ALCATEL 项目执行手册

ALCATEL 项目执行手册 Page: 1/25Ref: PIM02 Version B PROJECT IMPLEMENTATION MANUAL ODM HISTORY Date Reference Version Details 26/12/01 ODM01 - Creation draft 05/04/02 Draft update v0.4 Reviewed with XG1 team ODM01 - 29/07/02 Draft update v0.6 ODM01 - 04/12/02 Draft update v0.7 ODM01 - 27/01/03 Draft update v0.8 ODM01 - 31/01/03 Version A PIM 02 A 26/06/03 Version B update following new Identity card PIM 02 B Name Position Date Signature Author ODM Department Director B.HUILLE B H 26/06/03 Checked by Vice President S.KLAJZYNGIER S K 27/06/03 Approved by Quality Director M.DOURLENT M D 27/06/03 Approved by Quality System Manager N.LEPRETRE N L 27/06/03 Alcatel Group Company Confidential Reference Page: 2/25Ref: PIM02 Version B CONTENTS 1. PURPOSE ......................................................................................................................................................... 3 2. REFERENCE FILES ......................................................................................................................................... 3 3. RULES .............................................................................................................................................................. 3 31 PROJECT LIFE CYCLE ................................................................................................................................ 3 32 MILESTONES WITH THE ODM SUPPLIER .................................................................................................. 4 33 PROJECT ORGANIZATION AND MANAGEMENT ....................................................................................... 4 OBJECTIVES OF A PROJECT ....................................................................................................................... 4 BUILDING THE PROJECT TEAM ................................................................................................................... 4 MISSIONS OF PROJECT TEAM MEMBERS .................................................................................................. 5 PROJECT SCOPE CHANGE CONTROL ........................................................................................................ 7 RESOURCES AND BUDGET ........................................................................................................................... 7 MAJOR INTERNAL PROGRESS REVIEWS ................................................................................................... 7 34. DECISION REVIEW / PRINCIPLES ............................................................................................................. 8 SUPERVISION ............................................................................................................................................... 8 DECISION MATRIX ........................................................................................................................................ 8 PRINCIPE OF SCORING RISKS ................................................................................................................... 10 4. PHASE: OR..................................................................................................................................................... 11 5. PHASE: DR0 ................................................................................................................................................... 13 6. PHASE: DR1 ................................................................................................................................................... 14 7. PHASE: CKR .................................................................................................................................................. 16 8. PHASE: DR3 ................................................................................................................................................... 17 9. PHASE: DR4 ................................................................................................................................................... 19 10. PHASE: DR6 ................................................................................................................................................. 21 11. GLOSSARY .................................................................................................................................................. 22 12. TERMINOLOGY AND ANNEX ...................................................................................................................... 23 Page: 3/25Ref: PIM02 Version B 1. PURPOSE This manual describes the deployment of an ODM project within the scope of a relationship with an ODM supplier. Such project covers ODM supplier follow up and ALCATEL MPD internal project development activities. The approach of ODM Project Implementation Manual follow up in ALCATEL MPD allows to be confident in GSM products purchased to supplier, in terms of QUALITY - COST – TIME TO MARKET in order : , To secure the developments and delivery schedules of manufactured products. , To reach the expected quality for the product. 2. REFERENCE FILES ACH10 “Démarche globale Assurance Qualité Produit Processus ( A.Q.P.P.)” QAD19 “TEAM procedure” QAD12 “Procédure Note d‟alertes” QAD07 “Méthode de cotation des risques Métiers / Produits” QAD18 “Return Rate computation” QAD15 “Procédure de Dérogation” PSD01 “Processing of product changes” PSD04 “Création et suivi d‟un planning” GPP02 “Prise en compte des CRQ dans la cadre d‟un projet- produit/ plate-forme” SC_02 “Short term FOPDI “ SC_03 “Long Term FOPDI “ MTD03 “Gestion sous-traitée des équipements , moyens et indicateurs” 3. RULES The decision to procure a product from an ODM supplier, and not to develop the product internally, has to be taken by the Alcatel MPD‟ EXecutive COMmittee before Opportunity Review Phase. The concept of a project is inseparable from the company's commitment to invest the resources (human, material and financial) needed to enlarge its range. 31 PROJECT LIFE CYCLE The life cycle of a project is made up of the following as shown in the flow chart (annex A) : , life cycle of a project, , sales cycle of a product offer, , post commercialization (After Sales) The implementation of a project is based on compliance with this life cycle. Projects are organized into phases: , Each phase has a specific objective with dedicated activities. , It transforms specific inputs into outputs. , A review called “Decision Review” (DR) is performed at the end of each phase in order to validate the outputs and to acknowledge the transition to the next phase. , Responsibility for performing activities required for a phase is assigned to a phase leader (generally the project manager). Page: 4/25Ref: PIM02 Version B Phase description : , Each phase is described in Chapter 4 , The conditions for applying the project methodology to a given case are defined in the Project Development Plan drawn up by the project manager for DR1. 32 MILESTONES WITH THE ODM SUPPLIER Key milestones of the project will be defined in the agreement between Alcatel MPD (ODM Supplier development schedule) and the ODM Supplier. Each milestone meeting between the ODM Supplier and ALCATEL MPD allows to make sure that the content of milestone file and that the progress of each milestone is in line with expectations stated in the agreement. When the contractual requirements defined between ALCATEL MPD and ODM Supplier are not fulfilled, an ODM Supplier action plan is defined and the milestone meeting is rescheduled. ODM project Reviews are implemented with the ODM supplier on a weekly basis reviews are implemented as far as the LOI is signed. These reviews are in line with ODM Supplier development schedule. The objectives of these reviews are: , Check the conformity of product and process compared to Alcatel MPD requirements(Specification, qualification plan …), , Measure the risks for the ODM project (including schedule impacts, ….) , Undertake actions plan in order to converge to the technical product and process conditions, as define in the agreement , Enable ODM Supplier to step forward according to its development methodology , Prepare all internal Decision Reviews 33 PROJECT ORGANIZATION AND MANAGEMENT OBJECTIVES OF A PROJECT The following general objectives , validated at DR1 , are the reference for each project. , Schedule Internal decision reviews , milestones with ODM Supplier… , Quality (Product acceptance criteria, return rate … , Quantity (Ramp up , production capacity… , Cost (Price, Budget (Manpower + NRE), including tools… , Product characteristics (Marketing specifications , standards compliance specifications… , Product Warranty (Duration , responsibility, .. , Liabilities , Supply chain (Flexibility rules, orders and deliveries process, … They are all mentioned in the PDP. The objectives concerning the suppliers involved in each project are mentioned in the agreements between suppliers and ALCATEL MPD. Those agreements are part of the PDP. BUILDING THE PROJECT TEAM A project manager is appointed as far as the OR phase is decided. Page: 5/25Ref: PIM02 Version B A Project Core Team, headed by a Project Manager, is appointed between the OR and DR0 Decision Reviews, to prepare DR0 Decision Review. The Project Core Team includes a: , Project Manager, , Product Manager, , Purchase Project Manager hold by the Project Manager, , Technical Project Manager, , Industrial /Logistic Project Manager , Quality Project Manager. Case by case, depending on the ODM Project, technical correspondents (Hardware, Software, Mechanical, Validation, Customer Technical Support, Project Support Department) may be appointed at part time, in addition to the Project Core Team. Delegation of Team members are specified in the PDP The “Project Core Team” is maintained up to DR6 review, generally at part time between DR4 and DR6. MISSIONS OF PROJECT CORE TEAM’S MEMBERS , Project Manager (PJM) The project manager is responsible for carrying through the commitments validated at DR1 including the total project budget. He/she is responsible to: - Manage the Alcatel Project Core Team (weekly meeting with his/her team, conflict resolution, …) to respect the Q/C/T objectives. - Centralize all the information flow between the ODM supplier and Alcatel MPD (included non- conformity, warning, customers problem, preventives action…). - Manage the project follow-up (weekly meeting with his/her team)with the ODM Supplier. - Define and apply the project development plan for the project. - Co-ordinate the activities relating to the development, industrialization and commercial preparation of the product offer. (releases …). - Set-up project indicators. - Respect DR1 objectives such as ramp up which will be consistent with the initial product P&L objectives presented at DR1 and adjusted at DR3 (FOPDI). - Guarantee the right pursuance of the agreement. - Ensure the consistency of supplier capacities with the needs defined in the plan (DR1, FOPDI). - Take care of all aspects which can significantly change the P&L of the project and make the decisions or make proposal to the management when this is relevant . - Perform project experience feed back , Product Manager (PDM) The Product Manager is the representative of Product & Solutions, Sales & Marketing, Communication, Design, Pack & translation activities inside the project. Page: 6/25Ref: PIM02 Version B He/she is responsible to : - Define the product offer, including design, packaging, ergonomic and graphic presentation choices, customization needs. - Co-ordinate the activities related to ergonomy specifications , design, translation, packaging, user manual, commercial launch and market analysis - Ensure that the commercial tools required for the product launch are available - Update product information (pricing strategy, sales, advertising) in the Business Plan , Technical Project Manager (TPM) The Technical Project Manager is responsible to: - Check technical part of the Project Development Plan and technical documentation. - Manage the Alcatel technical correspondents to prepare Product specification, Qualification plan, Product assessment, Validation and to pronounce Product acceptance. - Centralize all the technical information flow between the ODM supplier and Alcatel MPD. - Manage the technical follow-up with the ODM Supplier. - Challenge the ODM Supplier about consistency in the choices on hardware, software, validation and mechanical parts. - Validate the FMEA list proposed by the ODM supplier. - Participate to analysis of tests plans and results. - Manage the different technical activities performed internally, if any : tests (validation, qualification, interoperability) , certificates/approvals, labels and test reports applicable to the global product offer. , Quality Project Manager (QPM) The Quality Project Manager is the end-user‟s representative within the Project Core Team. He/she is responsible to: - Carry out audits and report results to the Project Core Team. - Guarantee the compliance with Alcatel MPD procedures. - Calculate RPN up to DR4, inform the ODM supplier, and propose an action list to be validated by the PJM. - Raise project quality issues to the Project Core Team. - Analyze the FMEAs results with the ODM Supplier and the TPM. - Validate tests plans and results with the TPM. - Manage Alpha-tests and Beta tests with the PDM, and report the results to the Project Core Team. . - Validate the Qualification Plan results with the TPM. - Validate the ODM suppliers processes qualification with the TPM. - Define Acceptance criteria and aesthetic design reference samples (in collaboration with the relevant product designer). - Update the list of major decisions and project risks with the PJM. - Update the list of CRQ with potential Q / C / T impact. - , Industrial / Logistic Project Manager (LPM) The Industrial / Logistic Project Manager is responsible to: Page: 7/25Ref: PIM02 Version B - Define logistic / customization strategy with the ODM Supplier and logistic / customization centers appointed by Alcatel MPD to respect the Q/C/T objectives. - Implement Industrial and logistic / customization specifications. - Ensure Logistic interface with the ODM Supplier and logistic / customization centers. - Guarantee customization process consistency if more than one logistic / customization center involved. - Follow-up customization tools development if any with the TPM. - Ensure FOPDI interface up to DR4. - Ensure Logistic interface with the ODM Supplier and customization centers. - Ensure Industrial interface with ODM supplier and logistic / customization centers. PROJECT SCOPE CHANGE CONTROL From DR1 onwards, any change affecting the definition of the product, for whatever reason, are subject to a change request (CRQ with modification versus DR1 file). If the change request is issued by: , Alcatel (including country new legislation): The PJM is in charge to negotiate it with the ODM supplier following terms and conditions in the agreement. , the ODM Supplier: The PJM has to approve or to refuse it following terms and conditions in the agreement. In case of approval the CRQ is registered in the CRQ list shared by Alcatel MPD and ODM supplier. Depending on the consequences of these modifications, the project team may : , Accept them, if there is no significant impact on Q / C / T parameters . , Escalate to the management if there is an impact on Q /C/ T parameters for final decision. In any case, the approval status of the change request will be recorded in a CRQ list. Contractual Documents such as DR1 file and agreement with ODM Supplier will be updated if necessary by addendum‟s to the agreement. RESOURCES AND BUDGET The global budget (R0 to DR4) is proposed at R0 Decision Review and updated on monthly basis and for each Decision Review: This budget includes Alcatel internal expenses , ODM Supplier„s costs (NRE, dedicated tooling), and other suppliers costs (if any). The resources and expenditures prior to DR1 are allocated at the OR, and updated at DR0, by the Alcatel MPD management. The resources and expenditures post DR1 are validated at DR1. Within the limits of the approved resources and expenditures allocations, PJM is fully responsible for how Alcatel resources and expenditures are used. MAJOR INTERNAL PROGRESS REVIEWS There are several Alcatel internal reviews dedicated to project progress : Page: 8/25Ref: PIM02 Version B - Before signature of the agreement with the supplier (before DR1): - Agreement reviews : Before signature of the agreement, an internal Alcatel review is done by the RAC, for final approval. Other working reviews gather all Alcatel people involved in the agreement (finance, quality, after sales service, project, supply chain, purchasing …). The goal of these reviews is to define Alcatel‟s position on the different topics of the agreement, before and during negotiations with the ODM Supplier. - After signature of the agreement with the supplier (after DR1): - Weekly project progress meeting : This meeting, organized by each Project Manager for its own project, takes place every week with the project team. It deals with actions list review, progress measurement, open points / problems and risks analysis, and schedule update. Meeting report is written by the Project Manager. - Monthly project progress meeting : This meeting, organized by the ODM Programs Director, takes place every month and deals with all ODM projects. It gathers project team members and executive committee members. It covers the main items of each project. Meeting report is written by the ODM Programs Director. 34. DECISION REVIEW / PRINCIPLES SUPERVISION Planning convoking and carrying out a decision review is the responsibility of the Project Manager. The Project Manager will ensure the presence of the decision-maker or a duly designated representative at the DR. During the DR, the following issues will be dealt with: - Review of critical points compared to Q / C / T objectives - Inventory (, budget / , specifications / , planning if needed) - Major risks – Proposals for actions - Points to be settled / decisions expected - Main steps to follow, where management will have to intervene. - Opinion of the Project Team about the DR (accept, refuse etc.) All the managers can delegate a person to participate at a Decision Review. This delegation should be formal somehow (e-mail,…). DECISION MATRIX Page: 9/25Ref: PIM02 Version B Responsabilit閟0RDR0DR1CKRDR3DR4DR6 EXCOMPr閟ident MPDEEEEEE BrandMMMM Market analysisMM Product & SolutionsDDDMMM Sales & MarketingMMMDDDM ODM Procurement &MMMMMMMProjects Management controlMMMMMM Supply chainMMMMMD Technical & development QualityDDDDDDD ASTECMMMM ODM departmentODM projectsDDDDDDD DDecision maker EResponsible for decision in case of disagreement between decision makers MMandatory participation - D: mandatory signature for the review to pass, possible arbitration; - M: necessary presence of a representative, mandatory presentation of the management‟s opinion. DECISION TO PASS THE REVIEW ACCEPTED Possible action plan but no major problem, no major discrepancy between the PIM and the status of the DR. No Q/C/T impacts (no end-user risk, no P&L risk, no DR4 impact). Normal follow-up of the project‟s progress POSTPONED The project, product or process involves a major problem, which does not affect the product offer but creates serious problems for performance (possible end-user risk), costs (P&L impact) or time frames (DR4 impact), or there is a large deviation between the PIM and the status of the DR. An action plan with a clear timing must be defined and another review will be carried out when the problem is resolved or an acceptable alternative solution is found. The plan will be confirmed during the new review. Another simple case for the postponement of the DR is that it has taken place too early compared to the report of the progress of the project, tasks or events affecting the DR Developments will follow in the usual manner. REJECTED Page: 10/25Ref: PIM02 Version B There is a critical problem (as defined hereafter) with the project, product or process, that adversely affects the product offer. An action plan must be defined to change the product requirements or objectives. A new review will be then carried out. The follow-up of all or part of the developments will be explicitly decided upon by the management. PRINCIPLES OF SCORING RISKS All along the project‟s life span and particularly at the time of the decision review, the project team assesses the risks of the product and manufacturing processes and the risks of the project itself. For project risks, including the risks linked to the difficulties of developing the product or process, the following 3 criteria will be evaluated: - “Severity” (S): severity in terms of Q/C/T for the project / product / process / if the risk is actualized - “Frequency” (F): probability that the risk impacts the project or slows the project down (confidence level) - “Detection” (D): date when risk is eliminated compared to the critical path of the project, i.e. how much time will remain for finding a solution when the critical risk is removed or confirmed before impact on the critical path and thus on the DR4. The risk is then identified by its RPN (Risk Priority Number). RPN = S x F x D A sum-up of the main project risks will be presented at each DR (as well as the product and process risks, if necessary), with proposals for actions to secure the problem. - Eliminate the definite risk (e.g. carrying out an alternative solution). - Transfer the risk (e.g. time frame , cost). - Decrease the probability or impact of the risk. - Accept the risk. In addition, the dates when the risk will be removed will be specified, and the action plan could include specific action to speed up the elimination of the risk. Any risk not involving specific action will be considered a tolerated risk. Link between RPN and risk level: - RPN>300 : Critical risk - 100 stop orders to ODM supplier. Page: 22/25Ref: PIM02 Version B 11. GLOSSARY Alcatel MPD: Alcatel Mobile Phone Division CCS Customer Care Service CKR: Commercial Kickoff Review FMEA: Failure Mode and Effect Analysis FOPDI: Forecast Orders Production Plan Deliveries FPC: Forecast Production Cost LOI: Letter Of Intent LPM: Industrial /Logistic Project Manager MOU: Memorandum Of Understanding NDA: Non Disclosure Agreement NRE: Non Recurrent Expenses ODM: Original Design Manufacturer OEM: Original Equipment Manufacturer PDM: Product Manager PJM: Project Manager PDP: Project Development Plan P&L: Profit and Loss PIM: Project Implementation Manual PTP: Production Tooling Prototype Q/C/T: Quality, Cost, Time to market QPM: Quality Project Manager RAC: Risk Assessment Committee of Alcatel Business Systems RTTE: Radio and Telecommunication Terminal Equipment RFQ: Request For Quotation RPN: Risk Priority Number SOW: Statement Of Work TPM: Technical Project Manager Page: 23/25Ref: PIM02 Version B 12. TERMINOLOGY AND ANNEX Product offer: It includes a product with customization facilities (hardware, software customization, languages predictive input ), its associated range of accessories, and end-to-end solutions if requested,. The product offer is described through technical specifications. ODM Supplier: Company with mobile phone development and internal or subcontracted industrialization competencies, able to provide mobile phones and associated accessories to Alcatel MPD. Sample: typical quantity required of supplier = 5 pieces: A "Sample" is a complete and operational generic product from ODM Supplier, whose design steadiness can be assessed before agreement is signed : , Hardware level is close to final product level in terms of performances. , Software enables to check software/hardware compatibility and main hardware features (radio , acoustic , protocol, interfaces software/hardware, test software). Prototype Batch(PTP): typical quantity batch required of supplier = 50 pieces ndThe P.T.P. are made by ODM Supplier with industrial tools including 2 rank suppliers (not necessarily finalized but production runs) and assembled on production site in order to assess and anticipate manufacturing risks. The P.T.P. are the first products enabling the first technical validation tests and Alpha tests (performed by standard users) to be carried out. LOT 0 : typical quantity batch required of supplier = 1000 pieces First products batch made by ODM Supplier with tools and means and process used in production runs , ndwith qualified parts from 2 rank suppliers. It allows the steadiness of the design to be assessed without giving any guarantee of its production reproducibility (capability). Lot 0 is used to validate the production process, and carry out the certification and qualification of the product. It also enables industrial tooling to be qualified. Lot 0 is exclusively reserved for : internal/external qualification uses , , tests , customer samples , world- wide certification , service providers , and possibly internal promotion. LOT 1 : typical quantity batch required of supplier = 20K pieces ndProduct batch made by ODM Supplier with qualified parts coming from 2 rank suppliers run (tested production reproducibility) in order to: , Validate the ramp-up of the production tool (including the supplier chain logistics) , Finalize the qualification of the product , Start up qualification of the Product-Process pair (that will be confirmed as soon as the 80% threshold of the nominal rate of the process conforms to objectives) Products coming from lot1 are marketable. Lot 1 is used also for production launch , product placement and commercial samples , Tests Tests of product offer under real use conditions by Alcatel Mobile Phone Division employees. (typical 50 PTP), as defined in GPP03 procedure. Page: 24/25Ref: PIM02 Version B , Tests Tests of product offer under real use conditions by potential customers chosen either in Alcatel or outside . (typical 200 lot 0) Dummy Material realization representative of the product in terms of size, shape, weight. The dummy is not functional, but has to be compliant with specific qualification plan. It is given to sales points, and put in show-window. Dummy‟s supplier is not necessary the ODM supplier Functional specifications Set of documents, written both by the supplier and Alcatel, describing the features of the product offer, i.e. the visible or measurable characteristics (ex: cost, weight, volume, design, MMI, standards compliance, features, performance, compliance to quality and environmental requirements, customization requirements, language list etc.). The features are accompanied by quantified criteria for appraising the service provided. Performances are accompanied by value ranges that define the acceptable deviations in a production run. Setting up functional specifications requires the clear definition of user needs. Particularly, use conditions (MMI) and aesthetic design must be analyzed in-depth and include the consultation of panels of user representatives outside of Alcatel. Concerning ODM, aesthetic design may be made by Alcatel or by the supplier. Definition File Set of documents defining the product offer. The definition file, accompanying the prototype, is established on the basis of a technology but does not judge the machines and processes that will be used for the production runs. Project Development Plan Document describing, scheduling and giving qualification for all the actions that make up the development of the product offer, up to and including the Product-Process qualification. The Quality aspects specific to the project are taken into consideration. The development plan also specifies a tree structure (structuring of the technical documents associated with development). Production Plan Document describing the production procedures necessary for the product, the associated industrial processes and the accessories. It includes schedules and costs corresponding to different actions. It describes the means and qualification criteria of technologies and new processes. This document gathers information coming from supplier and logistic centers. Qualification Plan Document, written by supplier, presenting actions planned for the product offer‟s qualification, associated industrial processes and accessories. It may also describe the content of the planned , tests and , tests. This document is generally included in the agreement. ODM Supplier action plan List of actions defined during all the ODM product and process reviews. ANNEX of PIM 02 Page: 25/25Ref: PIM02 Version B