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Járműipari kutatás és fejlesztés folyamata

2017.03.16.

A sorozatfejlesztés fogalma és folyamata. Sorozatfejlesztés lépései A-, B- és C-minták fogalma. termékbevezetés., Fejlesztési project típusok

Ötödik előadás

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Development process

Integration of various standard to unified development process

• to integrate requirements of various international standards like ISO/TS 16949 (APQP), ASPICE, ISO 26262, and PMI

• to document Knorr-Bremse‘s know-how in product & process development and to allow it‘s continuous improvement

• to specify a hierarchy of steps to be carried out by responsiblefunctions (roles) which aim at achieving financial, quality and timing targets of the complete project.

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Gatephase model

2017.03.16.

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ProjectPreparation &

Product Definition

1 ProjectPlanning &

Product Conception

2Product & Process

Development

3Product & Process

Validation

4Product & Process Approval

5Ramp-Up &Feedback

Assessment60

6

10 20 30 40 50Phase

Project Start

Serial Tooling

ProcurementRelease

Release for Serial Productio

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Project Release

Release for initial

sample production

Project close-out

review

Assure that customer needs and expectations are clearly under-stood and aligned with business goals

Development of concepts into verified product design for requirement freeze

A-sample

Validate design & production process using samples from series tools & series production equipment

C-sample

Production of initial samples to get technical approval from the customer

Initial sample

Product launch activities after SOP & evaluation of overall project vs. targets

Series product

Product and process development for design freeze and serial tooling procurement

B-sample

Gates

PhaseTarget

Use status

6 successive phases and related gates

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Roles

Szériafejlsztési PM folyamat és feladatai

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Major project management Workproducts

The Configuration paln provides the basis for the project configuration management

Gate Checklistsfacilitate gate review meetings and help to keep the project on track

The PM Workbookcollects all project management relevant informartion as Project Charter, Project Organization, Risk Portfolio, etc.

Project classification input for all activites defineds the appropriate project classification

The Project Plan schedule provides all work packages and milestones

The Business Cases(for projects and programs) contain the figures for all relevant topics as R&D efforts, product cost, investments, etc.

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Project Management Workproducts

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A•A

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Database based project system

Projekt organizáció felépítése

ERP (Finance/Controlling)

Reporting

• Finance• Resource• Controlling• Supply Chain Mgmt.

Transfer of

Engineering Projects

Transfer of

financial data• Budget/Plan/Actual cost• Project Status Report• Work/Capacity/Staffing

Prorfolio Mng system

• Portfolio Mgmt.• Project Schedule Mgmt.• Project Resource Mgmt.• Dashboards• Project Classification Sheet• PM Workbook (PM WB) - integrated• - Project Proposal• - Project Charter• - Project Organization• - Risk matrix• Quality Gate Checklist 10-60 (w appr. Workflow)

HR database• Resource data• Org. Structure• Authorization concept

R&D tool chain

• Requirement Mgmt.(RM)• Test Management (TM )

FICO database• Busniss Case ariartion for the

project, change types

• All financial KPIs

Product Lifecycle Management

• Document Mng.• Global Parts Mgmt.• Global Change Mgmt.• MCR

PM Workbook• Communication Plan• RASIC Matrix• Etc…..

OPL task management

• Database solution

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Project Classification

Objective�To have a common approach across the project portfolio

� guiding users to the right project type (PJ / Change / Application)

� for classifying potential projects

� Define project category

Principle

�The project classification is the basis for tailoring projects to specific needs

�The sheet contains a questionnaire and specific parameters for an appropriate project classification based on criteria as financial impact, complexity/risks and, strategic importance

## #NAME? Project Name:Project Description:

Project No.: Project Manager:Author: Date:

CoC:

1. Basis Information -leads to process decision (for details see Info Sheet)

New Customer or New Truck or Vehicle or Platform or Scope of Supply?

Answer Question Please!

New or variant design? Answer Question Please!

Might affect form/ fit/ function/ performance?

Answer Question Please!

Special Characteristic (SC/CC) affected? Answer Question Please!Does the new/ modified design relate to an ASIL requirement?

Answer Question Please!

2. Evaluation of A/B/C Project

* based on the targeted production volume per year after ramp-up (average figure)

Affected Units (Volume) *Please select CoC in Header (Cell

K6)Please select CoC in Header (Cell

K6)Please select CoC in Header

(Cell K6)Please select CoC in Header (Cell K6)

Turnover / Trade sales (Growth) *Please select CoC in Header (Cell

K6)Please select CoC in Header (Cell

K6)Please select CoC in Header

(Cell K6)Please select CoC in Header (Cell K6)

PbT Effect/ Cost Savings HK 1 *Please select CoC in Header (Cell

K6)Please select CoC in Header (Cell

K6)Please select CoC in Header

(Cell K6)Please select CoC in Header (Cell K6)

Project Costs (est. for DoI 1 -> DoI 5)Please select CoC in Header (Cell

K6)Please select CoC in Header (Cell

K6)Please select CoC in Header

(Cell K6)Please select CoC in Header (Cell K6)

Project Effort (in person days)Please select CoC in Header (Cell

K6)Please select CoC in Header (Cell

K6)Please select CoC in Header

(Cell K6)Please select CoC in Header (Cell K6)

Project Complexity/ Risks

Product Complexity/ Risks

Functionality (Level of Modification)new design of product/system or

many parts; lead projectnew/ variant design (mostly based

on existing parts)might affect form/ fit/ function/

performancedoes not affect form/ fit/ function/

performance.

Complexity (Product Family, Product, Assembly, Single Part)

concerns product family concerns product, < 10 unitsconcerns assembly <5 single

partsMinor corrections to single parts or

documentation

Innovation/ Experience innovation, new technology innovation, known technology experience available routine work

Project Coordination

Affected Departments/ locations/ CoC´s / regions

Please select CoC in Header (Cell K6)

Please select CoC in Header (Cell K6)

Please select CoC in Header (Cell K6)

Please select CoC in Header (Cell K6)

Strategic importance

Strategic Weight

high strategic importance; new business area; growth opportunity;

high impact to customer relationship; top management

attention

moderate strategic importance; moderate impact to customer

relationship

low strategic importance; low impact to customer

relationship

no strategic importance; no impact to customer relationship

calculated value of potential range

recommended Project Class Details: 0

#N/A

selected Project Class Reason:

The selection providesanswers to the following questions:

Organisation of Steering Committee

Who becomes the Champion?

Which Templates are to be considered?

Which Process is relevant?

Which application of Functional Safety Management (FSM) activities acc. to

ISO26262 is relevant?Please select Project Class

Complete Selection

Please select Project Class

Please select Project Class

Please select Project Class

Please select Project Class

Financial impacts

3. ResultYou may use this number to prioritize between your different A/B/C projects or changes.

110-132 = "Normal Change"133-230 = "C"231-620 = "B"620-1760="A"

Question to support decision about ISO26262 application for electronic and software development projects. (empty = no requirement)

Project Classification Sheet

Show Hide

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Project Classification Example

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Szériafejlsztési project organizációja

A•A vevőt is bele

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Szériafejlsztési project organizációja

A•A vevőt is bele

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Szériafejlsztési project kommunikációja -Példa

A•

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CM – Configuration Management Plan

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Objective�The Configuration Management Plan provides the basis for the project configuration management

�It is used to plan and control all deliverables of a project over project life cycle

Principle�Lists all expected work products planned for a gate

�Work products can be tailored based on Quality & Safety Plan, Performance Level and iPDC.

�Project manager assigns responsible persons for all work products and documents valid revision at each Gate

Configuration Management Plan

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FEJLESZTÉSI FOLYAMATOK CÉLJA

Fejlesztés kockázata

• Javítás költsége különböző fejlesztési fázisokban

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Objective�Gate Checklists facilitate gate review meetings, document status and decisions

Principle�Checklists raises questions regarding Project Management (PM deliverables) and regarding all other process functions (Core Team deliverables)

�The questions are related to the key process outputs

�In general each process step is considered by a question that can be answered with yes or no

�Questions that are not relevant for a specific project can be marked with "not applicable“

�The Gate Checklist can be pre-filtered for each Performance Level

�References to iPDC help to understand the details

PDC Gate Checklist

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Yes, with conditions

Yes No

Date:

Signature of Project Manager Yes No

Date: Signature of Champion

Resources and budget requirements

Project description and strategic fitMarket / Customer situation

Major risks (Risk Matrix) and action plans (Action Item List)

Comment

Financial analysis / Business caseProject schedule

Project Management Summary

The management approval for the release to the next project phase.

For this gate review these information were also considered:

Yes, with conditions

Yes No

Date:

Signature of Project Manager Yes No

Date: Signature of Champion

Resources and budget requirements

Project description and strategic fitMarket / Customer situation

Major risks (Risk Matrix) and action plans (Action Item List)

Comment

Financial analysis / Business caseProject schedule

Project Management Summary

The management approval for the release to the next project phase.

For this gate review these information were also considered:

Gate 30 Checklist Fulfilment = 0,0% 0

Gate 30 Time Related Performance Index = Enter Date in cell E1

Yes, with conditions

Yes No

I agree to the commitment made above: YES No

Date:

Signature of R&D Customer ContactYES No

Date:

Signature(s) of R&DYES No

Date:

1) Signature of Commercial Sales.2) Signature of Aftermarket Portfolio Management (IAM/OES/).3) Signature of Remanufacture

YES No

Date:

Signature of Financial / ControllingYES No

Date:

Comment

Comment

Comment

Comment

Comment

Comment

Commitment of the Project Team to the next project phase

Number of N/A questions =

Gate 30 Checklist Fulfilment = 0,0% 0

Gate 30 Time Related Performance Index = Enter Date in cell E1

Yes, with conditions

Yes No

I agree to the commitment made above: YES No

Date:

Signature of R&D Customer ContactYES No

Date:

Signature(s) of R&DYES No

Date:

1) Signature of Commercial Sales.2) Signature of Aftermarket Portfolio Management (IAM/OES/).3) Signature of Remanufacture

YES No

Date:

Signature of Financial / ControllingYES No

Date:

Comment

Comment

Comment

Comment

Comment

Comment

Commitment of the Project Team to the next project phase

Number of N/A questions =

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A Gate is to be passed by approved phase target achievement or risk evaluation

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GATE �It is a specific milestone and the entrance to the next project phase. �As a key decision point it closes one phase and releases the subsequent one by an assessment of the quality of the project undertaken. �It includes three main issues: Quality of execution, Business rationale, Action plan

Examples for Gate 10 Questions�PM: Is the Project Charter approved and signed?�CS: Has the Commercial Competitive Analysis been carried out?�TS: Has the requirements deviation list been created? �RD: Has the product technical feasibility been documented?�QM: Has the initial APSG Review been completed?�CO: Have Controlling approved the Project Charter?�…

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Project Risk Matrix

Target is to reduce financial losses by prevent problems

• Risk Evaluation

• Risk handling

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0 A-Projects* B-Projects* C-Projects*

Project Organization

Steering Committee Project-specific Steering Committee (recommended) or CoC Management Team

Regular Management Review Team for B-Projects within CoC (recommended), otherwise project-specific Steering Committee

Actively reported in the permanent Management Review Team for C-Projects within CoC, e.g. “Change Control Team”

Champion Defined out of list of CoC Champions

Defined out of list of CoC Champions

Mostly head of “Change Control Team”

Project Manager Recommended: will not take over core/functional work packages such as R&D tasks

Recommended: Focus on PM tasks, may take over core/functional work packages such as R&D tasks

PM and core/functional tasks

Sub-Project Manager According to project-specific needs, e.g. involvement of other CoCs or component development

According to project-specific needs, e.g. involvement of other CoCs or component development

n/a

Core Team mandatory mandatory recommended

Gate Review Gate Review Meeting Project-specific Gate Review with Steering Committee

Project-specific Gate Review with Steering Committee (at least with Champion)

optional

Gate Checklists mandatory mandatory optional

Gate Checklists for Sub-Projects

recommended for single components that may also be used in other projects or sold as single component

recommended for single components that may also be used in other projects or sold as single component

optional

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Gate Reviews are to be applied to top projects classes