, MagniV, mobileGT, PEG, PowerQUICC, Processor Expert, QorIQ, QorIQ Qonverge, Ready Play, SafeAssure, the SafeAssure logo, StarCore, Symphony, VortiQa, Vybrid, Airfast, BeeKit, BeeStack, CoreNet, Flexis, MXC, Platform in a Package, QUICC Engine, SMARTMOS, Tower, TurboLink, and UMEMS are trademarks of NXP B.V. All other product or service names are the property of their respective owners. AMBA, Arm, Arm7, Arm7TDMI, Arm9, Arm11, Artisan, big.LITTLE, Cordio, CoreLink, CoreSight, Cortex, DesignStart, DynamIQ, Jazelle, Keil, Mali, Mbed, Mbed Enabled, NEON, POP, RealView, SecurCore, Socrates, Thumb, TrustZone, ULINK, ULINK2, ULINK-ME, ULINK-PLUS, ULINKpro, µVision, Versatile are trademarks or registered trademarks of Arm Limited (or its subsidiaries) in the US and/or elsewhere. The related technology may be protected by any or all of patents, copyrights, designs and trade secrets. All rights reserved. Oracle and Java are registered trademarks of Oracle and/or its affiliates. The Power Architecture and word marks and the Power and logos and related marks are trademarks and service marks licensed by .© NXP B.V. 2019.All rights reserved.For more information, please visit: Forsalesofficeaddresses,pleasesendanemailto:**********************Date of release: May 2019Document identifier: AN12424。

TS16949-AQSR培训资料

TS16949-AQSR培训资料


10
ISO/TS 16949
Element 4.1.2.2.2 4.1.3.2 4.1.5 4.1.6 4.1.7 4.2.4.2 4.2.4.6 4.4.2.3 4.6.2.2 Shift resources Management Review - supplemental Analysis and Use of Company Level Data Employee motivation, empowerment and satisfaction Impact on society Measurements Computer-aided design Research and development Subcontractor development Description Comment New Partly New Paragraph c new New Partly New New Partly New New Partly New
16
ISO/TS 16949
4.1.1.4 Continuous Improvement cont’d
value analysis, benchmarking, analysis of motion/ergonomics, mistake-proofing.
NOTE 2 Guidelines for quality improvement are given in ISO 9004-4
12
ISO/TS 16949
ISO vs. QS-9000:98 vs. ISO/TS 16949
Element 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 Total ISO Shall 16 2 7 5 9 7 6 3 1 2 149 QS Shall 17 3 18 12 23 12 8 5 2 5 337 ISO/TS 16949 Shall 20 2 18 14 24 8 12 7 3 4 341