全球整车开发流程 编号：SMPV-4.3-006-BP 版本：2.20 Global Vehicle Development Process 目录Catalog
1 2 3 4
目的（流程综述） Purpose................................................................................................................................ 3 适用范围 Scope .................................................................................................................................................. 3 定义 Definition .................................................................................................................................................... 3 职责分工 Responsibility ..................................................................................................................................... 4
5 流程图Process Flow ................................................................................................................................................. 4 6 规定（和工作流程） Procedure ..................................................................................................................... 4
6.1
6.1.1 6.1.2 6.1.3 6.1.4 6.2
6.2.1 6.2.2 6.2.3 6.2.4 6.2.5 6.2.6 6.2.7 6.2.8 6.2.9 6.2.10 6.2.11 6.2.12 6.2.13 6.2.14 6.2.15 6.2.16 6.3
6.3.1 6.3.2 6.3.3 6.4
6.4.1 6.4.2 6.4.3 6.4.4 6.4.5
整车开发项目的一般过程General Process of GVDP ....................................................................... 4
GVDP概览 GVDP Overview ..................................................................................................... 4 GVDP对项目阶段的说明 Program Phases ............................................................................... 5 GVDP对产品开发类型的定义 Product Program Classification ............................................... 7 GVDP主进度 GVDP Main Process ........................................................................................... 8 GVDP里程碑 GVDP Milestone ...................................................................................................... 10
A4前研究 Pre-A4 ..................................................................................................................... 10 A4：架构开发启动(AFI-Architecture Framing Initiation ) ..................................................... 10 A3：架构策略意图确定(ASSI-Architecture Statement of Strategy Intent) ............................ 11 A2： 架构方案批准(AA-Architectural Approval) .................................................................. 12 A1： 架构开发完成(AC-Architectural Confirmation) ............................................................ 13 G9：项目战略立项(PSA-Program Strategy Approval) ........................................................... 13 G8：项目启动(PC-Program Commencement) ......................................................................... 14 G7：方案批准(CA-Concept Approval) .................................................................................... 15 G6：项目批准(PA-Program Approval) .................................................................................... 16 G5：工程发布(EA-Engineering Release) ................................................................................ 17 G4：产品和工艺验证(PPV-Product an Process Validation) ................................................... 18 G3：预试生产(PP-Pre-Pilot) .................................................................................................... 18 G2：试生产(P-Pilot) ................................................................................................................. 19 G1：正式投产(SOP-Start of Production) ................................................................................. 20 G0：产品上市(STC-Ship to Commerce) ................................................................................. 20 项目关闭(PC-Program Close) ................................................................................................... 21 里程碑决策权限 Authorities for Decisions ............................................................................. 21 里程碑状态定义 Status Definition .......................................................................................... 23 GVDP概览图 Overview ........................................................................................................... 24 整车开发项目的关键过程 Critical Process of GVDP ..................................................................... 24
项目范围和目标管理 Program Content .................................................................................. 24 财务预算管理 Budget Management ........................................................................................ 25 成本开发管理 Cost Control ..................................................................................................... 26 采购定点 Sourcing ................................................................................................................... 28 造型设计与开发 Styling Development ................................................................................... 30
里程碑开阀评审和决策 Review and Decisions .............................................................................. 21
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6.4.6 6.4.7 6.4.8 6.4.9
7
7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 7.11 7.12 7.13
工程设计与开发 Engineering Release..................................................................................... 32 同步工程管理 Engineering Synchronization ........................................................................... 33 样车制造及试验 Prototype Vehicle......................................................................................... 35 零部件开发、质量及交样控制 Part Development and Sample Control ................................ 38 里程碑评审 Milestone review .......................................................................................................... 45 CR/DN-Change Request and Decision Notice 产品规划更改申请/决议通告 ................................ 45 项目团队组建 Program execution team established ........................................................................ 46 G9-整车项目战略立项Program Strategy Approval ......................................................................... 47 G8-项目启动Program Commencement ............................................................................................ 50 G7-方案批准Concept Approval ....................................................................................................... 54 G6-项目批准Prorame Approval ....................................................................................................... 58 G5-工程发布Engineering Release .................................................................................................... 62 G4-产品和工艺验证Product and Process Validation....................................................................... 66 G3-预试生产Pre-Pilot ...................................................................................................................... 69 G2-试生产Pilot ................................................................................................................................. 73 G1-正式投产Start of Production ...................................................................................................... 76 GPC-项目关闭Program Close .......................................................................................................... 79
控制目标及关键控制活动 ................................................................................................................................ 45
8存档文件Archive file ............................................................................................................................................... 80 9评审与更改Review and modify ............................................................................................................................... 80 10分发Distribution ..................................................................................................................................................... 80 11附件Appendix ......................................................................................................................................................... 80 12其它相关文件（参考文件）Other applicable information ................................................................................... 80 13文件修订记录Document revision record ............................................................................................................... 81
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全球整车开发流程 编号：SMPV-4.3-006-BP 版本：2.20 Global Vehicle Development Process
1 目的（流程综述） Purpose
本程序规定了上海汽车集团股份有限公司乘用车分公司（以下简称“上汽乘用车”）的整车产品形成的全过程，从产品规划直至投放市场。旨在明确整车开发项目中各相关人员的职责和工作范围，并明确了整车开发过程中各里程碑的关系及各节点所需提交的交付物，以确保整车开发项目正常有序地进行。
This procedure defines the whole process of the vehicle development of SAIC Motor. It clarifies the functional roles and responsibilities in vehicle development programs, and the relationship among the different milestones and deliverables of each point, to make it normal and orderly to execute the program.
2 适用范围 Scope
本程序适用于上汽乘用车产品型谱规划中的所有整车开发项目（以下简称“项目”）。本程序不包含动力总成开发。本文件适用于质量体系和内控要求。
This process is applicable to all the vehicle programs in SMTC portfolio, not including with Powertrain development programs.
3 定义 Definition
里程碑（Milestone）：整车开发工作某一阶段的结束，同时意味着下一阶段的开始。里程碑通常设置在具有标志性的交付完成的时点。比如造型的展示，开发的成果发布等等交付点往往会设置里程碑节点。在该节点对于项目状态进行全方位的评估，以识别当前的状态是否达到原定的计划，并对决策事项做出决定。
Milestone: A milestone is the end of some certain phase of the whole process of the vehicle development, also the start of the next phase. Milestone is set at the point when key deliverables achieved, such as the release of styling or other development achievement. Program status is assessed from all aspects, to make sure that the plan is well undergoing, with decisions made. 交付物（Deliverable）：产品开发过程中关键活动的输出物，比如主题模型，可以是有形的硬件，也可以是无形的软件，报告等。在本流程中所涉及到的交付物通常指的是后者，是通过文档的形式来展现工作成果，如状态，评估，计划等。 Deliverable: Deliverables are the output of key activities, such as styling models, tangible hardwares, intangible softwares, or reports. The deliverables involved in this process are mainly
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documents, such as status, assessment, plans
质量阀（Program Quality and Rediness Review）：在里程碑节点针对与项目质量和工作就绪状态相关的交付物进行评审。本流程定义的交付物包含了质量阀评审的交付物，但不等同于质量阀交付物。因此，本流程所定义的交付物被用作质量阀评审时需要加以关注这一区别。
Qualtiy Valve: Program Quality and Readiness Review: Program quality and rediness review is the assessment of the deliverables of program quality and readiness at milestones. The deliverables of program quality and readiness review are included in this process, but not limited to it. As a result, the difference between them should be noticed.
4 职责分工 Responsibility
详见7.1~7.13 GVDP交付物清单 See 7.1~7.13 GVDP Deliverables Sheet 5 流程图Process Flow
24 Months
A4 A3 架构阶段 A2 A1 33 Months
Architecture Development 19 Months Pre-G9 G9 战略阶段 Strategy G8 Concept G7 概念阶段 G6 开发阶段 Development G5 G4 G3 G2 G1 产品/生产成熟阶段 Product & Production Maturity 图1整车开发流程框架 6 规定（和工作流程） Procedure
6.1 整车开发项目的一般过程General Process of GVDP 6.1.1
GVDP概览 GVDP Overview
整车开发流程-GVDP共定义了15个里程碑，分别是A4-A1、G9-G1、产品上市（G0）和项目关闭（GC）。具体的里程碑的描述见6.1.2 GVDP里程碑。
Vehicle development process defines 15 milestones, which are A4~A1, G9~G1, G0 and GC. The detailed description of the milestones can be seen in 6.1.2 GVDP Milestones. 为了更清晰的表明各里程碑之间的关系，整车开发过程可以归纳形成以下五个阶段： 1.架构阶段：A4-A1； 2.战略阶段：G9-G8； 3.概念阶段：G8-G7； 4.开发阶段：G7-G5；
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5.产品及生产成熟阶段：G5-G1。
To clarify the relationship among these milestones, the following 5 phases can be concluded: 1. Architecture Development: A4-A1; 2. Strategy Development: G9-G8; 3. Concept Development: G8-G7; 4. Engineering Development: G7-G5; 5. Product and Production Maturity: G5-G1.
6.1.2 GVDP对项目阶段的说明 Program Phases 6.1.2.1
架构阶段 Architecture Development Phase
架构开发是整车开发（GVDP）过程中的先导过程。全新架构开发过程约为18个月，由4个里程碑组成，架构开发启动（A4）、架构策略意图确定（A3）、架构方案批准（A2）和架构开发完成（A1），具体描述见6.2。（各里程碑具体的交付物在本次流程发布未作定义，拟在新版本中予以补充完整）。A4之前主要识别初始的架构目标，A4-A3定义架构的性能和带宽，A3-A2确定架构方案，A2-A1完成架构开发。从架构策略意图确定（A3）开始与架构主导的整车项目开发并行开展。
Architecture development process covers from architecture idea to solution confirmation, which is counted as an advanced phase of GVDP. New architecture development process covers 18 months, composed of four milestones, which are A4 ‘Architecture Framing Initiation’, A3 ‘Architecture
statement
of
strategy
intent’,
A2
‘Architecture
Approval’,
A1
‘Architectureconfirmation’. The detailed description can be seen in chapter 6.2. Before A4 the project team should identify the initial architecture objectives, define capability of architecture and bandwidths from A4 to A3, define architecture solution from A3 to A2, refine and complete the architecture solution from A2 to A1. Architecture development parallels the lead program from the ‘Architecture Statement of Strategy Intent’ (A3) on.
图2 前期开发的路径选择
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架构开发里程碑开阀（用蓝色表示）应领先于该架构的主导车型的里程碑开阀（用绿色表示）。架构策略批准（A3）之后启动整车项目战略立项（G9）。架构方案批准（A2）之后启动项目启动（G8）。架构开发完成（A1）之后启动整车方案批准（G7）。
The gateway (in blue) of Architecture development milestone should be ahead of the gateway (in green) of leading project. Architecture strategy approval (A3) is ahead of the launch of Program Strategy Approval (G9). Architecture approval (A2) is before Program Commencement (G8). Architecture refinement (A1) precedes Concept Approval (G7).
6.1.2.2 战略阶段 Strategy Development
产品战略阶段是产品型谱向产品项目的转化阶段，在这个阶段，需要完成公司对原有产品型谱和未来产品战略的再平衡，决定是否启动产品项目的开发工作。这一阶段的工作重点是更为深入地分析产品在产品型谱中的定位。产品项目需要达到的边界条件，比如销量、投资、成本、产品特征、开发周期、赢利能力等。产品战略阶段从G10至G8，约为9个月，分别为战略准备G10、战略立项G9和项目启动G8。业务规划项目管理部业务规划科（BPD）牵头各业务部门为产品项目的批准进行战略准备，包括市场的调研，产品定位、竞争对手的分析及各部门策略研究等。（本次流程更新并没有包含G10的交付物定义）
Strategy development phase leads the transformation of portfolio planning into product project. In this phase, re-balanced strategies between original portfolio planning and proposed product strategy are required to decide whether the product project development kicks off or not. It is significant to analyze the product position in portfolio planning. Some boundary conditions should be developed, such as volumes, investment, costs, features, timing, profitability, etc. Strategy development covers from G10 to G8, and leads about 9 months. BP leads cross-functional team to make strategic preparation for program initiation. Program boundary should be confirmed, based on market investigation, product position, competitor analysis and the other departments’ strategy study. At G8, BPD generates the preliminary Product Program Content (PPC) to report to top management and released after approval.
6.1.2.3 概念阶段Concept Development
概念阶段是在产品战略明确并且可行性得到批准的基础上，完成产品项目方案的开发。这些方案包括动力总成的方案、整车的VTS目标、全尺寸主题模型、关键零部件的设计、整车的物料成本、制造规划方案、产品质量目标等等。概念阶段从G8至G7，约6个月。根据产品项目任务书设定的边界条件，细化市场、造型、工程和制造的需求，识别项目中的冲突。
从战略阶段到概念阶段的所有产品项目的策划信息，决策内容，通过产品项目任务书（Product Program Content）予以控制，以确保所有的功能团队能够充分的理解项目目标，为共同的目标进行工作。
Based on the product strategy approved, the product project concept, including with powertrain
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concept, VTS, Single theme, DCS, material costs, manufacturing plan, quality targets, and etc. are completed in concept development phase. Concept development covers from G8 to G7, and leads about 6 months. According to the boundary conditions set by PPC, the requirements from marketing, styling, engineering and manufacturing will be clear, and the conflicts will be indentified. All planning contents of product project and project decisions will be kept under control by PPC（Product Program Content）, the way to make sure the team come into the sufficient agreement, and develop a common vision of the project.
6.1.2.4 开发阶段 Engineering Development
开发阶段是产品概念的实现阶段，通过产品工程、制造工程、前期质保和采购的同步工作完成产品概念的早期验证，最终完成产品图纸的设计工作。开发阶段主要涵盖G7至G5约14个月。这一阶段的主要交付是发布经验证的表面数据，以支持产品工程发布最终面向制造的工程数据和图纸。同时工程的第一辆工程样车（EP）造车完成，以生产为目的的整车装配工艺发布完成。
Based on the simultaneous work among the PE, ME, QA and PD, the early validation of product concepts are completed in the engineering development phase, and then finally finish the engineering designs and release drawings for production intent. Engineering Development covers from G7 to G5, and leads about 14 months. Verified A-surface Data is released in G5, to support the engineering data and drawings release. Meanwhile, the first Engineering Prototype completed. PAM released at the same time.
6.1.2.5 产品及生产成熟阶段 Product and Production Mature
产品及生产成熟阶段主要是完成产品本身的设计有效性验证，同时推动零部件和整车达到制造质量成熟的状态，实现产品的批量生产制造。该阶段从G5至G1，约19个月,包括开发和制造批量生产工装模具；验证产品是否符合VTS/SSTS中所有的规定项目；生产样车制造和验证，进行100％零部件和工艺的验证；确认工艺装备、检验生产制造的过程能力 ，制造符合相关阶段要求的产品 Product design validation is completed, meanwhile the maturity of parts and vehicles is facilitated to meet the requirements of production. Product and Production Maturity covers from G5 to G1, and leads about 19 months. Complete EP build and test to validate whether or not the engineering design accords with VTS and SSTS. Develop tooling and equipment for mass production. MVB (Manufacturing Vehicle build) builds and tests to confirm the capability of facility, inspection process and equipment meet the requirement.
6.1.3 GVDP对产品开发类型的定义 Product Program Classification
为合理调配项目资源压缩开发时间，GVDP将整车开发项目划分为以下六种类型:
年度款车型（Annual）：通常指现有配置的重新组合、部分内外饰、颜色的极小的更改，通常在
1年内完成。
小改型项目（MCE1）：造型更改不涉及钣金更改；
动力总成提升项目（MCE2）：动力总成开发项目，引入新的动力总成或对原有的动力总成进行
提升(整车项目不包含早期的mule阶段的工作以及相关的早期验证工作)
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大改型项目（MCE3）：造型更改涉及钣金更改，上车体结构和门不做大的更改，通常的理解是
侧围不做更改；下车体维持不变。
全新造型项目（Major）：在原有架构基础上开发的全新内外饰造型的整车项目 新架构项目（New）：在新架构基础上开发的第一个整车项目。
In order to make use of the project resources more reasonably and shorten the development timing, determine the classification for Vehicle Development Program into 6 buckets:
Annual: Minor modification of color and interior/exterior trim. Repackaging feature content MCE1 (Mid-Cycle Enhancement level 1.) Styling changes except sheet metal and scope is
limited in 1 year workload
MCE2 (Mid-Cycle Enhancement level 2.) Significant changes with powertrain（not inclue PT
mule related early development）
MCE3 (Mid-Cycle Enhancement level 3.) Significant changes with outer sheet metal. Limited modification of upper body to support feature changes.
Retain: Body inner, underbody, I/P structure, seat structures and flanges (sheet metal) Adoption of new technology to architecture.
Major: New upper body and interior/exterior trim. Modify lower structure and interior structure. Modify electrical architecture if necessary
New: First program based on a new architecture
6.1.4 GVDP主进度 GVDP Main Process
项目主进度：项目的主进度计划规定了项目自启动到正式投产的整个开发周期的时间计划。
主进度计划由业务规划和项目管理部（以下简称BP，Business Planning & Program Management Dept.）负责编制和维护，并在项目最高决策层正式批准后发布。
BP is responsible for scheduling and maintaining Timing, and finally submit the timing to the top management for approval.
项目主进度的变更如果涉及到投产时间（SOP）的变化，必须要得到项目最高决策层的批准。 项目主进度的变更如果不涉及投产时间（SOP）的变化，仅涉及到阀点的调整，由PET会议审核并决策，提请阀点决策会议予以批准。
SOP date change should be approved by the top management.
Master timing changes without SOP change, just involved in milestone adjustment, should be reviewed by PET and approved by the program steering committee‟s meeting.
主进度模板：GVDP定义了全新造型的项目主进度模板。（见图3。单位：月），涵盖从G8到G1的开发活动Master Timing Template:GVDP has defined the main process template for new styling program, including all development activities from G8 to G1.
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图3 主进度模板
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具体项目进度根据实际情况由VLE会同各部门确定。
The specific timing will depend on the workload of the project, and be determined by VLE Project
6.2 GVDP里程碑 GVDP Milestone 6.2.1
A4前研究 Pre-A4
根据型谱规划等相关要求，BPD在Pre-A4提出NGD (Notice Gate Decision)，以申请批准前期开发研究的意向。NGD报告包含以下内容：立项需求来源、目标SOP时间、品牌、制造地点、目标销售区域、车身型式、动力总成配置、驱动型式、平台架构策略、预计下一个阀点及时间。
技术副总确定产品项目的开发路径，判断项目（产品目标、进度计划、预算、其他部门目标等）能否沿用现有架构，还是需要对架构进行全新开发或是大改型。技术副总决策批准NGD。NGD一旦批准，成立架构开发团队(Architecture Development Team——ADT)启动Pre-A4的研究。
如果产品项目开发需要全新开发或大改型架构，项目则执行架构开发流程（A4-A1）流程。如果项目开发不涉及新架构开发，项目执行整车开发流程（G9-G1）。
According to the portfolio, BP issues the NGD of Pre-A4, which includes the following contents: Big Idea Origin/Target SOP/Brand/Initial Manufacturing Site/Primary Countries of Sale/Body Type/Powertrain/Drive Mode/Architecture Strategy/Next Gateway, to apply for the approval of advanced study.
The critical decision that must be made by VP-T in the pre-A4 period is whether or not the project specification (product targets, timescale, budget, other functional targets) can be delivered using an existing architecture without major updates, or whether the development of a new (or major update to an existing) architecture is required. VP-T authorizes to open the Gate Pre-A4. If NGD is approved, ADT is established to start Pre-A4 study.
If the development of a new (or major update to an existing) architecture is required, the program follows A4-A1 process, otherwise the program follows G9-G1 process.
6.2.2 A4：架构开发启动(AFI-Architecture Framing Initiation ) 6.2.2.1
A4阀目的：Purpose of A4-New Architecture Start:
根据型谱的战略决策，结合市场的需求和产品的现状，将产品需求集成为架构开发需求，在此基础上对新一代产品的架构进行初步概念分析，识别其潜在的机遇和竞争力，明确架构开发的必要性和初步可行性，完成架构框架初始化（Architecture Framing）的工作，批准正式启动架构开发。
According to the strategy direction of portfolio, combined with the requirements of market
and circumstance of products, the requirements of product are integrated into the requirements of architecture development. Through the initial concept analysis to new generation architecture, we should identify the potential opportunities and competence,
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confirm the necessity and feasibility of architecture development, finish the architecture framing initiation, and kick off the architecture development.
6.2.2.2 A4阀的关键输出：Outputs from A4 Gateway:
A4阀由EXCOM批准开阀，并对以下关键事项进行状态评估或决策批准：
EXCOM reviews the status of program and approves to pass A4. The followings are the key deliverables of A4: 架构构思及战略定位
Big Idea‟ & Strategic Role of the Architecture 架构机遇（销量预测、目标细分市场预测）
Architecture Opportunity & Scope (Target Segments, Programs, Brands, Initial Participating Regions, Primary Countries of Sale, Global Volume Outlook) 初步确定车辆形式
Preliminary Vehicle Types (car, truck, crossover, etc) 初始的架构系统工程策略
Initial Engineering Strategy (sharing, reuse, dimensions, etc.) 架构动力总成生命周期规划
Lifetime architecture power train plan 整车/构架初始质量目标
Initial Architectural Quality Targets 架构开发战略合作伙伴
Joint Venture / Alliance Partner Identification for Architecture Development 架构开发团队
Authorizes (G)ADT resources 批准下一阀点的进度计划
Proposed next milestone point
6.2.3 A3：架构策略意图确定(ASSI-Architecture Statement of Strategy Intent) 6.2.3.1
A3阀目的：Purpose of A3-Architecture Statement of Strategy Intent:
根据设定的架构开发方向，对架构方案进行初步平衡（coarse balance），批准架构的性能能力和带宽定义，明确架构开发的策略意图开发目标。
According to the architecture direction, we should coarse balance the architecture solution, and finally approve the capacity of architecture and bandwidth, identify the architecture strategy intent.
6.2.3.2 A3阀的关键输出Outputs from A3 Gateway：
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A3阀由EXCOM批准开阀，并对以下关键事项进行状态评估或决策批准：
EXCOM reviews the status of program and approves to pass A3. The followings are the key deliverables of A3:
潜在的车身形式、品牌和项目节奏
Preliminary regional vehicle strategy (Program cadence, body styles, regional manufacturing allocations, etc.) 架构相关的技术方案初步平衡完成
Architectural relevant technologies coarse balanced 架构带宽目标（重量，尺寸，性能，动力总成组合等）确定
Bandwidth targets of architecture (mass, dimensions, performance, PT, etc.)confirmed 财务边界条件（物料成本，制造投资、模具投资、工程开发费用目标）达成一致
Financial boundary conditions (affordable spending and material cost)consistent 整车/构架质量目标细化（及保证计划）
Initial Architecture Quality Sufficiency Plan 架构制造计划
Manufacturing Architecture Plan
确认架构解决方案能支持内外饰设计的要求
Confirm that architecture solution supports interior and exterior design requirements 准下一阀点的进度计划
Proposed next milestone point
6.2.4 A2： 架构方案批准(AA-Architectural Approval) 6.2.4.1
A2阀目的：Purpose of A2-Architeture Approve:
根据批准的架构开发策略，完成工程方案的开发和初步验证，综合考虑成本，质量和性能，批准架构开发方案，发布架构件的TG0数据。
According to the approved architecture strategy,
synthesizing related factor:
cost/quality/performance, we should finish the engineering solution and initial validation, approve the architecture solution, and finally release architecture TG0.
6.2.4.2 A2阀的关键输出Outputs from A2Gateway：
A2阀由EXCOM批准开阀，并对以下关键事项进行状态评估或决策批准：
EXCOM reviews the status of program and approves to pass A2. The followings are the key deliverables of A2:
确认架构系统所选择的平衡解决方案（TG0）
Balanced solution for architecture system selection 架构财务状态（投资，工程开发费，物料成本）
Architecture Cost Status (investment, engineering, material cost)
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架构制造计划
Manufacturing Architecture Plan 架构带宽（重量，尺寸，性能等）锁定
Architecture bandwidth (mass, dimensions, performance, etc.)freeze 整车/构架质量目标及保证计划确认
Confirmed Architecture Quality targets & Working plan 架构开发供应商资源集成完成
Architecture suppliers resources integration 准下一阀点的进度计划
Proposed next milestone point
6.2.5 A1： 架构开发完成(AC-Architectural Confirmation) 6.2.5.1
A1阀目的：Purpose of A1-Architecture Confirmation:
通过持续优化，对原有的方案进行验证确认，完成架构开发工作。通过虚拟分析及试验来确认架构性能。最终确认架构工程的完成以架构先导车型（Lead Program）的产品开发，发布TG1数据。
Through the continuous refinement, the engineering solution is confirmed. Through the virtual analysis, the architecture performance is confirmed. The formal architecture development phases are completed. Confirm completeness of architecture engineering for lead product. Architecture meets requirements of TG1-release.
6.2.5.2 A1阀的关键输出Outputs from A1Gateway：
A1阀由技术副总批准开阀，并对以下关键事项进行状态评估或决策批准：
Vice President-Technical reviews the status of program and approves to pass A1. The followings are the key deliverables of A1: 确认架构所有产品的架构系统平衡解决方案
Confirm balanced solution for architecture systems for all products planned from architecture 架构件TG1工程发布
Architecture systems TG1 release 所有架构文档确认并转交给PE
Confirmed architecture documentation is complete and ready for release to PE
完成架构件制造供应商定点
Architecture manufacturing supplier nomination completed
6.2.6 G9：项目战略立项(PSA-Program Strategy Approval) 6.2.6.1
G9阀目的：Purpose of G9-Program Strategy Approval：
在已经批准的产品型谱的基础上，通过持续的型谱分析和早期架构开发的策略意图，将产
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品从型谱逐步转化为项目的前期准备工作，在G9阀点对于是否从战略的角度予以批准产品项目立项做出决策。G9的批准，意味着产品开始正式进入项目的前期规划准备阶段，在G8完成规划分析，正式启动项目，在G7制定出产品项目的重要方案，进入项目执行阶段。从G9开始，项目执行团队和产品规划团队开始同步工作，在到达G8后实现交接，在G7完成所有的交接工作。
Based on the portfolio planning approved, develop and approve the project strategies.
6.2.6.2 G9阀的关键输出Outputs from G9 Gateway：
批准初始的项目生命周期及开发范围
Initial Lifecycle and Scope 批准初始的车身形式及品牌
Initial Body Style and Brand 批准初始的业务计划
Preliminary Global Volumes and Prices 批准初始的质量目标
Initial Program Quality Targets 批准财务目标要求
Financial target
授权架构零部件的定点启动
Affordable Spending Targets 批准生产地建议方案
Proposed Plant 项目组织结构
Project Organization 批准下一阀点的进度计划
Proposed next milestone point
6.2.7 G8：项目启动(PC-Program Commencement) 6.2.7.1
G8阀目的：Purpose of G8-Program Commencement：
通过前期可行性研究分析确定项目的边界条件，并形成初步的产品项目任务书 Develop the compatible boundary conditions captured in the Preliminary PPC 在确保项目边界条件得到满足的前提下，将项目从规划经理转交给项目执行团队。
Transfer the project from BPD planning to PM, on the condition that the boundary conditions of project could be assured.
6.2.7.2 G8阀的关键输出Outputs from G8 Gateway：
批准平台架构方案
Architecture concept approval
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造型方向批准
Style direction approval 整车性能等主要技术规范确定
Key vehicle technical specifications 项目可行性分析批准**
Program feasibility repor approvalt
批准项目的总体预算和各部门G8-G6的详细预算
Program total budget and detailed budget of all functions for G8 to G6 架构、造型相关长周期制造供应商定点授权
Long-lead architecture and styling related supplier nomination authorization 批准项目的主进度
Program master timing 批准下一阀点的进度计划
Proposed next milestone point
项目得到总裁办公会议批准后，财务部根据战略与业务规划部发布的项目决议通告（Notice of Decision-NOD）通告释放G8~G6的项目预算。
Finance department will release the budget for G8 to G6 based on the NOD by business and strategy plan department after the approval of president office meeting for G8. **含收益/物料成本/投资和开发费用目标
**program feasibility study should include the targets of revenue, material cost, investment, and design and development fee.
6.2.8 G7：方案批准(CA-Concept Approval) 6.2.8.1
G7阀的目的Purpose of G7 Gateway：
对重要的产品方案，包括动力总成方案，整车的性能、造型主题模型，制造地方案、关键产品配置和新技术的开发方案等，进行评审决策，确定可以实现G8设定的竞争性目标
The product development solutions, including with powertrain concept, VTS, Single theme, DCS, material costs, manufacturing plan, quality targets, and etc. are reviewed, to meet the competitive set at G8.
6.2.8.2 G7阀的关键输出Outputs from G7 Gateway：
整车架构、总布置和动力总成方案确认
Vehicle architecture, powertrain and package concept confirm 单一造型主题批准
Single theme approval 批准制造地点、制造方案
Manufacturing site suggestion and process concept
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评审项目经济性（含投资/开发/物料成本Cost Book）
Business Case review
中长周期模具和零部件采购定点授权批准
Mid-Long lead tooling and component nomination authorization 批准模拟样车制造启动
Simulator build start 批准产品项目任务书*
Product Program Content approved 整车性能等关键VTS评估
Vehilc performance and key VTS review 批准项目主进度
Program master timing 批准下一阀点的进度计划
Proposed next milestone point
批准G7开阀，启动单一造型的优化和工程详细开发以及制造的规划实施和采购定点，项目进入方案批准后的进一步论证阶段
Approve to pass the milestone G7，initiate the theme model refining , engineering detail development, manufacturing plan implementation and sourcing. The program goes into further development phase.
*产品项目任务书在G8的基础上细化，形成完整的市场需求定义，整车技术规范（VTS），和制造策略定义以及其他项目要求。获得批准后的产品项目任务书的变更需要得到严格控制。 *Product program content is revised to define the program more detailedly and completely. Any change related to product program content will need to be controlled strictly。
6.2.9 G6：项目批准(PA-Program Approval) 6.2.9.1
G6阀的目的Purpose of G6 Gateway：
在产品项目架构开发基本完成，造型开发和同步工作结束的情况下，全面平衡产品项目的边界条件是否达到设定的目标，对是否终止或继续项目的开发做出决策。
After the completion of the architecture, styling and simultaneous work, the project boundary conditions will be reviewed, to decide whether the project should continue or cease.
6.2.9.2 G6阀的关键输出Outputs from G6 Gateway：
内外饰造型冻结
Styling frozen 产品配置冻结
Full feature list frozen A面首发
A surface initial release
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项目经济性冻结（含零部件物料成本、投资和开发费用标）
Business Case Frozen(including material cost, investment and development fee) 批量制造模具和生产设备的投资批准
Manufacturing investment approved 整车性能等关键VTS评估
Vehilc performance and key VTS review 批准工程样车（EP）试制启动
Engineering prototype build start 批准项目主进度
Program master timing 准下一阀点的进度计划
Proposed next milestone point
批准G6开阀，财务部根据战略与业务规划部发布的项目决议通告（NOD）释放G6~G1的项目预算。
Finance department will release the budget for G8 to G6 based on the NOD by business and strategy plan department after the approval of president office meeting for G6 to G1.
6.2.10 G5：工程发布(EA-Engineering Release)
6.2.10.1 G5阀的目的Purpose of G5 Gateway：
架构开发工作基本结束；工程数据发布完成，进入后期开发验证阶段。 Architecture development completed in the main, and Engineering released.
6.2.10.2 G5阀的关键输出Outputs from G5 Gateway：
工程数据TG2发布100%完成
100% TG2 released
批量零部件工装模具制造启动
Parts tooling casting start 评审项目经济性
Program economy review 批准项目主进度审核
Program master timing 批准EP车试验计划
Engineering prototype evaluation report 成立生产启动小组
Launch team established 批准生产启动计划
Launch plan approved
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准下一阀点的进度计划
Proposed next milestone point
批准G5开阀，启动批量零部件和设备制造
Approve to pass G5 and start manufacture of components and equipments.
6.2.11 G4：产品和工艺验证(PPV-Product an Process Validation)
6.2.11.1 G4阀的目的Purpose of G6 Gateway：
在产品工程开发进入最后验证阶段，开发工作风险可控的情况下，开始正式启动生产线的车辆制造，；以实现制造系统的早期验证，完成工程对产品的最终验证 To complete final product validation and early process validation.
6.2.11.2 G4阀的关键输出Outputs from G4 Gateway：
EP车质量、性能（VTS）评估
Engineering prototype quality and performance evaluation EP车管理层试车
Engineering prototype management test 制造工艺验证（MCB）完成
Manufacturing confirmation build completed 评审项目经济性
Program economy review 批准生产样车（PPV）制造启动
Product and process vehicle readiness evaluation 批准下一阀点的进度计划
Proposed next milestone point
*生产启动小组包括：试验及更改控制小组、零部件俱乐部、产品及制造质量改进小组、上市投放小组、工厂启动小组。 *Launch team include:
Validation and Change Control Team Parts Club
Products and Manufacturing Quality Improvement Team Marketing Launch Team Production Launch Team
6.2.12 G3：预试生产(PP-Pre-Pilot)
6.2.12.1 G3阀的目的Purpose of G3 Gateway：
审核产品开发的成熟度和PPV车辆的制造成熟度是否达到要求，以便决定在产品开发无风险的情况下开始进入小批量的生产制造，拉动零部件供应商批量成熟，实现整车生产线的连续
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生产。PP非销售生产认证造车；
Review PPV status, whether it has reached the engineering sign-off status or not, and decide whether to start to build PP non-salable car or not.
6.2.12.2 G3阀的关键输出Outputs from G3 Gateway：
PPV整车质量、性能评估
PPV quality and performance estimate PPV车管理层试车
PPV management test ESO 100%达到可签署状态
ESO 100% sign off in process 生产线设备预验收
Production line equipment check 批量零部件达到PPAP提交标准
Production parts readiness 批准车辆试乘试驾计划
Captured Test Fleet plan 批准预试生产计划
Pre-pilot production plan approval 评审项目经济性
Program economy review 批准下一阀点的进度计划
Proposed next milestone point
6.2.13 G2：试生产(P-Pilot)
6.2.13.1 G2阀的目的Purpose of G2 Gateway：
使用批量生产的零部件验证确认整车厂的生产设备和工装，检验生产过程和工艺能力； 决定是否开始可销售生产认证造车。
Production parts will be used to confirm the equipment and tooling of production line as well as procedure and process capability.
Decide whether start to build P salable car or not.
6.2.13.2 G2阀的关键输出Outputs from G2 Gateway：
Pre-Pilot造车质量、性能评审
Pre-Pilot vehicle quality and performance estimate Pre-Pilot车管理层试车
Pre-Pilot vehicle management test 生产设备终验收
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Production equipment final check 市场投放计划批准
Market launch plan approval
工程认可ESO100%签署完成（文档完成）
ESO documentation finished 零件PPAP认可100%批准签发
100% Parts PPAP approval 批准车辆试乘试驾计划
Captured Test Fleet Plan 批准试生产（Pilot）制造计划
Pilot production plan approval 评审项目经济性
Program economy estimate 批准下一阀点的进度计划
Proposed next milestone point
6.2.14 G1：正式投产(SOP-Start of Production)
6.2.14.1 G1阀的目的Purpose of G1 Gateway：
以验证零部件厂商的爬坡能力和整车厂在一定节拍下的制造能力。
Review the climb capability of supplier and the manufacture ability of vehicle plant at certain cycle, to decide whether start to production or not,
6.2.14.2 G1阀的关键输出Outputs from G1 Gateway：
Pilot车辆质量、性能评审
Pilot vehicle quality and performance estimate 新车型发布批准
New vehicle publish approval 评审项目经济性
Business case review 批准生产爬坡计划
Run at Rate plan
6.2.15 G0：产品上市(STC-Ship to Commerce)
6.2.15.1 G0阀的目的Purpose of G0 Gateway：
决定是否开始向经销商发运产品车。 Decide to ship products to commerce.
6.2.15.1 G0阀的关键输出Outputs from G0 Gateway：
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质保试驾结果
Captured Test Fleet Result 售后相关的潜在高风险质量问题
Potential High Risk Quality Issues in After sales Field 经销商和售后服务培训完成情况
Dealer and Aftersales Service Training Programs 售后备件准备情况
Service Parts Readiness PPAP100% 一次报交通过率
Direct Run & Direct Run Loss
6.2.16 项目关闭(PC-Program Close)
项目关闭指项目在财务预算申请、采购合同签订以及项目组织机构存续意义上的关闭。 项目关闭的内容和范围以NOD批准的项目内容和范围为准。
项目关闭的启动：以项目中最后一款车型G1开阀的时刻为项目关闭的启动时刻，G1后9个月完成项目的所有关闭。
Program close indicates that it is closed to apply for the budgets, to sign the purchasing contracts and to continue the team. The content and scope of the program close should accord with NODInitiation of Program Close: G1 of the last car type, as the initiation date of program Close, All projects will be closed 9 months after G1.
6.3 里程碑开阀评审和决策 Review and Decisions 6.3.1
里程碑决策权限 Authorities for Decisions
里程碑评审分为PET预评审和决策层评审。由VLE负责PET的评审并根据评审结果决定是否提请公司项目最高决策层进行开阀评审。里程碑评审所涉及的交付物的状态由责任部门和客户共同完成确认并达成一致。评审的决策层分布如下表所示：
Milestone review include PET evaluation and management decision。VLE will organize PET meeting to evaluate the status of all functions and decide when to formally report to top management. Top management decision process is as follows:
A4~A1为架构开发里程碑。A4~A1 are architecture project milestones.
A4~A2由执委会项目专题会进行决策， A1由技术副总进行决策。 A4~A2 are approved by EXCOM; Pre-A4 and A1 are approved by VP-T. A4~A1开阀由业务规划与项目管理部牵头，承担公司级项目管理职能。 BP lead to organize the PQRR of A4~A1.
G19~G0为产品项目里程碑。G9~G0 are vehicle project milestones
执委员会项目专题会对G9进行决策。集团总裁办对G8和G6进行决策。产品项目质量
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委员会对G7/G5~G0进行决策，其中G7/G5/EP质量阀授权技术副总进行决策；G4/G3/G2/G1可授权质保执行总监进行决策；G0由总经理进行决策。
G9 is approved by EXCOM; G8 and G6 are approved by president office; G7/G5~G0 are approved by the program steering committee‟s meeting.
G9~G0开阀由业务规划与项目管理部牵头，承担公司级项目管理职能。 BP lead to organize the PQRR of G9~G0. EP质量阀由技术中心工程质量进行组织 EQ lead to organize the quality review of EP.
所有里程碑开阀由BP统一发布项目开阀决议通告。BP release NGD 如军方要求时，应邀请军方参加评审。
If the military requires, the military should be invited to attend review.
评审的决策层分布如下表所示：
Pre-A4 A4 G10 战略准备 A3 G9 战略立项 A2 G目启动 总裁决策机制 技术Decision 副总 执委会（项目） 执委会（项目） 办公会/执委会（项目） 批准 Approve 组织 Organise 团队 Team 通告 Document 发布 Release
表1 里程碑决策
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A1 G7方案批准 G4 G6 项目批准 G5 工程发布 EP质量阀 产品和工艺验证 总裁办公会/执委会（项目） 质量委员会技术副总 技术副总 （可授权QA执行总质量委员会（可授权QA执行总质量委员会（可授权QA执行总监） 执行总监 质量委员会（可授权QA执行总监） 执行总监 总经理 质量委员会 G3 预试生产 G2 试生产 G1 正式投产 G0 市场投放 技术副总 监） 监） 技术副总 技术副总 执行总监 执行总监 技术副总 总经理 总经理 总裁/总经理 BP 技术副总 总裁/总经理 BP BP BP BP BP EQ BP BP BP BP BP APET APET APET PET PET PET PET PET PET PET PET PET PET NGD NOD NOD NOD NGD NOD NGD NGD NGD NGD NGD NGD BP BP BP BP BP BP BP BP BP BP BP BP 版本：2.2
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6.3.2 里程碑状态定义 Status Definition
里程碑评审状态分为红，黄，绿三种Status of milestone review
红：高风险，问题原因未确定，或补救方案未制定或未实施，对项目下一个重要节点有重大影
响，影响项目主进度或对项目经济性有严重的负面影响（不能达到公司的最低标准）。需要请示决策层对项目进行决策：调整项目进度，项目暂停或终止；
黄：低风险，问题原因已确定，解决方案也已制定并获得批准，不影响项目主进度，或对项目
经济性无明显负面影响。项目继续执行； 绿：无风险状态良好。
原则上提交公司进行里程碑正式评审的交付物不得含红色项。正式评审结果为黄色项的交付物必须作为开阀的条件项严格控制和紧密跟踪，直至其被完全关闭，关闭结果在下一节点评审时予以汇报。
Red: high risk, the problem reason is not confirmed, or remediation solution not made or implemented. It is high risk for next milestone, and program master timing or economy will be influenced greatly. It should be decided by top management whether program will be adjusted, suspended or terminated
Yellow: low risk, the problem reason is found and solution is approved, program is continue to go
Green: no risk
In principle, the deliverables which will be reviewed formally in EXCOM cannot be red. The deliverables which is yellow in formal review should be controlled strictly and followed closely until it close completely. Moreover, the result should be reported in the next milestone review.
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6.3.3 GVDP概览图 Overview
图 4 GVDP概览
6.4 整车开发项目的关键过程 Critical Process of GVDP 6.4.1
项目范围和目标管理 Program Content
产品项目任务书（Product Program Content——PPC）是对产品项目范围和内容的定义，是项目执行的纲领性文件，并在项目执行过程中记录和控制项目的官方决议，以确保各功能团队能够充分理解项目的目标，。
产品项目任务书主要有三部分组成：1.产品及业务需求、2.制造需求、3.技术需求。主要包含： 车身型式及主要车型 销量及售价预测 细分市场分析 配置 项目进度 质量计划 售后服务策略 物料采购计划。 生产地
完整配置清单FFL 项目内容描述PCD 主要技术参数
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整车验证计划
车辆强制性检验试验清单。
由BP负责牵头平衡项目的不同需求，并最终形成统一的产品项目任务书（PPC）予以管理。在G8形成初版产品项目任务书，G7正式发布产品项目任务书。G7之后，对PPC内容中的变更需严格控制。
PPC is the agreement among the project team and all functional departments, and the foundation of all activities in the whole life cycle. As the project guideline, PPC, controlled by VLE, aims at controlling the project scope and project requirements.
PPC constitutes with 3 parts: 1. Product and business requirements 2. Manufacturing requirements 3. Technical requirements Body style and brand volumes and prices Market segment sheet Standard features and Optional Project timing Quality plan Aftersales services Sourcing plan
proposed plant, whose capacity is analyzed FFL PCD
Critical technical parameter ADV plan
Obligation testing list
Finally BP leads to balance 3 requirements, and finish compiling PPC. Preliminary PPC is released in G8, Formal PPC is released in G7, after that, any changes to PPC will be controlled strictly.
6.4.2 财务预算管理 Budget Management
A4获得批准后释放A4-A3的开发费。 A3获得批准后释放A3-A2的各部门预算。 G9获得批准后释放G9~G8的前期研究预算
G8获得批准后批准G8~G1的项目预算，释放G8以后至G6之前各部门的预算。（其中
包括释放架构件及与造型相关的长周期零部件的横向模具费。） G6获得批准后，释放G6以后至G1的各部门预算
由战略与业务规划部发布项目决议通告（NOD）在G9、G8和G6批准和释放项目各阶段
的预算
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Release the engineering expenses of A4-A3 in A4 Release the budgets of all departments of A3-A2 in A3 Release the advanced study budget after Kick off approval
Ratify the budget for G8 to G1 after G8 approval, and release the functions‟ budget
between G8 and G6。
Release the budget for G6 through to G1 after G6 has been approved.
Business and strategy planning department release the notice of decision to approve the
budget at the phase of G9，G8 and G6
6.4.3 成本开发管理 Cost Control 6.4.3.1
物料成本目标的设定 Material Cost Targets
从G9开始项目组全面开展竞品车型对标工作：市场完成竞争对手市场对标（benchmark）分析、技术中心完成对标车（benchmark)工程分析报告、采购完成对标车（benchmark）物料成本分析、质保完成对标车（benchmark）质量目标分析。结合对标工作的成果，在公司战略目标的约束下，由财务设定项目财务边界条件，这一工作持续到G8结束。G8发布车型的的物料成本总目标。
由于架构类零部件的开发周期领先于非架构类零部件，因此在G8发布整车物料成本总目标的时候，同时要发布架构类零部件的目标。由此，零部件级的物料成本目标是逐步分批发布的，根据总成本的约束和早期的设计方案分析结果来确定零部件级的物料成本目标，支持早期的开发供应商的定点和长周期的制造供应商定点。这一过程从G9开始，一直持续到G7结束。G7开阀时发布所有的零部件级的物料成本目标。
Benchmarking proceeds in all aspects under the supervision of the project team in the phase of G9: Competitor analysis by Marketing, Engineering analysis by SMTC, material cost analysis by Purchasing, quality objective analysis by Quality Assurance. With the result of benchmarking, the finance department defines the financial boundary till the end of G8, while corporate goals are taken in to consideration. The overall material cost targets are released at G8.
Since the development period of architechture parts procedes that of non-architechture ones, the targets of architechture parts shall be released together with the overall material cost targets. As a result, the material cost targets of parts are released in batches, and determined by the overall cost constraints and early phase design, to support early phase development supplier sourcing and long term manufacturing supplier sourcing. This process starts at G9, and ends at G7. All part material cost targets are released with G7 kick-off.
6.4.3.2 产品设计阶段的物料成本 Product Design Phase
物料成本主要在设计阶段形成并受供应商的制造体系和商务策略影响。成本竞争力的形成
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更多的是强调我们在设计开发阶段对于成本的开发和管理。因此，从物料成本目标实现的角度来讲，主要是在设计阶段尤其是在概念方案早期控制好成本，并在将概念细化为设计图纸这一阶段成本变化的有效跟踪和约束。这一时期的成本开发由工程师主导。
开发早期的成本控制：设计概念清单（DCS）是产品概念设计开发的主要输出，在概念设计开发的过程中，工程师将负责全面平衡技术方案、质量要求和成本目标约束，设计出有成本竞争力的技术方案。在这个阶段，通过内部和外部的竞争车型分析，通过对制造和质量等要求的确认和平衡，以及供应商的技术讨论会，获得最佳的设计概念。
设计概念的开发分为架构件和非架构件两大类，原则上架构件的设计概念在G8前完成，非架构件的设计概念在G7完成。
评审通过的DCS将得到严格控制，并最终转换成SOR包，DCS的更改需要递交更改申请并获得批准后才能生效。
Material costs are mainly produced in the design phase, determined by suppliers‟ manufacturing system and business strategies. Cost competitiveness means more attention paid to cost development and management in the design phase. From the point of material cost targets realization, costs are to be properly controlled in the early phase of concept design, and tracked during the design documents forming.
Early phase cost control: design concept sheet(DCS) is the output of product concept design. During the process, engineers are responsible for technical solution balancing, quality requirement and cost target constraints. With the analysis of both internal and external competitive vehicle types, manaufacturing and quality are confirmed and balanced Together with the supplier technical worshop, the best concept design is achieved.
Development of concept design is classified as architechture parts and non-architechture parts. The concept design of architecture parts is finished before G8, with that of non-architecture ones before G7.
6.4.3.3 采购定点阶段的成本控制 Sourcing Phase
在设计决定成本的基础上，供应商的制造体系和商务策略会在最终的成本竞争力上发挥作用。如何在采购定点阶段控制好成本对于最终实现物料成本目标至关重要。JSC和物料成本目标调整申请是衡量采购绩效的主要环节。JSC是采购、质量和工程等组成的联合采购委员会，决策的核心的是采购成本的全面竞争力，对质量成本、技术成本、制造成本进行全面评审。物料成本目标调整申请适用于采购无法达成设定目标时的再评估行为，对于原有的目标合理性和实际采购难度系数进行再次评估，以判断是否可以对目标成本进行妥协和让步。如果这种让步最终会影响整车的总体物料成本目标风险，决策将提交到公司执委会。 详细的控制文档请参见
《生产采购管理规定》和《产品开发物料成本管理规定》
With design-driven cost, suppliers‟ manufacturing system and business strategies will
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eventually decide the cost competitiveness. Cost control is of great importance to final material cost targets. JSC and material cost target adjustment application are the key element for purchasing performance assessment. JSC is the united purchasing committee consisting of purchasing, quality assurance and engineering. The essence of decision making is the overall competitiveness of purchasing cost. The committee is in charge of the overall review of quality cost, technical cost and manufacturing cost. Material cost target adjustment application the reassessment for unachieved target for purchasing.The rationality of former targets and the eventual purchasing difficulty will be reassessed, to see whether a compromise can be reached with respect to target cost. If this compromise eventually influences the overall risk of material cost target, the decision will be forwarded to the corporate execution committee. For detailed control documents, please refer to 6.4.4 采购定点 Sourcing 根据项目开发的不同阶段以及供应商所提供的服务不同，供应商分为三大类：合作供应商，零件开发供应商和制造供应商（详细定义见内控手册《生产采购管理规定》）。关于供应商进入项目的时间约定如下： G9前完成架构类零部件合作供应商的确定。 G8前完成架构类零部件开发供应商或制造供应商定点。 G7前完成造型相关长周期零部件制造供应商定点 G7前完成架构类零部件及其他关键零部件制造供应商定点 G6前完成中周期零部件的制造供应商定点 G5前完成所有零部件的定点（除标准件等发布较晚的零部件） 根据定点进度要求，采购制定具体的供应商定点计划，工程在此基础上完成SOR发包计划，用于跟踪SOR发布情况。 采购定点的时间原则上为10周，通过SMT小组讨论在一致同意的情况下，可以适当延长和缩短定点时间。产品工程需要在采购定点的目标时间之前按照约定的时间将SOR发布至采购。 There are three kinds of suppliers such as cooperative suppler; development suppler and manufacture supplier (see Architecture parts early suppliers nominatied before G9 Development or production suppliers of Architecture parts nominated before G8 Production supplier of long lead styling related parts nominated before G7 Production supplier of architecture parts and other key parts nominated before G7 Productions supplier of architecture and styling related parts nominatied before G6 All productions suppler nominatied before G5 (except parts released later such as standard parts etc) 编号：SMPV-4.3-006-BP Page 28 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 Product engineer should release SOR 10 weeks before nomination date required. Based on the agreements of SMT team, the nomination time could be adjusted. Sourcing is completed within 10 weeks in conformity with related procedure. G8-169clinic-144SOR (6)-1G7SF-116SeatsLampsIPs, Consoles, DoorsWheels, HVAC OutletsMirrorsFascias / GrillesLuggage RackClusterDCSSupplier Selection (10)-144DCSSOR (5)-161Supplier Selection (10)-144DCS-160SOR (6)Supplier Selection (10)DCS-156SOR (7)Supplier Selection (10)G8启动造型相关制造供应商定点G7前造型相关长周期零件完成定点DCS-154SOR (6)Supplier Selection (10)DCS-153SOR (6)Supplier Selection (10)DCS-153SOR (6)Supplier Selection (10)DCS-148SOR (7)Supplier Selection (14)-127 图 5 采购定点 G8-169G7-144工程可行性分析完成-127概念设计Dev Concept VehDesign SolnTG2-109FinalSolnVDR-96TG2-98Final Soln构架设计完成-151SSTS DCS (7)& SOR (7)结构设计Dev Structure VehDesign Solution设计方案/样件开模Design Solution / Tooling (27)供应商Supplier Selection (10)第一台模拟样车完成-121B 关键试验(4)Critical Test (15)车架，副车架，前后桥，制动系统，踏板，油箱，悬架，ABS/ESP, 车身支撑Frame, Cradle, Drive Axles & Differential Carriers, Brake Modulator, Adjustable Pedals, Fuel Tank, Suspension, Ride Control, Body MountsSSTS & SOR DCS (7)(7)供应商排气，转向Exhaust , Steering,发动机管理系统EMSSupplier Selection 发动机/变速箱悬置，进气系统，驻车制动，制动及燃路SSTS (10)供应商Powertrain Mounts, Air Induction, Driver Interface, Supplier DCS (7)& SOR Parking Brake, Brake Lines, Fuel Fill Pipe Plumbing & (7)Selection Hardware, Fuel Lines(10)设计方案/样件开模Design Solution / Tooling (27) 编号：SMPV-4.3-006-BP Page 29 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 6.4.5 造型设计与开发 Styling Development 6.4.5.1 造型设计 Styling 造型设计由设计部负责完成项目初始的草图，小比例模型，全尺寸模型等的工作。由造型评审委员会（DRC）负责审阅，并最终批准项目的单一造型方案和造型冻结。 G8之前设计部根据市场部提出的造型诉求和要点，完成设计的草图工作。G8到G7阶段，设计部会在多个造型主题的方案中制作一定数量的比例模型供DRC评审，并从中评选出2个最佳造型方案用于制作全尺寸的比例模型。最终DRC在G7完成单一造型主题的选定。 之后的工作是对造型主题的优化和完善（refining），并密集开展同步工程的分析使之实现可制造，在G6前通过DRC的评审最终冻结造型。 The design department is responsible for the initial sketches, small-scale models, and full-size models. All these are reiviewd by DRC, who will decide the final styling scheme and styling freeze. Before G8, design department will finish the skech, according to the design brief raised by marketing department.During G8 to G7, design department will develop some scale model through several rounds review by Design Review Committee and choice two to make full size modle. Finally a single theme selection will complete before G7. Theme model will be refined and freezed before G6. Simultaneous engineering analysis is closed to styling development to meet manufacturing requirements. 6.4.5.2 A面开发 A-surface Development A面开发可以分成4个阶段：Pre-DG0、DG0、DG1和DG2。 在造型主题选定之后，设计部应在选中的主题基础上开始造型A面开发。在G7阀点设计部提供一套Pre-DG0数据，反映单一造型主题的意图，用于工程、制造和质保对造型设计的工程可行性分析，识别是否能够满足工程约束。 根据工程批准的要求，设计部对选定的设计方案进行相关调整与改进，并把有关调整与改进反映到定义内外饰造型设计表面的虚拟数据模型和实物模型中。最终由DRE检查，并通过设计批准。 经设计部与工程部门达成一致后，来制作实体模型由DRC评审委员会进行决策，并最终造型冻结。随后发布DG0数据。DG0数据无翻边倒角要求。 在DG0的基础上对A级表面进行优化，确保生成的曲面达到审美上的高光要求。G6设计部提供DG1数据。DG1数据包含第一道造型翻边倒角。 设计部在DG1的基础上，制作实体验证模型。由工程等相关部门评估，确认造型尚未满足的工程要求以及补充新发现的工程需求。设计部根据反馈对DG1最终优化，要求所有整车内外饰和关键零部件的A级表面数模定义都已经通过产品的可制造性等相关验证，满足设定的质量目标，在G5前3个月完成DG2数据发布。 A-Surface development includes four phases: Pre-DG0, DG0, DG1, DG2. After the styling theme being chosen, the styling department shall start A-Surface 编号：SMPV-4.3-006-BP Page 30 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G9 -45M G8 -39M Theme Selection 造型方案选择 2Go1 -34M G7 -33M G6 -24M G5 -19M Advance Work 100A-surface Dev. A面开发 东部西部北部工程批准 EA 设计批准 SA 造型冻结 SF Refinement A面优化 前期工作 80DRC60重要节点评审40 20重要的模型0评审 第一季度 第三季度Pre-DG0 -33M DG0 -27M DG1 -24M DG2 -22M 图6 造型开发 development on the basis of the chosen theme. At G7 a set of Pre-DG0 data is presented by the design department, to show the intention of a single styling theme, which is used in the engineering feasibility analysis of Engineering, manufacturing and quality assurance department to indentify whether it meets engineering constraints. According to the verified requirements from the engineering department, the design department makes adjustment and improvement to selected design solution, with the same modification made to vitual data model and physical model. DRE makes the final check and approves design. After an agreement reached by the design department and engineering department, a solid model is produced to be reviewd by DRC, and the final styling is freezed. Subsequently DG0 data is released. DG0 data has no flange/chamfer requirements. On the basis of DG0, A-surface is optimized, to ensure that the surface meets aesthetic high light requirements. G6 design department provides DG1 data. DG1 contains the first flange/chamfer requirements. On the basis of the DG1, the design department makes the physical validation model, to be assessed by the relevant departments of engineering to confirm unmet and new engineering requirements. Final optimization made on DG1 by the design department based on feedback, A-surface of all vehicle interior and exterior trim and key components have passed the validation, to meet the set quality goals, with DG2 data released three months before G5. 编号：SMPV-4.3-006-BP Page 31 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 6.4.6 工程设计与开发 Engineering Release 工程设计发布（Engineering Release）指以正式生产为目的的图纸、数模、技术规范的发布。供应商应根据工程设计发布的信息启动工装模具的制造。根据零部件的不同特征和开发周期，分为三大类， 概念车零部件（Concept Vehicle）：主要指下车体架构类零部件 结构车零部件（Struction Vehicle）：主要指下车体以外的架构类零部件 集成车零部件（Intergration Vehicle）：主要指造型相关车身和内外饰零部件。 Vehicle parts are classified into concept vehicle parts, structure vehicle parts and integration vehicle parts. Concept Vehicle Parts: underbody or highest risk items relative to performance Structure Vehicle Parts: upper body structure, chassis, and powertrain items, high risk items relative to performance 图7 零部件分类 Integration Vehicle Parts: styled items, lowest risk items relative to performance 零部件的数模状态：根据不同的开发阶段和应用目的，零部件数模分为TG0，TG1和TG2三种状态。 TG0：粗略的三维数模。表明零件在整车位置上的基本外形和尺寸。数模包含有主要的特征、边缘和界面，以及中心线（线束和管状物），可用于零部件定点;TG1：数模包含所有零件界面，过渡面和紧固件孔和位置。可用于软模制造;TG2：最终的三维数模。表明了在整车位置上的完整的零件设计意图。数模可用于正式模具和零件制造。 每个阶段的工程发布均需通过虚拟工程评估，以支持其发布（虚拟工程包括数模的检查，结构设计分析，动力学分析，热力学分析，流体力学分析等工作）。虚拟评估主要用来分析工程解决方案能否满足需求，保证在实物制作和数据发布以前，技术中心具有解决问题的能力。 Mule和Simulator造车前，虚拟评估主要关注结构、性能以及制造集成的问题。 YELLOW = Architecture Underbody Structure 架构零部件-下车体零部件 RED = Remaining Architecture Subsystems 架构零部件-剩余架构零部件 BLUE = Styled Surface Related Sheet Metal & Interior Trim 造型相关车身和内外饰等零部件 编号：SMPV-4.3-006-BP Page 32 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 EP和PPV造车前，虚拟评估主要关注解决BOM、造车以及零件设计接口问题。 此外制造在生产启动前，通过虚拟调试来验证车辆装配过程。这些活动不在GVDP流程中规定。 TG0, TG1 and TG2 are three kinds of status of math data. TG0: Intermediate Math Data before maturity level„TG1‟. It‟s defined as 3D geometric representation of the mainstream part design intents in vehicle position. The math data includes some interfaces, blended surfaces and fastener holes. The math data can be used for sourcing. TG1: Intermediate Math Data before maturity level„TG2‟. It‟s defined as 3D geometric representation of the almost complete part design intents in vehicle position. The math data which includes interfaces, blended surfaces and fastener holes is more accurate valid solid bodies . The math data can be used for prototype tooling or/and trial-producing fabricated parts. TG2: Final Math Data. It‟s defined as 3D geometric representation of the fully developed production intent design in vehicle position. The math data consists of valid solid bodies (sheet bodies and/or wire-frame representation are acceptable for features that are not possible to be defined as solid bodies, e.g., stickers, labels, etc.). The math data can be used for production tools and/or parts/components. Engineering release is supported by Virtual engineering work at each release phase. Virtual engineering includes mathdata checking, structure CAE analysis, Dynamic analysis, thermal analysis, and fluid dynamic analysis. 各状态详细的质量和用途定义见各CoC的相关文件。 根据零部件的不同分类和不同的发布阶段，工程数据发布模板见下表 概念车零部件CV 结构车零部件SV 集成车零部件IV 100% TG1CV 100% TG1SV 100% TG2CV -109/25 TG2 TG0 表2 零部件分类和发布进程 100% TG1IV 100% TG2SV 100% TG2IV -83/19 TG2 -144/33 TG1 TG1 -98/23 TG2 TG1 关于工程数据发布的详细内容见《工程发布进程规范》 Details about engineering release please refer to < engineering release specification procedure> 6.4.7 同步工程管理 Engineering Synchronization 版本：2.2 编号：SMPV-4.3-006-BP Page 33 / Total 83 上海汽车集团股份有限公司乘用车公司 通过制造工程、供应商和质保在造型、工程设计、样车制造过程中的同步介入，使得问题在前期得以发现和解决，提高产品质量和加速投产的过程。 Through simultaneous work between product engineer, manufacturing engineer, suppler , and quality engineer during styling, engineering development and prototype build, some problems may be discovered and resolved in advance which will improve the product quality and reduce launch time. 制造问题的关闭率-MIR（Manufacturing Issue Report）是制造在同步工作过程中对问题进行跟踪解决的主要管理方式。 The ratio of manufacture issue closed is the main tool to manage and control the issue found during simultaneous work. The followings are the requirements of some milestone. G7：与主题模型相关的MIR必须100%有解决方案;G6：与造型冻结相关的MIR必须100%有解决方案;G5: 与工程数据最终发布（TG2）相关的MIR必须100%关闭;G4：与MCB相关的MIR必须100%有解决方案.详细内容参见《整车开发中的制造工程工作流程- WD-6.3-MA-006》G7: Theme model related MIRs.Solution 100% available. G6: Styling frozen related MIRs.Solution 100% available. G5: Engineering release related MIRs.Solution 100% available. G4: MCB related MIRs.Solution 100% available. Details please refer to 版本：2.2 上海汽车集团股份有限公司乘用车公司 G8 -3 9 G7 -3 3 G6 -2 4 23 同步工作小组： PE/ME/QA/Buyer MIR ：同步工程制造质量 问题的反馈、建议和方案 二选一 造型优化 / 冻结 造型阶段 MIR TG1 数据发布阶段 MIR TG2 G5 -1 9 19 首辆工程样车 - 18 公告样车 - 10 MCB G4 -8 EP 工程造车阶段 MIR 工艺验证阶段 MIR 1 2 - 83/19 铸造 批准 - 17 铣削 批准 3 4 铸造批准和铣削批准由产品和制造在同步工程的基础上共同批准 图 8 制造同步工程 同样，质量同步工程通过QIR（Quality Issue Report）对造型和数据发布阶段的质量问题进行管理和跟踪控制。 Quality simultaneous work uses the QIR to manage and control the problems occur in styling and engineering release phase. 6.4.8 样车制造及试验 Prototype Vehicle 样车制造分为七个阶段，骡子车（Mule Car），模拟样车（Simulator），工程样车（Engineering Prototype）、制造验证车（Manufacturing Confirm Build）、产品和工艺验证车（Product & Process Validation）、预试生产（Pre-Pilot）以及试生产（Pilot）。其中，骡子车、模拟样车和工程样车在技术中心试制车间完成，制造验证造车由制造工程负责，产品和工艺验证造车、预试生产和试生产在工厂造车完成。 There are seven major phases for prototype vehicle build such as mule car, simulator, engineering prototype, manufacturing confirmation vehicle, and product and process validation vehicle. In first three stages vehicle is built in SMTC，MCB is built by ME and later three stages vehicle is built in factory 6.4.8.1 骡子车 （Mule car） 在项目开始早期利用现有生产车辆，通过改装等方式安装新的发动机总成系统（包括新的发动机支撑，功能性的发动机冷却和进气系统和整个发动机总成）或其它系统。它的目的为在 编号：SMPV-4.3-006-BP Page 35 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 项目早期支持动力总成初始验证和标定工作（开发Mule车标定）或特定系统的早期开发验证。 Mule car: Installation of new powertrain system (including new PT mounts, functional PT cooling and induction system, and new powertrain) or other systems into production vehicle with rebuilding or other methods. For PT initial validation and calibration (Mule car calibration) or other systems‟ development in early stage. 6.4.8.2 模拟样车（Simulator） 根据工程设计发布的信息，利用代表设计的结构件通过拼装和改装而成的样车，它的目的为支持整车/系统的开发和验证，包括通过此车完成结构件（architecture parts）的设计和CVER/SVER发布。G6前4个月完成第一辆模拟样车制造，零部件为非正式工装零部件。相应的造车数据在G7发布; Simulator: Donor vehicle assembled and rebuilt with design intended architecture parts. For vehicle/system development and validation, including architecture parts validation. The first simulator is finished 4 months before G6 and data for build is released at G7. The parts are made off informally tooling. 6.4.8.3 工程样车（EP car） 根据工程设计发布的信息，采用能够代表制造意图（Production Intent）1和满足设计要求的零部件（批量工装或简易工装，有代表意义的制造工艺）在技术中心试制车间装配的样车。它的目的为：整车集成的开发、验证与整车相关的SSTS(子系统技术规范)和VTS（整车技术规范）要求、零件调试、开发动力总成标定和公告法规的早期验证。SOP前18个月完成第一辆EP车，架构件原则上为正式工装零部件，其余为软模件，相应的造车数据在G5前4个月发布。SOP前10个月完成100%工装样车制造。 EP car: Engineering prototype vehicle assembled in T&V PPO with design intended parts made by relevant manufacturing process according to engineering releasing milestone. It is for vehicle integration development, related SSTS (Sub-system Technical Specification) & VTS (Vehicle Technical` Specification) validation, tuning, PT calibration and the early validation of Type-Approval. The first EP is finished 18 months before SOP. Its architecture parts are off tooling and the other styling related parts are off soft tooling. Data for build is release 4 months before G5. 100% off tooling vehicle is completed 10months before SOP 工程样车至少需要拥有以下的这些特征 零部件必须是能够代表制造意图的，可以是批量工装或简易工装制造 架构零部件必须是根据最终发布的工程数据TG2制造的，部分集成零部件可以用TG1的 1 制造意图-零部件满足所有物理和功能需求（形状、功能和匹配）并且是由能够代表批量制造工装所生产（比如冲压零部件必须是冲压的，不能是捶打成型；注塑成型的零部件不能是空腔制造，工装可以是批量工装或简易工装）。所有的材料必须是经过批准可以满足材料规范要求，包括外观要求，且由批量制造材料供应商提供。 Production Intent --- Part meets all physical & functional requirements (fit, form & function) and has been produced off production representative tooling*. Materials must be approved to the applicable material specifications, including appearance (style, construction, finish) requirements and procured from the production intent material supplier. Program specific color, gloss or grain approval is not required. *Note: “Production representative tooling” means that a stamped part should be stamped not “hammer-formed” or an injection molded part should not be vacuum-formed. Tooling can be either prototype or production. 编号：SMPV-4.3-006-BP Page 36 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 工程数据制造（这些零部件在ADV计划里面确定） 零部件要经过严格的质量控制程序。 Integration Property has the following MINIMUM part characteristics (fidelity): Parts must be “production intent”* and may be either prototype or production tooled (Exceptions--headlamps, etc.) CVER & SVER P2 Released components IVER (U1 & IDR Styled Surface)--Includes only those components (parts) and systems required for the IV Build per the Program LADV plan PPQP (Pre-Production Part Quality Process) Status (formerly GP-11) - High-fidelity, high-quality parts 6.4.8.4 制造验证造车（MCB） 制造验证造车（Manufacturing confirmation Build）是在生产线正式造车（PPV）前的准备工作，检验车辆的工艺可行性，在工厂里完成制造，以识别工厂的问题并为正式造车做好员工培训。造车会通过所有的工艺系统，为工厂员工展示产品和工艺过程的学习机会。造车所用的零部件可以采用EP车的零部件，运送到工厂。在PPV前1个月完成首辆车的制造。 This build is a training and preparation event, using Engineering Prototype Build materials which are shipped to the plant. Vehicles will run through the plant systems and will be exposed to plant personnel. They are intended to provide a product/process learning opportunity for the plant personnel. This will facilitate operator training, tooling tune-in, and process validation in preparation for the Product/Process Validation and Manufacturing Validation Build activities. Early identifier for plant issues prior to MVB events 生产验证车（PPV car） 用正式生产工装模具和制造工艺制造的样件并按照生产线工艺装配而成的样车。目的为：100%动力总成标定、底盘操控性验证、动力加速性验证和VTS认证，同时对制造工艺进行验证和生产工人培训。 PPV car: Production process validation vehicle assembled with the parts made by production manufacturing process in production vehicle line. It is for the development of 100% PT calibration, completion of VTS validation / calibration in areas where production tooled parts & production assembly process are required and the training of assembly line personnel. PPV造车的职责分工： 采购负责PPV零部件采购到位 PPV批量零部件入库许可-SQE 物流负责PPV零部件上线准备 编号：SMPV-4.3-006-BP Page 37 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 工程负责零部件技术状态控制，零部件工程认可 质保负责零部件MB2 80%合格 制造工程负责生产线就绪，工厂负责制造 PPV responsibilities: Purchasing department in charge of procurement SQE in charge of PPV batch parts storage validation Logistics department in charge of PPV parts online preparation Engineering department in charge of parts technical status control, parts engineering validation QA in charge of MB2 80% Qualified Manufacturing engineering makes sure the production line is ready, while plants are in charge of manufacturing 6.4.8.5 预试生产造车（PP car） Pre-Pilot造车主要考核工艺装备、检验流程和检验装置的过程能力。在批量生产工装模具的条件下要求制造确定尺寸和形状的单一零件，以及试验所有单一工艺装备和组合工装的功能。PP车辆要求所有的零件都完成MB2匹配。 Pre-pilot evaluates equipment, test process and the capability of test equipment. Under the conditions of mass production tooling, manufacturing single parts with determined size and shape is required, as well as to test a single technology and equipment, and composite tooling. PP vehicle requires that all parts are completed MB2 match. 6.4.8.6 试生产造车（P car） Pilot造车主要对批量生产工装设备和制造系统最终认可，保证正常生产条件下制造出的单一零件和总成的尺寸和匹配的稳定性，并对爬坡质量进行考核。Pilot车辆要求所有的零件获得PPAP认可，最终生产出的P car视为可销售车。 详细内容见《样车制造和验证控制程序》以及《生产启动管理流程》 The Pilot car final verifies mass production tooling equipment and manufacturing systems, to ensure the stability of the single parts and assemblies manufactured under normal production conditions, size and matching, and assess the climbing capability. Pilot vehicles require all parts with PPAP validation, and ultimately produce the P car as a marketable car. Details please see < Procedure of prototype building and validation> and 6.4.9 零部件开发、质量及交样控制 Part Development and Sample Control 6.4.9.1 零部件俱乐部 Part Club 零部件俱乐部活动覆盖零部件开发的整个生命周期，通过跨部门的团队合作跟踪零部件的诞生直至零部件最终成熟。包括SOR发布、数据发布，定点，送样、认可，生产断点、零部件版本的更新等。零部件俱乐部通过对零部件的信息集中管理，从而协调、跟踪和控制零件可用性，并保证零部件状态满足项目主计划的要求。 编号：SMPV-4.3-006-BP Page 38 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 根据项目的不同阶段，零部件俱乐部关注内容和工作方式也有所不同。零部件俱乐部在GVDP大致可以分为三个阶段：G7-G4阶段的零部件管理、G4-G3阶段的零部件管理以及G3-G1阶段的零部件管理。 G7开阀后成立零部件俱乐部，由技术中心牵头，采购、物流、产品工程，试制试验、质保、业务规划与项目管理、制造工程等相关部门选派人员参加，组成零部件俱乐部。主要负责跟踪零部件的数据发布，SOR发布，制造深度确认，采购定点及Simulator，EP造车的交样管理。 G4-G3阶段的零部件俱乐部由采购负责召开。主要对PPV造车阶段的零部件的更改实施，零部件供货，质量状态和认可状态进行管理，有效准备工厂PPV造车。 G3-G1阶段的零部件俱乐部由物流负责召开。主要对Pre-Pilot和Pilot阶段的零部件送样管理进行控制。 详细内容见《零部件俱乐部流程》 Parts club activities cover the entire life cycle of the components developed by cross-functional teamwork to track the birth of the parts until the parts ultimately mature, with SOR released, data release, sourcing, sample validation, production breakpoints, parts version update included.Through centralized parts information management, Part club coordinates, tracks and controls parts availability, to ensure that the parts meet the requirements of the project master plan. According to the different stages of the project, Parts Club concerns about different content and ways of working. Parts club in GVDP can be roughly divided into three stages: G7-G4 stage parts management, G4-G3 stage parts management, and G3-G1 stage parts management. Part club is established after G7 open, led by the Technology Center and participated by purchasing, logistics, product engineering, prototype testing, quality assurance, business planning and project management, manufacturing, engineering and other relevant departments. Part club is primarily responsible for tracking the data release of parts, SOR release, manufacturing further confirmation, puachasing sourcing and Simulator, EP car sample management. Part club of the G4-G3 stage is organized by the purchasing department, mainly concerned about implementation of changes to parts of the PPV car, parts supplier, quality, status and management of validation status, effective preparation for plant PPV manudacturing. Part club of the G4-G3 stage is organized by the logistics department, mainly concerned about sample management of the Pre-Pilot and Pilot stage. For more Details, please see \"Parts club process.\" 6.4.9.2 零件交样职责分工 Sample Control 编号：SMPV-4.3-006-BP Page 39 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 交样管理职责分工表 造车阶段 零件状态 Mule 软模*/手工件 Pre-TG2 DRE Simulator 软模*/手工件 Pre-TG2 EP 软模* Pre-ESO DRE EP OTS Pre-ESO DRE&SQE T&V DRE SQE DRE SQE 供应商 QA 采购 PPV OTS Pre-ESO SQE Plant LO DRE SQE 物流 SQE 供应商 QA 采购 PP 批量 P 批量 SOP 生产爬坡 PPAP 认可阶段 入库凭证（吊牌+状态号） 零部件收料 技术状态确认 供货状态确认 断点控制 尺寸，材料 台架性能 匹配 MRD 偏差许可（ESO未完成） 偏差许可（PPAP未完成） ESO PPAP DRE SQE Plant LO DRE SQE 物流 SQE 供应商 QA 采购 SQE Plant LO SQE 物流 SQE 供应商 QA 采购 Plant LO T&V DRE DRE DRE DRE 供应商 采购 T&V DRE DRE DRE DRE 供应商 采购 T&V DRE DRE DRE DRE 供应商 采购 物流 采购 DRE DRE DRE DRE SQE SQE 表3 零部件职责分工 6.4.9.3 供应商质量控制总体职责定义 Supplier Responsibility 从零部件的角度来讲：SQE在OTS零件开模启动后，全面负责零部件的尺寸、材料、工艺和性能的真实性。DRE负责对零部件技术状态进行确认，对偏差进行决策。 *如果软模件的供应商是生产定点供应商，则也由SQE负责监控该零件的尺寸、材料、工艺及性能。 From the perspective of the parts: SQE has overall responsibility for the authenticity of the size of the parts, materials, process and performance after the start of the OTS parts mold. 编号：SMPV-4.3-006-BP Page 40 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 DRE is responsible for confirming the components technical condition and making decisions about deviation. * If the suppliers of the soft mold are the suppliers of production sourcing, SQE is also responsible for monitoring the size of the parts, materials, process and performance. 6.4.9.4 供应商质量控制（Supplier Quality Control） SQE对供应商零件开发和制造的质量控制主要通过4次阶段性评审予以推进；推动供应商、工程师、采购员和供应商质量工程师在零部件质量成熟过程中的同步工作，形成固定的决策机制。 Kick-Off Meeting 模具制造开模评审 工装样件首样评审 生产件正式批准评审PPAP Kick-off Meeting后1个月启动第一阶段评审，主要对过程流程图、P-FMEA、CP、进度表和问题清单进行跟踪和评审。 第二阶段评审是开模评审。对第一次评审内容的回顾和更新。重点对模具、检具的设计质量进行评审。 第三阶段评审是首样评审。负责对OTS交样零件的质量和状态控制。及时发现、通报和解决OTS阶段的设计质量问题和供应商过程问题。 第四阶段评审是PPAP评审。对供应商的小批量生产过程进行审核。控制PPV、PP、P阶段零件的质量和状态。及时发现、通报和解决零件批产阶段的一致性问题和提高过程稳定能力。 详细内容见《上海汽车乘用车分公司前期SQE工作手册》 SQE parts supplier progress four times a stage review: Kick-Off Meeting Tooling Kick-Off Review Review OTS Review The first phase:Kick-off Meeting, a month after the start of the first phase of assessment, tracking and review process flow chart, the P-FMEA, CP, schedule and list of issues. The second phase: Tooling Kick-Off Review. First review the contents of the review and update. Focus on the mold, fixture design quality assessment. The third stage: OTS Review. The quality and state control of the kind of parts is responsible for the OTS to pay. Timely detection, reporting and resolution of the OTS stage of the process of design quality and suppliers. The fourth stage: PPAP Review. Audit suppliers of small batch production process. Control the quality and status of the PPV, PP, P-stage parts. Timely detection, reporting and resolution of the consistency problem of parts batch production stage, and improve the 编号：SMPV-4.3-006-BP Page 41 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 stability of the process. Details, see Shanghai Automotive passenger vehicles branch of the early SQE work manual \" 6.4.9.5 产品匹配质量控制（Product Matching Quality Control） 综合匹配是一个反复的匹配分析和改进的过程。它提供了一种手段，对车身冲压单件、焊接分总成、焊接总成、车身外覆盖件、内饰件和外饰件进行匹配和测量分析，对尺寸、配合、缝隙、平整度、色差、外观、拼焊或者装配的工艺性、可油漆性和功能等匹配结果进行评价，测量分析匹配缺陷产生的原因，指导模具改进、工装设备的调整、工艺参数优化、产品设计和产品技术规范的更改。零部件产品匹配质量基本分成3个阶段：MB1、MB2、MB3。（发动机舱使用标准车头，不在本块内容中描述。） Comprehensive matching is an iterative matching analyzing and improving process. It provides a means of one-piece body stamping, welded sub-assembly, welding and assembly, body covers, interior parts and exterior parts of matching and measurement analysis, with the gap size, flatness, match the color, appearance, tailor welded or assembly process, can paint and function evaluation of the results, measurement analysis match the defect causes to guide mold to improve the adjustment of the tooling equipment, optimization of process parameters, product design and product technical specifications to change parts products match the quality of basic divided into three stages: MB1, MB2, and Value for the MB3. (The front of the engine compartment using a standard, not the contents of this block description.) 1、预匹配认可（MB1） 预匹配认可是针对OTS样品检验规定的。对非批量生产状态下生产的零件，以及在模具或工装设备供应商生产出来的零件进行预匹配分析，对已经存在或者可能发生的缺陷进行分析改进。预匹配认可可以利用主模型和综合匹配样架，也可以利用检具和测量支架或者工装设备，辅助以相应的测量设备进行。对于需要烂皮纹的内外饰件，要求对光坯件匹配合格，收到质量组的皮纹认可报告后才允许烂皮纹，以避免模具修改困难甚至模具报废。 1-Pre-matching approval (MB1) The pre-matching validation is prescribed for the OTS sample test. The state of the non-mass-production parts, and parts produced in the mold or tooling equipment suppliers to the pre-match analysis, analysis and improvement of the defects that already exist or occur. Pre-matching validation can take advantage of the master model and comprehensive match-like frame, can also take advantage of gages and measurement stand or equipment, auxiliary to the corresponding measuring device. For interior and exterior in need of rotten sticks, optical blanks match should be qualified. Only after validation report is received, rotten sticks will be allowed, to avoid mold modification difficulties and even mold scrapped. 编号：SMPV-4.3-006-BP Page 42 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 2、综合匹配认可（MB2） 综合匹配认可是针对PPAP样品检验规定的。对批量生产状态下生产的零件进行匹配分析，对零件的尺寸、缝隙、平整性、色差、外观、装配性能等进行测量分析，并作最终评价。综合匹配认可可以利用主模型和综合匹配样架，也可以利用检具和测量支架或者工装设备，辅助以相应的测量设备进行。 2-Comprehensive matching approval (MB2) Comprehensive match validation is prescribed for PPAP sample test.It‟s Matching analysis for mass production parts. The size of parts, cracks, smoothness, color, appearance, assembly performance, are measured, and eventually evaluated. Comprehensive matching validation can take advantage of the master model and comprehensive match-like frame, can also take advantage of gages and measurement stand or equipment, auxiliary to the corresponding measuring device. 3、试拼试装检验（MB3） 试拼试装检验是针对零部件在车身车间和总装车间的拼装、焊接和装配检验规定的。原则上在车身和整车上使用的所有零部件都要求进行试拼试装检验，对于要求进行综合匹配认可的零部件，只有在综合匹配认可（MB2）达到A或者B状态时才允许开始试拼试装，试拼试装的零部件允许留车使用，试拼试装检验数量为10辆套，主要检验零部件在拼焊或者装配过程中产生的影响，比如： - 以用户的眼光来进行匹配评价（零件间的配合、缝隙、平整度、外观、色差等） - 拼焊或者装配的工艺性 - 可油漆性（所有油漆表面的油漆可进入性） - 零部件的功能 详细内容见《SMPV-QA-1230_上海汽车车身匹配准则_01A》 3-Test building matching approval (MB3) Test building matching validation is prescribed for parts and components in the body shop and final assembly workshop, assembling, welding and Assembly inspection. In principle, all parts used on the body and vehicle are required to perform test building matching. only A or B status reached in the comprehensive matching validation (MB2), test building is allowed.Parts of the test are allowed to remain on the car. Test building matching is carried out 10 times, to test the impact during parts welding and assembly.such as: - From users‟ perspective, to carry out the calidation (co-ordination between the parts, cracks, roughness, appearance, color, etc.) - Tailor-welded or assembly process - Ability to be painted(all painted surfaces the paint to enter) - Parts function Details, see 编号：SMPV-4.3-006-BP Page 43 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 6.4.9.6 PPAP质量控制（PPAP Quality Control） PPAP 用于确定供应商是否完全理解SAIC的所有工程设计记录和规范要求，并确定其生产过程能按项目要求的JPH生产，以验证其过程有能力生产出符合要求的质量一致的批量产品。 任何新开发或设计更改的零件，或生产工艺发生更改的零件都必须经过PPAP认可批准后，才能用于正式生产。 MB3是PPAP的前提条件。 项目要求试生产（Pilot）阶段，装车零件都是可销售的零件。正式生产（SOP）所有零件100%PPAP完成。 The Production Part Approval Process (PPAP) is used to establish confidence in component suppliers and their production processes, by demonstrating that \"....all engineering design record and specification requirements are properly understood by the supplier and that the process has the potential to produce product consistently meeting these requirements during an actual production run at the quoted production rate.\" Suppliers are required to obtain PPAP approval whenever a new or modified component is introduced to production, or the supplier‟s manufacturing process is changed MB3 is a prerequisite for PPAP. During the Pilot stage, all parts must be marketable ones. All parts are 100% PPAP since SOP. 编号：SMPV-4.3-006-BP Page 44 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 7 控制目标及关键控制活动 7.1 里程碑评审 Milestone review 控制目标 Control target 控制活动编号 Control number 关键控制活动 key activities 根据具体的项目，VLE负责协调各部门确认项目的里程碑、交付物和时间进度方案，组织项目开发和里程碑评审，发布里程碑评审的决议 VRD001-CA01-6.3.1 通过关键节点的评审，控制项目的质量、时间和成本符合设定的目标，及时发现项目过程中的重大问题并进行决策 Assess the key points to meet project quality, time limit and the issue time cost, VRD001-CA03-6.3.2 major in and identify VRD001-CA02-6.3.1 VlE make master timing and deliverables of each milestone agreed with cross functions, manages the program development ,organize the gateway review meeting and release the decision of top management 根据设定的里程碑，各部门准备交付物，并进行自评，根据自评的状态向VLE汇报 Functions prepare the deliverables and make self-review, report the status to VLE. 根据不同的里程碑，相应的决策层对里程碑进行评审，评估项目状态。G8和G6由总裁办公会议进行最终决策；G9/G7/G5~G1由质量委员会或其授权者进行决策。 Based on the milestones review process, relevant top management reviews the status of program and makes decision. G8 and G6 are finally decided by president office meeting,G9/G7,G5 to G1 by Qualitycommittee 项目评审的状态分为红、黄、绿三种。如果项目状态为红色，则中止项目或进行重大调整；如果项目状态为黄色，则带条件批准项目的继续执行，限定整改的时间；如果项目状态为绿；则项目继续执行。 Red, yellow and green are three status of program review .Red mean the program should be adjusted greatly or even terminated。Yellow means the program is carried on conditionally, correction time is limited. Program continually goes on if status is Green 根据不同的里程碑，由规划部发布项目决议通告（NOD），财务部根据通告逐步在G9、G8和G6批准和释放整个项目的预算。 VRD001-CA04-6.4.2 Business and strategy planning department release the notice of decision after milestone review, respectively G9, G8 and G6. Finance department release the budget based on NOD 7.2 CR/DN-Change Request and Decision Notice 产品规划更改申请/决议通告 编号：SMPV-4.3-006-BP Page 45 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 CR/DN 控制目标 Control target 控制活动编号 Control number 关键控制活动 key activities 产品规划的更改需要通过CR（change request）提出 申请，由相关专业部门进行影响分析，VLE在此基础 上提出建议，由运营执行委员会分管领导批准。涉及 以下情况的更改，需要由运营执行委员会进行审批： Product plan change should raise change request. 通过对产品规划的更改控制，确保项目的重大变更得到合理有效的审批。 Control change the VRD001-CA06-6.4.product plan 1 to validate the great change reasonably and effectively VLE will make suggestion to master director of EXCOM if analysis of concerned functions is feasible. The following change should be reviewed by EXCOM 增加基本车型 add new type of vehicle(Trim level) 影响不止一个车型平台 affect more than one platform 物料成本增加超过50元人民币 material cost more than 50yuan 需要的投资和费用超过200万元人民币 total development fee and investment is more than 2,000,000yuan 的变更 architecture changed include power train 车型名称、铭牌更改 vehicle name and nameplate change CR流程适用于G7-G1；CR process is activated from G7 to G1 总体设计架构（Architecture）的变更，包括动力总成7.3 项目团队组建 Program execution team established 控制目标 Control target 确保人力资源和组织架构满足项目要求 Assurance conformance to VRD001-CA015-4.1the human 1 resources and organization as the program requirements G8建立PET 团队，明确小组成员和职责分工 PET established before G8, group member and duty defined 控制活动编号 Control number 关键控制活动 Key activities 编号：SMPV-4.3-006-BP Page 46 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 7.4 G9-整车项目战略立项Program Strategy Approval G9:整车项目战略立项----时间：SOP前46个月----下一里程碑G8：项目启动-----时间：SOP前39个月 G9:PSA-45 months before SOP next milestone G8: PC-39 months before SOP 控制目标 Control target 评审当前型谱设定的产品是否具备条件进入项目前期的论证阶段，从产品战略和公司目标来平衡其必要性，做出是否启动前期研究的决定 LOG9001 FDG9006 FDG9005 FDG9004 FDG9003 FDG9002 FDG9001 初始的物料成本目标 Preliminary material cost target 初始的横向模具费投资预算目标 Preliminary spending target for vendor tooling 初始的开发预算目标 Preliminary spending target for Engineering Expense 初始的制造投资预算目标 Preliminary spending target for Manufacturing investment 初始的经济性分析 Preliminary Bussiness Case 初始的商务及结构成本 Preliminary bussiness cost 物流部-Logistics 物流对加工技术、工艺、方法和过程安全的创新方案 BPG9006 BPG9005 BPG9004 BPG9003 BPG9002 BPG9001 AMG9001 序号 Act. num. 关键控制活动 key activities 售后服务部-After Sales 初始的售后服务目标，如保修期 Initial Aftersales services target,eg: guarantee 业务规划与项目管理——Business Planning and Program Management 项目主要节点计划 Proposed Program Plan 项目总体内容 Initial Program Profile 项目管理团队组建建议 Program Team Identification 产品战略 Product Strategy 定义全生命周期的产品规划（包括产品特质，中期改型需求，扩展市场和动力总成升级） Define the product planning of life cycle (including feature, face-lift, share increase and powertrain upgrades) 提请G9开阀批准报告 G9 review report 财务部-Finance 编号：SMPV-4.3-006-BP Page 47 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G9:整车项目战略立项----时间：SOP前46个月----下一里程碑G8：项目启动-----时间：SOP前39个月 G9:PSA-45 months before SOP next milestone G8: PC-39 months before SOP 控制目标 Control target QAG9004 QAG9001 QAG9003 PDG9001 PDG9002 PDG9003 MKG9006 MKG9004 MKG9003 MKG9002 MKG9001 MEG9004 MEG9003 MEG9001 序号 Act. num. safety 制造工程部-Manufacturing Engineering 提出包含新工艺的生产技术（确保加工技术、工艺、过程的方案） New production technology with new process 提出制造地建议方案 Production plant proposed 初步制造需求（MR-Manufacturing Requirements） Initial Manufacturing Requirements 市场部-Marketing 初版市场业务计划 Preliminary marketing bussiness plan 初版产品规划策略（PP-Product Planning） Initial Product Planning 初始的产品配置阶梯表 Initial Product Feature Ladder 初始的造型方向建议 Preliminary Styling Direction Suggestion 初始的产品特性要求（PAP-Product Attributes Profile） Initial Product Attributes Profile 采购部-Purchase 初始的采购策略 Initial purchasing strategy 架构类零部件合作供应商的确定 Architecture cooperative supplier confirmation completed 架构类零部件横向模具预算 Architecture vendor tooling budget 质量保证部-Quality Assurance 基于市场的质保策略制定 Quality Strategy based on market complete 提出对车辆新技术的质量要求（电子技术、遥控技术, 法规要求，适用安全性） Quality requirements to new technolegy proposed 已投产项目的产品质量经验 Lessons and Learned 关键控制活动 key activities The logistical innovation of processing technology, process, method and process 编号：SMPV-4.3-006-BP Page 48 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G9:整车项目战略立项----时间：SOP前46个月----下一里程碑G8：项目启动-----时间：SOP前39个月 G9:PSA-45 months before SOP next milestone G8: PC-39 months before SOP 控制目标 Control target TCG9018 TCG9017 TCG9016 TCG9015 TCG9014 TCG9013 TCG9012 TCG9011 TCG9009 TCG9007 TCG9006 TCG9005 TCG9004 评估架构级的主要优点和缺点及建议措施 Identify key strengths and weaknesses (architecture level) and proposed actions 研究新概念、技术和配置，并进行风险评估 Study on new concepts, technologies or features and make risk evaluation 完成竞争样车对标/拆解，结果反馈到概念布置和架构策略 Benchmark/ teardown rivals to feed results into concept layout and architecture strategy 确定满足关键战略目标的工程要求,反馈到概念布置和架构策略 Engineering requirements to meet key strategic targets，considered in package and architecture strategy 初始总布置完成 Initial package layout complete 初始项目内容清单（PCS-Program Content Sheet）完成 Preliminary PCS completed 初始的动力总成计划 Initial power train plan 定义前期工程（G9~G8）的工作内容和组织机构 Define advanced engineering programme content, organisation and work share plan for G9 to G8 完成G9~G8的工程开发计划，包含预算和资源需求 Completion of engineering activity plan for G9 to G8 including budgets and resource requirements 制定整车概念技术描述表（CTD-Concept Technical Descriptor)Develop Concept Technical Descriptors 制定架构零部件设计概念方案计划（DCS-Design Concept Sheet） Develop Architecture Parts DCS Plan 平衡整车性能，并制定粗略技术方案。 Develop Coarse Balanced Engineering Solution(Vehicle Performance) 明确整车开发的合作伙伴 Develop Signed Intellectual Property (IP)Agreement for Program Development with SAIC and Joint TCG9003 TCG9002 TCG9001 确定架构的关键原则，包括主要的共用部分 Key architecture principles established, including major areas of common-in-use. 造型概念，草案和计划 Design Concept, proposal and plan 架构系统策略制定Architecture system strategy defined 序号 Act. num. QAG9005 关键控制活动 key activities 质量提升方向确定 Quality improvement direction identification 技术中心-SMTC 编号：SMPV-4.3-006-BP Page 49 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G9:整车项目战略立项----时间：SOP前46个月----下一里程碑G8：项目启动-----时间：SOP前39个月 G9:PSA-45 months before SOP next milestone G8: PC-39 months before SOP 控制目标 Control target TCG9022 TCG9020 TCG9019 法规需求确定 Regulatory Requirements Indentification 制定DFP计划 Decision Fix Point (DFP)Schedule Complete 初始的可视化BOM建立 Initial visual BoM created 序号 Act. num. 关键控制活动 key activities Venture/Alliance 7.5 G8-项目启动Program Commencement G8:项目启动----时间：SOP前39个月----下一里程碑G7：方案批准-----时间：SOP前33个月 G8:PC-39 months before SOP next milestone G7: CA-33 months before SOP 控制目标 Control target 评审项目前期研究的可行性分析结论是否达到战略立项设定的目标，包括技术、财务、BPG8003 质量、制造等， 在综合平衡之后批准项目的目标，正式启动项目 Validate all initial target including program requirements, product define, budget, and program main FDG8001 FDG8002 BPG8007 BPG8008 BPG8006 BPG8005 BPG8004 BPG8002 BPG8001 AMG8001 序号 Act. num. 售后市场目标 业务规划与项目管理——Business Planning and Program Management 初始产品配置清单 Initial Concept Feature List(CFL ) 公司级的策略目标发布 Key initial company strategic targets issued 项目交付物确认 Project deliverables confirmed 制定项目主进度大纲 Project master timing plan developed 提请G8开阀批准报告 Issue G8 report: Key Issues Description(s) & Recommendation(s) 初始产品项目任务书发布 Initial Product Program Content (PPC) released 产品项目战略意图（DSI-Document of Strategic Intent） 项目管理团队组建完成 Project management team organised 财务部-Finance 财务业务计划（BC-Business Case）分析报告 Business Case (BC) 财务边界条件确定-物料成本目标 Develop Financial Boundary Conditions Requirement: Material Cost Target 关键控制活动 key activities 售后服务部-After Sales 编号：SMPV-4.3-006-BP Page 50 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G8:项目启动----时间：SOP前39个月----下一里程碑G7：方案批准-----时间：SOP前33个月 G8:PC-39 months before SOP next milestone G7: CA-33 months before SOP 控制目标 Control target timing. According to the advanced study, the top FDG8004 managment release the Program total budget for G8 to G6. LOG8001 MKG8001 MKG8002 MKG8004 MKG8005 MKG8007 MKG8008 PDG8001 PDG8004 PDG8005 MEG8004 MEG8003 MEG8002 MEG8001 LOG8002 FDG8005 序号 Act. num. FDG8003 关键控制活动 key activities 财务边界条件确定-项目投资和开发费用目标 Develop Financial Boundary Conditions Requirement: Initial Investment, Engineering expense target 架构零部件物料成本目标 CostBook of architecture parts 造型相关长周期零部件物料成本目标 CostBook of styling related parts 物流部-Logistics 物流策略制定(运输方式，仓储规划等) Logistics strategy established 物流投资预算 Investment budget 制造工程部-Manufacturing Engineering 制造策略制定 Manufacturing strategy defined 制造投资预算（含详细G8~G7预算） Investment total budget and detailed for G8 to G6 初版的加工深度 Initial Subassembly Plan 制定车身装配和零件共用策略 Develop Body Assembly and Parts Sharing Strategy 市场部-Marketing 市场业务计划 Marketing business plan 市场竞争特性要求（MAP） Marketing Attributes Profile 造型设计诉求（Design Brief） 细分市场定义（MSS） Market Segment Sheet 产品配置阶梯表 Product Feature Ladder 造型草图诊断(Clinic) Styling Sketch Clinic 采购部-Purchase 采购策略制定（战略、策略供应商） Purchase strategy defined 架构类零部件及其他关键零部件定点计划 Nomination plan of architecture and other critical parts 造型相关长周期零部件定点计划 Nomination plan of styling related parts 编号：SMPV-4.3-006-BP Page 51 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G8:项目启动----时间：SOP前39个月----下一里程碑G7：方案批准-----时间：SOP前33个月 G8:PC-39 months before SOP next milestone G7: CA-33 months before SOP 控制目标 Control target 评审项目前期研究的可行性分析结论是否达到战略立项设定的目标，包括技术、财务、质量、制造等，在综合平衡之后批准项目的目标，正式启动项目 TCG8010 TCG8008 TCG8009 TCG8002 TCG8004 TCG8005 TCG8006 TCG8007 TCG8001 QAG8006 QAG8005 QAG8004 QAG8003 QAG8002 QAG8001 PDG8010 PDG8008 序号 Act. num. PDG8006 关键控制活动 key activities 造型相关长周期零部件合作供应商确定 Styling related parts suppliers defined 架构类零部件开发供应商定点完成 Development architecture suppliers nomination 制定采购件工装模具预算 Budget for Puechased Parts' Off-Tooling Die 质量保证部-Quality Assurance 初始质量目标 Initial quality targets 确定现有产品的质量问题 Quality issues on current product identified 质保投资预算 QA investment budget 架构零部件质量目标（定点前10周/G8前10周） Architecture quality targets(10 wks prior to nomination/G8) 对标车（benchmark）质量目标分析 Benchmark quality target analysis 质量提升目标确定 Quality improvement target defined 技术中心-SMTC 整车架构方案批准 Architecture concept approval 车辆运动学硬点 Dynamic hard point 造型方向选定 Styling direction decision 工程开发进度计划 Engineering delivery (timing) plan developed Mule ADV计划发布 Mule ADV plan released 制定产品开发预算（含G8到G6的详细开发费） Product development budget estimate from G8 to G6 defined(development fee from G8 to G6 in detail) 初始整车技术规范(VTS) Initial Vehicle Technical Specification (VTS) 主要系统概念、方案和技术要求 Major system concept, alternative solutions and technology requirements identified 可视化BOM（Visual BOM)开发完成 Visual BOM completed 编号：SMPV-4.3-006-BP Page 52 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G8:项目启动----时间：SOP前39个月----下一里程碑G7：方案批准-----时间：SOP前33个月 G8:PC-39 months before SOP next milestone G7: CA-33 months before SOP 控制目标 Control target 评审项目前期研究的可行性分析结论是否达到战略立项设定的目标，包括技术、财务、TCG8017 质量、制造等，在综合平衡之后批准项目的目标，正式启动项目 TCG8022 TCG8021 TCG8020 TCG8015 TCG8014 TCG8013 TCG8012 序号 Act. num. TCG8011 关键控制活动 key activities 概念车/结构车零件（架构零部件）TG0数据发布 CVER-Concept Vehicle/SVER-Structure Vehicle Engineering TG0 Release 架构零部件开发SOR发布 Architecture part development SOR issued 架构零部件（下车体零件（CV-Concept Vehicle）和结构零部件（SV-Structure Vehicle））制定失效模式分析DFMEA计划并开始此项工作 Architecture(CV and SV)DFMEA plan established and carried out 造型相关长周期零部件制造SOR发布计划 Manufacture SOR release plan regarding long-lead styling parts 架构系统及零部件开发概念方案（DCS-Design Concept Sheet） Architecture systems & components concept solution 工程开发必须满足的关键项定义完成（imperatives) Develop Engineering Imperatives 制定断面手册 Develop Key Criteria Sections 造型相关长周期零部件开发SOR发布 Development SOR regarding long-lead styling parts released 项目开发内容清单和描述（PCS-Program Content Sheet/PCD-Program Content Discription） PCS and PCD TCG8023 TCG8024 TCG8025 TCG8026 TCG8027 TCG8028 TCG8029 TCG8031 TCG8032 TCG8033 TCG8034 初始整车预研零部件清单（SPL-Study Part List） 整车概念技术描述表（CTD-Concept Technical Descriptor) BOM重用比率分析报告 BOM reuse analysis 对标车（benchmark)工程分析报告 Benchmark engineering analysis 架构类零部件制造SOR发布计划 Manufacture SOR release plan regarding long-lead architecture parts 初始整车完整特征清单（FFL-Full Feature List） Initial Full Feature List 制定零部件设计概念方案（DCS-Design Concept Sheet）计划 DCS plan established 整车安全策略报告 Vehicle safety strategy report 前期工程虚拟分析状态报告 Advanced engineering virtual analysis status report 前期工程安全可行性分析报告 Advanced engineering safety feasibility analysis report 同步工程小组成立 Simultaneous Engineering Teams (SET)/Core Teams established 编号：SMPV-4.3-006-BP Page 53 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G8:项目启动----时间：SOP前39个月----下一里程碑G7：方案批准-----时间：SOP前33个月 G8:PC-39 months before SOP next milestone G7: CA-33 months before SOP 控制目标 Control target 序号 Act. num. TCG8035 TCG8036 TCG8037 关键控制活动 key activities 质量目标控制计划发布 Quality target control plan released DFP状态评估 Execute Criteria Process to DFP (Decision Fixed Point) Schedule 制定IT和数据管理计划 IT and data management plan established 7.6 G7-方案批准Concept Approval G7:方案批准----时间：SOP前33个月----下一里程碑G6：项目批准-----时间：SOP前24个月 G7:CA-33 months before SOP next milestone G6: PA-24 months before SOP G7 控制目标 Control target 审核确认架构方案，选定型主题，在工程研究以及其他专业部门方案开发的基础上，确认项目的可交付性 Confirm architecture solutions,make decision about single theme and confirm program feasibility based on corss functional concept development FDG7004 FDG7003 FDG7002 FDG7001 BPG7005 BPG7004 BPG7003 BPG7001 BPG7002 序号 Act. num. 关键控制活动 key activities 售后服务部-After Sales Service parts strategy 业务规划与项目管理——Business Planning and Program Management 产品项目任务书发布(PPC) Product Program Content released 项目主进度计划发布 Program Master-Timing plan released 产品配置冻结 Concept Feature Frozen 提请G7开阀批准报告 Issue G7 review report: Key Issues Description(s) & Recommendation(s) 项目必须满足的约束条件（Imperatives） Imperatives that program must meet 财务部-Finance 成本数据跟踪单（Cost data Tracking Sheet）CDTS就绪 Cost data Tracking Sheet Ready 财务业务计划（BC）发布 Develop Business Case 财务边界条件发布-整车零部件目标成本发布（Piece CostBook）(G7前6周) Financial Boundary Conditions released-Piece CostBook released (6 wks prior to G7) 财务边界条件发布-项目投资和开发费目标发布 Financial Boundary Conditions released- Program investment and engineering expense target released (6 wks prior to G7) 编号：SMPV-4.3-006-BP Page 54 / Total 83 AMG7002 售后服务备件策略 版本：2.2 上海汽车集团股份有限公司乘用车公司 G7:方案批准----时间：SOP前33个月----下一里程碑G6：项目批准-----时间：SOP前24个月 G7:CA-33 months before SOP next milestone G6: PA-24 months before SOP G7 控制目标 Control target 审核确认架构方案，选定型主题，在工程研究以及其他专业部门方案开发的基础上，确认项目的可交付性 MKG7001 MKG7002 MKG7003 PDG7001 PDG7002 PDG7003 PDG7004 MEG7007 MEG7005 MEG7004 MEG7003 MEG7002 MEG7001 LOG7005 LOG7004 LOG7002 LOG7001 序号 Act. num. 关键控制活动 key activities 物流部-Logistics 粗略（High Level）的物流成本定义 High level logistics costs defined 造型相关长周期零部件制造SOR物流相关输入 Development SOR logistics related input regarding long-lead styling parts 制定项目物流需求 Program Logistic Requirements defined 架构类零部件制造SOR物流相关输入 Development SOR of logistics input regarding architecture parts 制造工程部-Manufacturing Engineering 制造方案（生产地，JPH，工艺，柔性化） Manufacturing concept（Plant/JPH/Process/Flexiblity） 粗略的制造成本定义 high level manufacture cost defined 与主题模型造型相关的制造问题（Manufacturing Issue Report-MIR）100%有解决方案 Theme model related MIRs 100% have solution 制造装配深度方案评估完成 Manufacture assembly depth concept assessed 制造招标技术文件发布计划 Manufacture bidding technical document release plan 制定项目制造需求（Manufacturing Requirements) Program Manufacturing Requirements established 市场部-Marketing 细分市场定义（MSS） Market Segment Sheet 市场业务计划 Marketing Business Plan 造型主题诊断（clinic） Styling Theme Clinic 采购部-Purchase 造型相关长周期件制造供应商定点完成 Styling-related LL supplier nomination completed 架构零部件制造供应商定点完成 Architecture production supplier nomination completed 中周期零部件定点计划 Nomination plan of mid-lead parts 主题模型造型相关物料成本状态评估 编号：SMPV-4.3-006-BP Page 55 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G7:方案批准----时间：SOP前33个月----下一里程碑G6：项目批准-----时间：SOP前24个月 G7:CA-33 months before SOP next milestone G6: PA-24 months before SOP G7 控制目标 Control target 审核确认架构方案，选定型主题，在工程研究以及其他专业部门方案开发的基础上，确认项目的可交付性 TCG7014 TCG7013 TCG7011 TCG7010 TCG7009 TCG7008 TCG7007 TCG7006 TCG7005 TCG7004 技术中心-SMTC 零部件的设计概念方案分析完成（DCS） Design Concept Sheet（DCS) developed 主零部件清单发布（MPL-Master Part List） Master Part List released 整车技术规范（VTS）发布 Vehicle Technical Specification released 总布置硬点和乘客舱布置完成 Package hard points and occupant package defined 整车重量目标分解完成 Vehicle weight target breakdown completed 概念车/结构车(TG1数据发布)虚拟装配评估报告 CVER/SVER (CVER/SVER-Concept/Structure Vehicle Engineering TG1 Release) Virtual Structure Vehicle Assessment 内外饰造型主题(Styling Theme)选定（2选1/go for 1) Interior and Exterior Styling theme selected (Go for 1) 初版零部件数据发布计划 First edition of part data release plan 概念车/结构车零件（架构零部件）TG1数据发布（-SOP前32个月） CVER-Concept Vehicle/SVER-Structure Vehicle Engineering TG1 Release(32 M prior to SOP) G8到G7预算使用状态评估 G8 to G7 budget Usage Status Assessment QAG7004 QAG7003 QAG7002 QAG7001 PDG7006 PDG7005 序号 Act. num. 关键控制活动 key activities Model-styling-related material cost assessment 架构零件供应商Kick-off会议完成情况。 Architecture part supplier Kick-off meeting 造型相关长周期件供应商Kick-off会议完成情况。 Styling related Long Lead supplier Kick-off meeting 质量保证部-Quality Assurance 产品质量和制造过程质量目标发布 Product and manufacture process quality targets released 主题模型相关 (QIR-Quality Issue)问题100%有解决方案 Theme model related QIRs 100% have solution 造型相关长周期零部件的初步零件质量目标（定点前10周/G7前10周） Initial quality target of long-lead parts(10 wks prior to nomination/G7) 架构类零部件的初步零件质量目标（定点前10周/G7前10周） Initial quality target of architecture parts(10 wks prior to nomination/G7) 编号：SMPV-4.3-006-BP Page 56 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G7:方案批准----时间：SOP前33个月----下一里程碑G6：项目批准-----时间：SOP前24个月 G7:CA-33 months before SOP next milestone G6: PA-24 months before SOP G7 控制目标 Control target 审核确认架构方案，选定型主题，在工程研究以及其他专业部门方案开发的基础上，确认项目的可交付性 TCG7030 TCG7031 TCG7033 TCG7034 TCG7035 TCG7037 TCG7029 TCG7028 TCG7027 TCG7026 TCG7025 TCG7024 TCG7023 TCG7022 TCG7019 TCG7018 TCG7017 序号 Act. num. TCG7015 关键控制活动 key activities 模拟样车（Simulator）装车清单发布 Simulator Build Plan Sheet released 子系统级工程开发计划制定完成 Subsystem level development plan established 整车及动力总成集成开发进度发布 Engineering plan incorporated with PT black box plan 零部件PDT(Part development team)计划发布 Part PDT plan released 下车体零件(CV)和平台结构件(SV)失效模式分析DFMEA完成。车身/内外饰/电子集成件(IV-Integrate Vehicle)制定失效模式分析DFMEA计划并开始此项工作。 DFMEA for CV and SV completed，IV DFMEA plan established and carried out 整车完整特征清单（FFL）发布 Vehicle Full Feature List 确认售后需求在工程概念设计中体现 After-sales requirements are fed into concept solution 架构零部件制造SOR（定点前10周/G7前10周） Architecture parts manufacturing SOR released（10 wks prior to nomination/G7） 造型相关长周期零部件制造SOR（定点前10周/G7前10周） Styling related long lead parts manufacturing SOR released（10 wks prior to nomination/G7） 中周期零部件SOR发布计划 Middle lead parts SOR release plan 体现造型意图的数据发布 Pre-DG0 released 主题模型（Theme Model）A面工程可行性分析 Engineering feasibility analysis for single theme 第一版项目ADV计划发布 First edition program ADV plan released 架构ADV计划发布 Architecture ADV plan released 模拟样车（Simulator）制造数据发布 Design for Simulator Build Release 尺寸技术规范（DTS-Dimention Technical Specification）目标制定 Dimention Technical Specification target defined 子系统技术规范（SSTS）发布 SubSystem Technical Specification（SSTS）released 概念设计虚拟分析状态报告 编号：SMPV-4.3-006-BP Page 57 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G7:方案批准----时间：SOP前33个月----下一里程碑G6：项目批准-----时间：SOP前24个月 G7:CA-33 months before SOP next milestone G6: PA-24 months before SOP G7 控制目标 Control target 审核确认架构方案，选定型主题，在工程研究以及其他专业部门方案开发的基础上，确认项目的可交付性 TCG7042 TCG7041 TCG7040 TCG7039 TCG7038 序号 Act. num. 关键控制活动 key activities Concept design virtual analysis status report 内外造型安全评估报告 EI Styling safety assessment report 架构件市场质量设计风险评估 Architecture parts market quality design risk assessment 造型数据发布计划 Styling data release plan DFP状态评估 Execute Criteria Process to DFP (Decision Fixed Point) Schedule 动态驾驶性能的评估 Drive Quality BIG8 7.7 G6-项目批准Prorame Approval G6:项目批准----时间：SOP前24个月----下一里程碑G5：工程发布-----时间：SOP前19个月 G6:PA-24 months before SOP next milestone G5: ER-19 months before SOP G6 控制目标 Control target 审核所有当前的产品开发工作，所有交付计划和项目投资评估，回顾产品目标和项目要求，冻结产品造型；正式批准项目的实施，释放G6以后的项目预算 FDG6003 FDG6002 FDG6001 BPG6006 BPG6003 BPG6002 BPG6001 序号 Act. num. 关键控制活动 key activities 业务规划与项目管理——Business Planning and Program Management 项目主进度计划锁定 Program Master Timing Plan finalized 产品衍生车型型谱确定 product vehicle derivatives confirmed 提请G6开阀批准报告 Issue G6 review report: Key Issues Description(s) & Recommendation(s) 产品项目任务书批准(PPC) Product Program Content approved 财务部-Finance 财务业务计划（BC）批准 Business Case approved 财务边界条件发布-整车零部件目标冻结 Financial Boundary Conditions released-Piece CostBook forzen 财务边界条件发布-项目投资和开发费目标冻结 Financial Boundary Conditions released- Program investment and engineering expense target frozen 编号：SMPV-4.3-006-BP Page 58 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G6:项目批准----时间：SOP前24个月----下一里程碑G5：工程发布-----时间：SOP前19个月 G6:PA-24 months before SOP next milestone G5: ER-19 months before SOP G6 控制目标 Control target Validate all present status of product development, delivery plan and MEG6001 investment estimate， review the product targets and program requirements, freeze style, MEG6005 approve the program official, release the budget from G6 to SOP. MKG6003 MKG6006 PDG6001 PDG6002 PDG6003 PDG6005 QAG6001 QAG6002 MKG6001 MEG6006 MEG6004 MEG6003 MEG6002 LOG6003 LOG6002 序号 Act. num. 关键控制活动 key activities 物流部-Logistics 提供中周期零部件的制造供应商定点SOR中物流相关输入 Middle-lead part manufacturing supplier nomination SOR Logistics-related input 物流规划前期方案及预算锁定 Logistics plan advanced concept and budget locked 制造工程部-Manufacturing Engineering 造型相关的制造问题（MIR）100%关闭 Styling-related MIR 100% closed 制造深度确定（Sub-Assembly) Manufacturing depth confirmed 制造工艺和工装设备开发计划 Manufacturing process and production tool development plan 确认制造目标可以实现 Confirmation of Manufacturing targets achievement 定义详细的制造资本投资 Detailed manufacturing capital investment defined 自制件模具和长周期设备招标技术文件(定点前12周/G6前12周) In house tooling suppliers bid documents release(12 wks prior to nomination/G6) 市场部-Marketing 细分市场定义（MSS） Market Segment Sheet 市场业务计划确定 Market business plan confirmed 造型总结参考模诊断（Clinic） Styling Reference Model Clinic 采购部-Purchase 中周期零部件制造供应商定点结束 Middle lead part manufacturing Supplier nomination completed 短周期零部件定点计划 Nomination plan of short-lead parts 自制件模具和长周期设备供应商定点结束 In house tooling suppliers nominated 中周期零部件供应商Kick-off会议完成情况。 Middle Lead Part Supplier Kick-off meeting 质量保证部-Quality Assurance 项目质量交付计划确认 Program Quality delivery plans confirmed 零件先期产品质量计划（APQP-Advanced Products Qaulity Process）制定 编号：SMPV-4.3-006-BP Page 59 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G6:项目批准----时间：SOP前24个月----下一里程碑G5：工程发布-----时间：SOP前19个月 G6:PA-24 months before SOP next milestone G5: ER-19 months before SOP G6 控制目标 Control target TCG6010 TCG6011 TCG6013 TCG6014 TCG6015 TCG6006 TCG6007 TCG6008 TCG6005 TCG6003 TCG6002 TCG6001 QAG6008 QAG6007 QAG6006 QAG6005 QAG6004 QAG6003 序号 Act. num. 关键控制活动 key activities APQP established 制定Cubing和检具规划，并启动相应工作以支持PPV造车 Cubing/checking fixtures plan in place and auctioned to support PPV build 造型相关QIR（Quality Issue）100% 有解决方案 Style related QIR 100% closed 中周期零部件的零件质量目标（定点前10周/G7前10周） Middle lead part quality targets(10 wks prior to nomination/G7) EP 质量评审方案 Ep quality review concept EP车质量目标 Ep quality targets 零部件开模计划及状态评估 Tooling plan and parts assessment 技术中心-SMTC G6以后项目的工程开发进度计划锁定 Program engineering development timing plan after G6 finalized 工程样车（EP1）装车清单发布 EP1 part list released 零部件数据发布计划 Part Data Release Plan 零部件危险原材料评估（包括回收等） Component hazardous materials assessment(Recycling plan etc.) 造型获得最终批准（内外饰）（Styling Approval) Style approved (exterior & interior) A面DG1数据发布。 DG1 released 发布中周期零部件的制造SOR（在定点日期前10周/G6前10周） Long and middle lead parts SOR release 10 week before nomination requirement 造型(SRM-Styling Reference Model)工程可行性签署 Styling Engineering Feasibility subscribed 完成车重和重心的当前设计状态与目标的比较 Status on weight and centre of gravity available vs. targets 总布置冻结 Vehicle Package frozen 精确追溯件清单发布 Accurate traceable part list released 整车技术规范（VTS）评估 Vehicle Technical Specification Assessment 编号：SMPV-4.3-006-BP Page 60 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G6:项目批准----时间：SOP前24个月----下一里程碑G5：工程发布-----时间：SOP前19个月 G6:PA-24 months before SOP next milestone G5: ER-19 months before SOP G6 控制目标 Control target TCG6030 TCG6031 TCG6032 TCG6033 TCG6034 TCG6036 TCG6029 TCG6028 TCG6026 TCG6025 TCG6024 TCG6023 TCG6022 TCG6021 TCG6020 TCG6019 TCG6018 序号 Act. num. TCG6016 DG0 released 完成长周期和中周期系统和零部件级的试验计划（DV-Design Validation/PV-Production Valitation）. Long and mid-lead System and component level test plans completed 长周期造型相关钣金和内外饰（IV）失效模式分析DFMEA完成。 Long Lead style related petal and IV DFMEA completed G6~SOP的工程资源和能力计划获得认可 Engineering delivery resource and skills plan to SOP agreed 子系统技术规范SSTS评估 SubSystem Technical Specification Assessment 概念车(TG2数据发布)虚拟装配完成 CVER(TG2 Release) E-build completed 概念车零件（下车体零部件）TG2数据发布（数模&一个月内完成图纸） CVER-Concept Vehicle Engineering TG2 Release（underbody parts）(GD&T 1 month later) 模拟样车（Simulator）关键试验结果 Simulator critical test results 确认维修服务需求可以实现(包括服务时间，维修时间，服务工装，安全等） Confirmation of achievement of Service requirements (service times, repair times, service tooling, security, etc) 确定哪些零部件系统需要诊断设备程序，专家测试设备等工具 Identification of systems which require diagnostic equipment routines, specialist test equipment etc 短周期零部件SOR发布计划 SOR plan regarding short-lead parts 动力总成50%标定完成 Power Train 50% calibration completed 集成车零件（造型相关车身内及外饰零部件）TG0数据发布 IVER-Integration Vehicle Engineering TG0 Release 模拟样车（Simulator）制造状态评估 Simulator Manufacture Status Assessment 第二版项目ADV计划发布 Second edition program ADV plan released 尺寸技术规范（DTS）初版发布 Dimensional Technical Specification (DTS) Initial Release 电子电器样车（Lab car）集成测试报告 Lab car integrated test report 整车市场质量设计风险评估 Vehicle market quality design risk assessment 关键控制活动 key activities 造型A面DG0数据发布 编号：SMPV-4.3-006-BP Page 61 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G6:项目批准----时间：SOP前24个月----下一里程碑G5：工程发布-----时间：SOP前19个月 G6:PA-24 months before SOP next milestone G5: ER-19 months before SOP G6 控制目标 Control target 序号 Act. num. TCG6038 TCG6039 TCG6040 关键控制活动 key activities 模拟样车（Simulator）关键试验状态报告 Simulator key test status report 整车安全概念设计状态报告 Vehicle safety concept design status report DFP状态评估 Execute Criteria Process to DFP (Decision Fixed Point) Schedule 7.8 G5-工程发布Engineering Release G5:工程发布----时间：SOP前19个月----下一里程碑G4：产品和工艺验证-----时间：SOP前8个月 G5:ER-19 months before SOP next milestone G4: PPV-8 months before SOP G5 控制目标 Control target MEG5003 MEG5002 MEG5001 LOG5003 LOG5002 FDG5002 FDG5001 BPG5002 BPG5001 序号 Act. num. 关键控制活动 key activities 业务规划与项目管理——Business Planning and Program Management 项目开发和生产启动主进度 Program development and launch Master Timing 提请G5开阀批准报告 Issue G5 review report: Key Issues Description(s) & Recommendation(s) 财务部-Finance 财务业务计划BC评估 BC Assessment 物料成本状态评估 Costbook Assessment 物流部-Logistics 所有零部件的SOR物流相关输入发布完成 All parts' SOR logistics related input release completed 新旧物料的切换策略已经制定 Material run-out strategy for replaced model in place 制造工程部-Manufacturing Engineering 车身设备招标技术文件发布（定点前8周/G5前8周） Body line equipment supplier bid documents release(8 wks prior to nomination/G5) 失效模式分析，PFMEA完成 PFMEA completed 制造工艺和工装设备开发计划评估 编号：SMPV-4.3-006-BP Page 62 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G5:工程发布----时间：SOP前19个月----下一里程碑G4：产品和工艺验证-----时间：SOP前8个月 G5:ER-19 months before SOP next milestone G4: PPV-8 months before SOP G5 控制目标 Control target 评审工程设计的造型A面和最终图纸，确认达到所有的产品要求，批准启动所有零部件的工装和模具制造启动。 QAG5002 QAG5003 QAG5004 QAG5005 QAG5006 QAG5007 QAG5008 QAG5009 QAG5010 QAG5001 PDG5004 PDG5002 PDG5001 MKG5005 MKG5003 MEG5007 MEG5004 序号 Act. num. assessment 工程数据相关制造问题(MIR)100%关闭 Engineering data MIR 100% closed 纵向件开模状态汇报 In house part tooling status report 市场部-Marketing 市场业务计划 Marketing Business Plan 新车命名 New car naming 采购部-Purchase 所有零件供应商定点在G5前结束，除更改产生的新零件 All parts nomination completely，except those generated by EWO 车身设备供应商定点结束 Body line equipment supplier nominated 短周期零件供应商Kick-off会议完成情况。 Short lead part supplier Kick-off meeting 质量保证部-Quality Assurance EP 质量评审方案 EP quality review alternative EP车质量目标 EP quality target 工程数据QIR（Quality Issue）100%有解决方案 Engineering data QIR 100% close 与各专业部门共同完成零部件的质量计划的制定 professional departments together establish part quality plan 架构零部件首样评审完成 Architecture part OTS review completed PPAP初版计划。 initial PPAP plan 所有零部件的初步零件质量目标（点前10周/G5前10周） Initial quality target of all parts(10 wks prior to nomination) 平台结构件开模评审完成 SV tooling Review completed 内外饰件开模评审完成 EI Part tooling Review completed 集成零部件开模评审完成 IV Part Tooling Review completed 技术中心-SMTC 关键控制活动 key activities Manufacturing process，equipment and tooling development plan 编号：SMPV-4.3-006-BP Page 63 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G5:工程发布----时间：SOP前19个月----下一里程碑G4：产品和工艺验证-----时间：SOP前8个月 G5:ER-19 months before SOP next milestone G4: PPV-8 months before SOP G5 控制目标 Control target TCG5016 TCG5017 TCG5014 TCG5015 TCG5013 TCG5012 TCG5011 TCG5010 TCG5009 TCG5008 TCG5007 TCG5005 TCG5004 TCG5003 TCG5002 TCG5001 序号 Act. num. 集成车零件（造型相关车身及内外饰零部件）TG1数据发布(SOP前98周) IVER（Integration Vehicle：Styling related body and EI parts ） TG1 Engineering Release(98 Weeks prior to SOP) 造型A面DG2数据发布 DG2 release 验证参考模型（TRM-Tooling reference model）工程可行性评估完成 TRM (Tooling reference model) engineering feasibility assessment completed EP质量阀报告 EP quality valve report 关键参数手册（CPB-Critical Parameter Branch）发布 CPB(Critical Parameter Branch) released 以SOP为目标的零件级BOM发布 SOP intent BOM release 结构车零件（底盘及结构件）TG2数据发布(G5前4个月)（数模&一个月内完成图纸） SVER (Structure Vehicle:Chasis and structure) TG2 Engineering Release(4 months prior to G5)(GD&T 1 month later) 所有零部件的SOR发布完成（在定点日期前10周/G5前10周） 100% SOR release 100%集成车零件数据发布TG2/GD&T（数模&一个月内完成图纸）IVER-Integration Vehicle Engineering TG2 Release G5以后的工程开发进度计划更新 Engineering Timing Plan for the remainder of the program updated 集成车(TG2数据发布)虚拟装配完成 IVER(TG2 Release) E-build completed 基于发布的控制器诊断规范，确认售后诊断开发计划已经制定。 Confirm Diagnostic function plan in place based on released controller diagnose specification 项目ADV计划评估 Program ADV Plan Assessment 车重状态报告，针对所有的系统和部件 Report of weight status vs. targets developed for all systems/ components. 制定详细的法规认证计划（Homologation） Detail homologation plan defined 架构零部件（下车体零件（CV）、平台结构件（SV））和车身/内外饰/电子集成件 (IV) DFMEA全部完成，相关措施落实并完成相应更新。 CV/SV/ IV DFMEA completed,related measures taken and updated 关键控制活动 key activities 编号：SMPV-4.3-006-BP Page / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G5:工程发布----时间：SOP前19个月----下一里程碑G4：产品和工艺验证-----时间：SOP前8个月 G5:ER-19 months before SOP next milestone G4: PPV-8 months before SOP G5 控制目标 Control target TCG5032 TCG5033 TCG5034 TCG5035 TCG5036 TCG5037 TCG5038 TCG5030 TCG5029 TCG5028 TCG5027 TCG5026 TCG5025 TCG5023 TCG5022 TCG5021 TCG5020 TCG5019 序号 Act. num. TCG5018 关键控制活动 key activities 整车市场质量设计风险评估 Vehicle market quality design risk assessment 首辆EP装车评估报告 First Ep car build assessment report 维修车间的手册和指南的编制计划已经制定 Plan for Workshop manuals and handbooks established 确认维修备件和附件的工程状态符合计划要求 Confirm engineering status for Service Parts and Accessories is on plan 整车技术规范（VTS）评估 VTS Assessment 标准车头（线束/管路装配排布）计划制定 Standard vehicle head(for routing assessment)plan defined 整车完整特征清单（FFL)更新并确认 Vehicle Full Feature List updated and confirmed 完成系统和零部件级的试验计划（DV/PV） System and component level DV/PV plan completed EP造车零部件交样状态（MRD） EP parts delivery status evaluation(MRD) 尺寸技术规范（DTS）发布 Dimensional Technical Specification (DTS) released 车身件模具开模通知书。 Body Component Tooling Casting Notice 工程样车（EP2-OTS）装车清单发布 EP2-OTS part list released 详细设计虚拟分析状态报告 Specific design virtual analysis status report 结构车(TG2数据发布)虚拟装配完成 SVER(TG2 Release) E-build completed 产品特殊特性发布 Key Product Characteristics Release. EP造车的软件和标定满足要求 EP Build software and its calibration meet the requirement 电子电器样车（Lab car）集成测试报告 Lab car integrated test report 动态驾驶性能的评估 Drive Quality BIG8 整车颜色和内外饰色彩纹理设计完成 Vehicle color and EI color design completed 编号：SMPV-4.3-006-BP Page 65 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G5:工程发布----时间：SOP前19个月----下一里程碑G4：产品和工艺验证-----时间：SOP前8个月 G5:ER-19 months before SOP next milestone G4: PPV-8 months before SOP G5 控制目标 Control target 序号 Act. num. 关键控制活动 key activities 7.9 G4-产品和工艺验证Product and Process Validation G4:产品和工艺验证----时间：SOP前8个月----下一里程碑G3：预试生产-----时间：SOP前6个月 G4:PPV-8 months before SOP next milestone G3: PP-6 months before SOP G4 控制目标 Control target 使用工装零件按照工艺要求在总装厂的主线上制造样车，以完成工程的最终验证并实现制造系统的早期验证 MEG4005 MEG4006 MEG4003 MEG4002 MEG4001 LOG4004 LOG4003 LOG4002 LOG4001 BPG4002 BPG4001 序号 Act. num. 生产启动主进度 Launch Plan 提请G4开阀批准报告 Issue G4 review report: Key Issues Description(s) & Recommendation(s) 物流部-Logistics 物流规划更新并在工装样件的基础上进行评估。 Logistics plans updated and reviewed based on OTS parts 料箱料架设计状态报告。 Container design status report based on OTS parts analysis PPV生产零件物料MRD到货情况及预警 PPV MRD Status and early warning 物料BOM（MBOM）发布（G4前3M） Material BOM Release （3 months prior to G4） 制造工程部-Manufacturing Engineering 工装及设备安装到位，状态满足PPV造车需求。 Tooling and equipment installment，status meets PPV Bulid Requirement MCB(manufacturing confirm build)造车问题MIR 100%有解决方案 MCB(manufacturing confirm build) MIR 100% have solutions 自制件OTS交样状态 In house Parts OTS Delivery status MCB 车身尺寸合格率符合质量阀要求 EP Body dimension meet target MCB车身焊接强度合格率符合质量阀要求 EP Body welding intensity meet target 关键控制活动 key activities 业务规划与项目管理——Business Planning and Program Management 编号：SMPV-4.3-006-BP Page 66 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G4:产品和工艺验证----时间：SOP前8个月----下一里程碑G3：预试生产-----时间：SOP前6个月 G4:PPV-8 months before SOP next milestone G3: PP-6 months before SOP G4 控制目标 Control target According to the process requirements, MEG4008 to build cars with OTS parts on main MKG4001 assembly line, in order MKG4002 to final engineering validation and early validation of PDG4001 manufacturing system QAG4001 QAG4002 QAG4003 QAG4004 QAG4005 QAG4006 QAG4007 QAG4008 QAG4010 QAG4011 PLG4002 PLG4001 MKG4003 序号 Act. num. MEG4007 关键控制活动 key activities 装配工艺手册初稿 Production assembly manual draft 移模状态汇报 Tooling transfer status 市场部-Marketing 市场业务计划更新 Marketing plan updated 市场投放计划表 Market launch plan list 市场车辆需求计划，含市场推广展车和4S销售铺店需求 vehicle reqirements of promotion and dealers show room 采购部-Purchase PPV零部件订货及协调解决供货 PPV parts PO and MRD guarantee 工厂-Plant PPV生产的工人培训已经100％完成 Manufacturing training for PPV completed PPV生产造车计划 PPV build Plan 质量保证部-Quality Assurance 车身件MB1合格率达到100%。 Body MB1 100% meet target 供应商问题状态报告跟踪 Supplier Issue Report 整车质量标准确定。 Vehicle quality criteria confirmed EP整车Audit 达标 EP Vehicle audit score meet target. EP车身Audit达标 EP Body audit score meet target. EP车试乘试驾报告 EP car ride and drive report PPV零件入库许可***（工程支持） PPV parts permitted to place in storage 零部件OTS首样评审完成 All parts OTS review completed PPAP计划锁定 PPAP Plan finalized 质保试车报告 EA car ride report 编号：SMPV-4.3-006-BP Page 67 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G4:产品和工艺验证----时间：SOP前8个月----下一里程碑G3：预试生产-----时间：SOP前6个月 G4:PPV-8 months before SOP next milestone G3: PP-6 months before SOP G4 控制目标 Control target TCG4015 TCG4009 TCG4010 TCG4011 TCG4013 TCG4014 TCG4008 TCG4007 TCG4006 TCG4005 TCG4004 TCG4003 TCG4002 TCG4001 QAG4014 QAG4013 序号 Act. num. QAG4012 关键控制活动 key activities 整车的主模型和测量支架就绪 Vehicle masterbock and measuring bracket in place 单一问题清单状态 Single issue list status PPV零部件试制状态跟踪 PPV part status tracing 技术中心-SMTC BIR 状态达到4的问题比例大于80%；A级问题80%关闭 BIR status evaluation, A rank issues 80% closed and more than 80% issues have found the short term solutions TIR 状态达到4的问题比例大于80%；A级问题80%关闭 TIR status evaluation, A rank issues 80% closed and more than 80% issues have found the short term solutions 100% 全工装样车（OTS）制造完成。 100 % OTS EP build completed 整车耐久试验完成80% Vehicle Durability test completed more than 80% 零部件DV试验完成 part DV test completed 动力总成99%标定完成 Power Train Calibration 99% finished 整车零部件ESO签署风险评估 Engineering Sign-off (ESO) risk Assessment 车重状态报告，针对所有的系统和部件 Report of weight status vs. targets developed for all systems/ components. 法规认证(homologation)进展状态报告。 Homologation development status completed 标准车头（线束/管路装配排布）完成。 Standard vehicle head(for routing assessment) completed PPV工程BOM验证完成 PPV E-BOM Validation completed 制造精确追溯需求实现 Production Precise Traceability Requirements 颜色纹理工程标准样板及零件颜色纹理定义表 （PPV前2个月） Color- and grain-criteria templet and part color and grain definition list(2 months prior to PPV) EWO状态报告 EWO status report 编号：SMPV-4.3-006-BP Page 68 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G4:产品和工艺验证----时间：SOP前8个月----下一里程碑G3：预试生产-----时间：SOP前6个月 G4:PPV-8 months before SOP next milestone G3: PP-6 months before SOP G4 控制目标 Control target TCG4030 TCG4031 TCG4029 TCG4028 TCG4027 TCG4026 TCG4025 TCG4024 TCG4023 TCG4020 TCG4019 TCG4017 序号 Act. num. TCG4016 关键控制活动 key activities 工程类问题状态跟踪报告 Engineering Issue Follow-up Report 整车技术规范（VTS）评估 VTS Assessment 通过EP车评估售后诊断软件功能实现情况（能够读取故障码和控制器内的变量，能够清除故障码)。 Review status of Calibration and Diagnostics software based on OTS build（able to read the fault code and variable of controller, clear fault code） 通过EP车完成维修文档的开发 Service document development completed with EP 公告用认证参数初稿发布 Preliminary parameter for homologation test released 售后配件工程发布完成（EBOM中发布）（G4前9M) service ACT parts 100% engineering release in EBOM (9 months prior to G4) 动力总成标定80%完成（PPV前4个月 ） Power Train calibration 80% completed(4 months before PPV) EP车市场质量检验 EP car marketing quality test EP车整车安全状态报告 EP safety status report 动力总成65%标定（G5后3个月完成） Power Train calibration 65% completed(3 months after G5) 动态驾驶性能的评估 Drive Quality BIG8 EP质量阀报告 EP quality valve report SMT试验认证&整车性能汇总（含专项汇报） SMT T&V and vehicle performance summary reports(specific reports included) 7.10G3-预试生产Pre-Pilot G3:预试生产----时间：SOP前6个月----下一里程碑G2：试生产-----时间：SOP前3个月 G3:PP-6 months before SOP next milestone G2: P-3 months before SOP G3 控制目标 Control target 序号 Act. num. 关键控制活动 key activities 售后服务部-After Sales 编号：SMPV-4.3-006-BP Page 69 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G3:预试生产----时间：SOP前6个月----下一里程碑G2：试生产-----时间：SOP前3个月 G3:PP-6 months before SOP next milestone G2: P-3 months before SOP G3 控制目标 Control target 调试整车厂的生产设备，检验生产工艺，验证全工装和工艺条件下批量提供的零部件质量 Adjust the production facilities in plant, validate process and OTS parts quality MEG3008 MEG3009 MKG3001 MKG3002 MKG3003 MKG3004 MEG3004 MEG3005 MEG3007 MEG3003 MEG3001 LOG3009 LOG3001 LOG3006 BPG3002 BPG3001 AMG3003 序号 Act. num. AMG3001 关键控制活动 key activities 制订售后备件KD件供应计划 KD spare parts supply plan generated for spare parts providers 按计划采购特殊维修服务工具 purchase special maintenance tool acc. to plan 业务规划与项目管理——Business Planning and Program Management 生产启动主进度更新 Launch Plan updated 提请G3开阀批准报告 Issue G3 review report: Key Issues Description(s) & Recommendation(s) 物流部-Logistics 自制件料架确认完成 confirm the containers of in house parts PP生产零件物料MRD到货情况及预警 PP MRD Status and early warning 物流系统准备就绪 Logistics system well prepared 制造工程部-Manufacturing Engineering 生产装配工艺文件发布 Prodution assembly manual released PPV车身功能尺寸合格率70% PPV Body function dimension 70% PPV 车身焊接强度98%合格 PPV Body welding intensity 98% 关键工艺过程已经通过造车验证 Key process is validated through PPV build 工装及设备联线完成，状态满足PP造车需求。 Tooling and facilities processing completed,status meets PP Build requirement 制造工程类问题状态跟踪报告 ME Issue Follow-up Report 生产控制计划制定 Manufacturing Control Plan established 市场部-Marketing 市场车辆需求计划确定，含市场推广展车和4S销售铺店需求 vehicle reqirements of promotion and dealers show room SOP后半年市场销售计划 sales volume in 6 months after SOP 经销商维修培训资料开发完成 Dealer training document developed 市场投放计划执行状态 编号：SMPV-4.3-006-BP Page 70 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G3:预试生产----时间：SOP前6个月----下一里程碑G2：试生产-----时间：SOP前3个月 G3:PP-6 months before SOP next milestone G2: P-3 months before SOP G3 控制目标 Control target QAG3006 QAG3007 QAG3010 QAG3011 QAG3012 QAG3013 TCG3001 TCG3002 TCG3003 QAG3004 QAG3003 QAG3002 QAG3001 PLG3003 PLG3002 PLG3001 PDG3001 序号 Act. num. 关键控制活动 key activities Marketing Launch Plan execution status 采购部-Purchase PP零部件订货及协调解决供货 PP parts PO and MRD guarantee 工厂-Plant Pre-Pilot生产的工人培训已经100％完成； Manufacturing training completed 100% 确认生产计划与目标的一致性。 Confirm Conformity of Production plan on target PP生产造车计划 PP build Plan 质量保证部-Quality Assurance BIR 状态达到4的问题比例大于90%；A级问题100%关闭 BIR status evaluation, A rank issues 100% closed and more than 90% issues have found the short term solutions PPV整车Audit达标 PPV Vehicle Audit score meet target. PPV 车身Audit达标 PPV Bodye Audit score meet target. 车身及内外饰MB2符合率100%,(自制件G2前2个月) Body, exterior and interior parts MB2 100% meet target（For in house parts, 2 months prior to G2） 零件PPAP计划完成情况及风险零件通报 Part PPAP Plan completion status and risk part report PPV试乘试驾报告 PPV car ride and drive report 质保试车报告 QA car drive report PP零部件试制状态跟踪 PP part status tracing 供应商问题状态跟踪报告 Supplier Issue Follow-up Report 单一问题清单状态 Single issue list status 技术中心-SMTC 100%动力总成标定完成 PowerTrain calibration 100% completed 100%验证试验完成 VTC-Validation Testing Complete TIR 状态达到4的问题比例大于90%；A级问题100%关闭 编号：SMPV-4.3-006-BP Page 71 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G3:预试生产----时间：SOP前6个月----下一里程碑G2：试生产-----时间：SOP前3个月 G3:PP-6 months before SOP next milestone G2: P-3 months before SOP G3 控制目标 Control target TCG3015 TCG3016 TCG3017 TCG3018 TCG3019 TCG3020 TCG3014 TCG3013 TCG3012 TCG3011 TCG3010 TCG3009 TCG3008 TCG3007 TCG3006 TCG3004 序号 Act. num. 关键控制活动 key activities TIR status evaluation, A rank issues 100% closed and more than 90% issues have found the short term solutions 整车性能问题4状态比例90% Vehicle performance issue more than 90% have found the short term solutions 工程认可ESO 达到100%可签署状态 ESO 100% signable status 车重状态报告，针对所有的系统和部件 Report of weight status vs. targets developed for all systems/ components 整车技术规范（VTS）评估 VTS Assessment 完成整车物料号在工程系统的发布 Vehicle material number released in engineering system 服务测试诊断规范冻结(各COC对控制器完成确认) Service test diagnostics finalized （controller confirmed by Coc） 售后专用工具发布 After-sales special tool released 根据PPV车辆确认售后服务目标 Confirm status vs. service & aftermarket targets from PPV build 保修保养手册完成 Maintenance & repair manual completed EWO的状态报告。 EWO status report 认证参数发布 Validation parameter released 法规认证(homologation)进展状态报告。 Homologation development status report 整车完整特征清单（FFL)清单锁定 Vehicle Full Feature List finalized 售后BOM（SBOM）发布（SOP-6M） Serviceparts BOM released (SOP-6M) 动态驾驶性能的评估 Drive Quality BIG8 SMT试验认证&整车性能汇总（含专项汇报） SMT T&V and vehicle performance summary reports(specific reports included) TCG3021 编号：SMPV-4.3-006-BP Page 72 / Total 83 工程类问题状态跟踪报告 Engineering Issue Follow-up Report 版本：2.2 上海汽车集团股份有限公司乘用车公司 7.11G2-试生产Pilot G2:试生产----时间：SOP前3个月----下一里程碑G1：正式投产-----时间：SOP前0个月 G2:P-3 months before SOP next milestone G1: SOP G2 控制目标 Control target 验证零部件厂商的爬坡能力和整车厂在一定节拍下的制造能力 validate the climb capability of supplier and manufacturing ability of vehicle plant at certain cycle. LOG2004 LOG2007 LOG2008 LOG2009 LOG2010 MEG2001 MEG2002 MEG2003 LOG2002 LOG2001 ITG2001 BPG2002 BPG2001 AMG2002 AMG2001 序号 Act. num. 关键控制活动 key activities 售后服务部-After Sales 制订售后备件自制件供应计划 In-house spare part supply plan generated for spare parts providers. 售后备件包装方案完成 Confirm Accessories delivery plan on target 业务规划与项目管理——Business Planning and Program Management 生产启动主进度更新 Launch Plan updated 提请G2开阀批准报告 Issue G2 kick-off report: Key Issues Description(s) & Recommendation(s) 信息技术部-Information Technology IT系统就位，已经过测试并且支持启动生产 IT system in place，tested and supporting VB 物流部-Logistics 物流系统已经为Pilot生产做好准备100% Logistics system 100% prepared for Pilot Build SOP供货风险汇报 SOP supply risk report Pilot生产零件集齐 All Pilot Parts available 主数据维护报表汇总 MDM (Main data maintenance) table summary report 支持批量生产的料箱料架到位 Containers available for Pilot Build 现场物流新增设施完成 Vehicle Transport System Validation 场地规划完成 Land plan completed 制造工程部-Manufacturing Engineering 工装及设备状态满足Pilot生产需求。 Tooling facility and equipment meet Pilot reqirements PP 车身功能尺寸合格率80% PP Body function dimension 80% meet target PP 车身焊接强度合格率98% PP Body welding intensity 98% meet target 编号：SMPV-4.3-006-BP Page 73 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G2:试生产----时间：SOP前3个月----下一里程碑G1：正式投产-----时间：SOP前0个月 G2:P-3 months before SOP next milestone G1: SOP G2 控制目标 Control target PDG2002 PLG2001 PLG2002 PLG2003 PLG2004 PLG2005 PLG2006 PLG2008 PDG2001 MKG2006 MKG2005 MKG2004 MKG2003 MKG2002 MEG2010 MEG2009 MEG2008 序号 Act. num. MEG2004 关键控制活动 key activities 车辆检测设备已经更新并到位以支持Pilot； Vehicle inspect equipment updated and in place for Pilot 生产的设备已经到位 Production facility ready for Pre-production 模具最终验收合格 Final Die Matching & Continuous Improvement 制造工程类问题状态跟踪报告 ME Issue Follow-up Report 市场部-Marketing 市场投放计划执行状态 Marketing Launch Plan execution status 随车说明书和售后服务手册初稿准备完成 Service documents approved and released 新车名称和商标得到批准并发布 Newly-launch Product name and brand approved and released 上市沟通策略诊断（Clinic） Launch Communication Strategy Clinic 经销商培训计划 Distributor training plan 采购部-Purchase P零部件协调解决供货 P parts MRD guarantee 完成所有外购零部件在SAP系统内释放（G2前一个月） All purchased components released into SAP （ 1 month prior to G2） 工厂-Plant 爬坡计划确认 Climing Plan confirmed Pilot生产的工人培训已经100％完成 Training 100% complete in readiness for Pre-production build. 工艺操作指导书编制完成 Process files SOS release 完成对生产控制计划的确认 Manufacturing control plans confirmed. 过程审核满足PP造车阶段要求 Process audit meet PP requirement 为Pilot与SOP生产已做好人员分配工作 Worker distribution ready for Pilot and SOP P生产造车计划 Pilot build Plan 质量保证部-Quality Assurance 编号：SMPV-4.3-006-BP Page 74 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G2:试生产----时间：SOP前3个月----下一里程碑G1：正式投产-----时间：SOP前0个月 G2:P-3 months before SOP next milestone G1: SOP G2 控制目标 Control target TCG2001 TCG2003 TCG2004 TCG2005 QAG2013 QAG2012 QAG2011 QAG2010 QAG2009 QAG2008 QAG2007 QAG2006 QAG2004 QAG2003 QAG2002 序号 Act. num. QAG2001 关键控制活动 key activities BIR 状态达到4的问题比例达到100%；A级问题100%关闭 BIR status evaluation, A rank issues 100% closed and 100% issues have found the short term solutions 各功能块的质量计划执行情况确认 Quality Plans reviewed with all functions PP整车Audit达标 PP Vehicle Audit score meets the requirement PP车身Audit达标 PP Body Audit score meets the requirement PP车试乘试驾报告 PP car ride and drive report MB3 100%合格 MB3 qualified 100% 质保试车报告 QA car drive report 零件PPAP认可100%批准签发 Part PPAP approval 100% 供应商批量考核报告（2TP） Supplier 2TP report 供应商问题状态跟踪报告 Supplier Issue Follow-up Report 一次通过率达标 Direct Runs & Direct loss 单一问题清单状态 Single issue list status 技术中心-SMTC 整车验证试验报告整理完成 VDC-Validation Document Complete 产品问题快速解决RPR标定发布 Rapid Problem Resolution Powertrain Calibration Delivered 工程认可ESO100%签署完成（文档完成） ESO documentation finished TIR 状态达到4的问题比例大于100%；A级问题100%关闭 TIR status evaluation, A rank issues 100% closed and more than 90% issues have found the short term solutions TCG2006 TCG2007 TCG2009 车重状态报告 Report of weight status vs. targets 确认按计划获得国家型式认证许可证书 Confirm Certification achieved/on schedule 可替代服务备件的已经分解并发布以支持售后件的采购 编号：SMPV-4.3-006-BP Page 75 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G2:试生产----时间：SOP前3个月----下一里程碑G1：正式投产-----时间：SOP前0个月 G2:P-3 months before SOP next milestone G1: SOP G2 控制目标 Control target 序号 Act. num. procurement. TCG2010 TCG2014 TCG2015 TCG2016 TCG2017 TCG2018 TCG2019 服务测试诊断规范发布（各COC控制器冻结） Service test diagnostics released to dealers（controller frozen） 所有的服务文档制定完成（维修服务手册，配件目录） All Service literature produced (handbook, Assessory directory etc) EWO的状态报告。 EWO status report 整车性能问题100%有解决方案 Vehicle performance issues 100% have solutions 整车安全状态报告 Vehicle safety status report 整车技术条件草案完成 Vehicle Techinical condition draft completed SMT试验认证&整车性能汇总（含专项汇报） SMT T&V and vehicle performance summary reports(specific reports included) TCG2020 TCG2021 动态驾驶性能的评估 Drive Quality BIG8 工程类问题状态跟踪报告 Engineering Issue Follow-up Report 关键控制活动 key activities Service replaceable parts breakdown released to support aftermarket 7.12G1-正式投产Start of Production G1:正式投产——时间：SOP前0个月 G1:SOP G1 控制目标 Control target 在Pilot阶段车辆制造和FDG1002 FDG1001 BPG1001 AMG1001 序号 Act. num. 关键控制活动 key activities 售后服务部-After Sales 备件供应计划已经确定 After sales parts supply plan generated for spare parts providers. 业务规划与项目管理——Business Planning and Program Management 提请G1开阀批准报告 Issue G1 reviewreport: Key Issues Description(s) & Recommendation(s) 财务部-Finance 计算实际的物料成本，投资和开发费用 Full Vehicle cost defined including all risks/opportunities. including practical material cost, investment and development fee of program 对比实际发生的制造成本与目标成本的差异 编号：SMPV-4.3-006-BP Page 76 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G1:正式投产——时间：SOP前0个月 G1:SOP G1 控制目标 Control target 质保审核的基础上，管理层评审产品、工艺、生产线、物流和IT 系统的状态，LOG1001 确认达到批量生产的成熟程度，批准正式投产 确保上市投放成功 Based on car build and Audit by QA in the Pilot MEG1003 phase, Top management review status of products, process, plant line, logistics, IT, validate the mature, and approve SOP. PLG1002 MEG1008 MKG1001 MKG1002 MKG1003 MKG1004 PDG1001 PLG1001 MEG1007 MEG1006 MEG1002 MEG1001 LOG1006 LOG1004 FDG1003 序号 Act. num. 关键控制活动 key activities Manufacturing cost generated and compared against plan/target 比较精确的IRR(内部收益率)分析结果、产品利润与项目初期业务计划中设定的项目目标是否一致 Manufacturing cost generated and compared against plan/target 物流部-Logistics 内部供应链已全部经过测试验证 In-house supply chains fully tested and validated 量产的物料计划已经发布 All component scheduling in place SOP生产零件集齐 All SOP Parts available 制造工程部-Manufacturing Engineering 确认单车工时目标已经实现 Confirmation that man hours per car target has been achieved Pilot车身尺寸合格率90% Pilot Body dimension 90% meet target Pilot车身焊接强度合格率98% Pilot Body welding intensity 98% meet target 工装及设备状态满足SOP生产要求 Tooling ,facilities status meet SOP Bulid requrement 生产装配工艺文件发布 Process document release 制造工程类问题状态跟踪报告 ME Issue Follow-up Report 市场部-Marketing 新车型及上市价格确定 Launch new type and price agreed 评估车辆分配物流系统 Vehicle distribution logistics assessed. 随车说明书/售后服务手册发布 Service document release 经销商培训完成 Distributor training completed 采购部-Purchase 售后配件常用件采购合同签署100% After sales parts purchase contract completed 80% 工厂-Plant 按计划完成生产培训 Production training on target 制造控制计划已经执行 编号：SMPV-4.3-006-BP Page 77 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G1:正式投产——时间：SOP前0个月 G1:SOP G1 控制目标 Control target QAG1006 QAG1008 QAG1010 QAG1011 QAG1012 TCG1002 TCG1003 QAG1005 QAG1004 QAG1003 QAG1002 QAG1001 PLG1006 PLG1007 PLG1005 PLG1004 PLG1003 序号 Act. num. 关键控制活动 key activities Manufacturing control plan implemented 过程审核到达92分 Procedure audit score more than 92 生产线人员计划与目标一致 Manufacturing People Plan on target 工艺操作指导书到位（sos） Process documentation SOS in place（sos） 生产计划满足市场销量需求计划 Manufacturing Plan meets market volume demand plan 制造的整个生产线维护计划已制定。 The whole product line maintenance plan established 质量保证部-Quality Assurance 对质量计划实施状态评估 Quality Plans reviewed with all functions. P整车Audit达标 P Vehicle audit score meets the target P车试乘试驾报告 P car ride and drive report P车身Audit达标 P Body audit score meets the target BIR 状态达到4的问题比例达到100%；A级问题100%关闭 BIR status evaluation, A rank issues 100% closed and 100% issues have found the short term solutions 车身功能尺寸合格率90% Body Functions dimension 90% meet target 供应商零部件质量控制执行状态报告 Report of supplier quality control status 质保试车报告 EA car ride report 供应商问题状态跟踪报告 Supplier Issue Follow-up Report 单一问题清单状态 Single issue list status 技术中心-SMTC 法规认证完成 Homologation completed TIR 状态达到4的问题比例达到100%；A级问题100%关闭 TIR status evaluation, A rank issues 100% closed and 100% issues have found the short term solutions TCG1005 索赔工时手册发布 编号：SMPV-4.3-006-BP Page 78 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 G1:正式投产——时间：SOP前0个月 G1:SOP G1 控制目标 Control target 序号 Act. num. TCG1006 TCG1007 TCG1008 TCG1009 关键控制活动 key activities Service man-hour manual released 故障诊断仪开发完成 Diagnostics software development complete EWO的状态报告。 EWO status report 整车技术条件备案完成 Vehicle Techinical condition file on record completed SMT试验认证&整车性能汇总（含专项汇报） SMT T&V and vehicle performance summary reports(specific reports included) TCG1010 TCG1011 动态驾驶性能的评估 Drive Quality BIG8 工程类问题状态跟踪报告 Engineering Issue Follow-up Report 7.13GPC-项目关闭Program Close GPC-项目关闭（Gateway Program Close）：SOP后9个月 GPC- Gateway Program Close : 9 months after SOP 项目关闭 GPC 控制目标 Control target G1开阀后1个月内由VLE牵头在PET例会上启动项目关闭相关工作 GC001 Program Close related work kick off on PET led by VLE (1 month after G1) G1开阀后3个月由VLE主持召开项目关闭预备会，确认关闭事项完成情GC002 控制项目的有效关闭，保证项目专款专用，禁止预算跨项目调拨使用。 GC004 GC005 GC006 GC003 况 Preparation of Program Close led by VLE 3 months after G1, review Program Close event G1开阀后3个月由BP与财务部联合发布COST BOOK关闭通知，启动COST BOOK关闭 Cost Book Close Notice released by BP and Finace 3 months after G1, Cost Book Close kick off G1开阀后6个月财务部不再受理新PR申请 Finance refuse any new PR 6 months after G1 G1开阀后9个月所有合同关闭，COST BOOK关闭完成 All contracts closed 9 months after G1,Cost Book Close ended G1开阀后9个月由VLE向管理层汇报项目关闭相关情况，包括项目的经序号 Act.Num. 关键控制活动 Key activities 编号：SMPV-4.3-006-BP Page 79 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 GPC-项目关闭（Gateway Program Close）：SOP后9个月 GPC- Gateway Program Close : 9 months after SOP 项目关闭 GPC 控制目标 Control target 验总结 VLE report status of Program Close or deliver report to top management 9 months after G1, including lessons learned 序号 Act.Num. 关键控制活动 Key activities 8存档文件Archive file 各交付物存档要求参考各子流程规定 For more information of all deliverables, please refer to sub-processes. 9评审与更改Review and modify 本文件由业务规划与项目管理部组织编制和评审，每年组织评审，必要时进行更改 This document is organized, reviewed and modified by the BP department, if necessary. 10分发Distribution 文件分发至SMPV及SMTC所有业务部门。 Distributed to all business departments of SMPV and SMTC. 11附件Appendix 缩略语（在下次版本更新时提供） 12其它相关文件（参考文件）Other applicable information 1.《产品规划更改申请/决议通告流程》-内控文件 2.《整车架构开发流程1.00》 3.《生产启动管理流程》 4.《造型设计开发与评审-WD-7.3-TCDS-008》 5.《整车物料成本管理控制流程》-内控文件 6.《工程发布进程工作指导书-WD-7.3-TCES-032》 7.《整车电器系统发布流程-WD-7.3-TCEE-003》 8.《产品质量控制流程Product Quality Control Process》 9.《生产采购管理规定》 10. 《整车开发中的制造工程工作流程- WD-6.3-MA-006》 11. 《GVDP质量保证同步工程工作指导书》 12. 《样车制造和验证控制程序-WD-7.3-TCTV-030》 13. 《WD-7.3-PIC-003 ECU软件和标定交付物控制》 14. 《WD-7.3-PIC-002 整车发动机标定节点定义发布》 15. 《SMPV-4.3.1-003-VI 车辆开发决策点管理流程》 16. 《外购件首批样品认可流程（生产件批准流程PPAP）》 17. 《WD-7.3-ME-017生产起步尺寸认证流程》 18. 《SMPV-4.5.1-039-LOR-Pilot生产控制流程V1.10》 19. 《产品规划流程1.00》 编号：SMPV-4.3-006-BP Page 80 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 20. 《concept feature list开发和控制流程》 21. 《创建项目ADV计划2.00》 13文件修订记录Document revision record 版本 1.0 首次发布 1.G7里程碑:G7（二选1）前移到SOP前33个月（原来定义为SOP前30个月） 2.采购:G7前完成造型相关长周期零部件制造定点，架构类零部件及其他关键零部件开发供应商定点 3.架构开发 -G8前完成架构概念开发，发布TG0 -G7前完成架构确认，结束详细设计，发布TG1，开始软模制造 -G5前5个月发布TG2数据 4.工程数据发布-G5阀前移1个月（SOP前19个月） -G5前6个月完成下车体及相关安全件的TG2发布；G5前4个月完成底盘等构件零部件的TG2发布；G5完成造型相关的钣金及内外饰件TG2发布 5.工程样车 -G6前4个月完成第一辆模拟样车制造，零部件为非正式工装零部件。相应的造车数据在G7发布; -SOP前18个月完成第一辆EP车，架构件原则上为正式工装零部件，其余为软模件。相应的造车数据在G5前4个月发布 -SOP前10个月完成100%工装样车 换版/修订记录 编制/修订人 吴海平 修订日期 2007/10/22 2.0 6.模具铸造和铣削批准：TG2发布后批准模具铸造；EP车关键试验结束后批准模具铣削，由产品和制造同步工程小组签署 7.工艺验证造车:新增制造验证造车（Manufacturing Confirm Build)，在G4前1个月完成第一辆 8.EP及投产阶段质量改进 -EP造车阶段增加质量控制阀；由质保组织，工程依据造车要求评估状态，上报EXCOM -制造工程深度参与前期虚拟制造和EP造车，对每一轮造车提供制造可行性分析 -SQE对供应商零部件的质量控制由PPAP交样阶段提前到正式工装零部件交样阶段，并参与EP造车的Prototype交样，工作重点在尺寸和材料 -成立投产阶段质量改进工作小组，由质保部牵头负责，从G4开始运作，至SOP后3个月 9.项目任务书*（Product Program Content） -G8：项目任务书批准 -G7：项目任务书Review -G6：项目任务书冻结 10.项目经济性 -G8：项目经济性批准 -G7：项目经济性Review 吴海平 2008/08/21 编号：SMPV-4.3-006-BP Page 81 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 -G6：项目经济性冻结 11.工程BOM发布 -G8：Visual BOM 发布 -G7后3个月：EPL（Engineering Parts List）发布 -G6：100% 工程BOM发布 12.电器开发 -G7完成整车电器架构开发，发布整车电器ArchitectureTG1 -G5前1个月完成电器系统设计方案TG2发布 -第一辆EP车前6周完成Labcar搭建，EP1造车前完成EP1 Labcar测试 13.G8（含G8）前期项目管理 -由车型平台部组织牵头 1.部门名称统一 -部门名称的统一“质保部”改为“质量保证部”、“市场部”改为“品牌及产品规划部”、“售后部”改为“售后服务部” 2.交付物修改 -针对不同类别的零件，结合数据发放时间要求，分别跟踪DFMEA交付进度。 -各里程碑对BIR/TIR的状态要求从原来达到3状态，调整到4状态。 -在G4\\G3\\G2增加“法规认证参数”交付物要求。 -根据质保部制定的Audit指标，重新调整GVDP的要求。 -在G3\\G1都补充对EWO/TWO的实施状态和工作计划进行评估。 -取消CPB的描述。定义对DTS的要求。 -制造工程要求调整. -物流部要求调整。 -取消原附件中的7.2关键零部件清单的内容 3. Feature发布职责的转移 2.1 -修改TCG7023：完整的车型配置清单（Full Feature List）维护进系统。改为：完整的车型配置清单（Full Feature List）发布。更改时间：2010-8-23 -修改BPG7003：完整的车型配置清单（Full Feature List）第一版发布。改为：产品概念配置清单（Concept Feature List）冻结并发布。更改时间：2010-8-23 -将“BPG6002 完整的SOP车型配置清单(Full feature list)最终定稿，包括针对所有市场的选装和附件”编写到“TCG6028 完整的SOP车型配置清单(Full feature list)最终定稿，包括针对所有市场的选装和附件”。更改时间：2010-8-23 -将“BPG5002 SOP的车型配置（Full feature list)清单更新并确认”编写到“TCG5024” 更改时间：2010-8-23 -将“BPG4001 SOP的车型配置（Full feature list)清单更新并确认”编写到“BPG4024” 更改时间：2010-8-23 4. 里程碑评审组织 -根据2009年10月23号Excom会议批准更新里程碑评审组织，并增加公司质量委员会。 -更改 6.0 职责分工 决策层，新增：G7/G5/G1由运营执行委沈愉卿 2011/06/24 编号：SMPV-4.3-006-BP Page 82 / Total 83 版本：2.2 上海汽车集团股份有限公司乘用车公司 员会进行决策。G4~G2/G0授权质保和市场执行总监进行决策。更改时间：2009-12-21 5. 字体调整 -所有军方部门关注的要求字体全部以概体标示 本次GVDP2.2版本通过对业务过程进行梳理，对项目质量和产品质量交付物进行增补和完善，同时对原有的交付物进行内容和职责方面的更新。其中主要对以下6个方面进行优化，共新增交付物140条(前期项目管理4，项目控制范围11条，成本控制9条，虚拟评审17条，试制试验39条，供应商质量16条)： 1. 前期项目管理：正式设定G9里程碑及交付物。从前期对项目策略、项目范围、成本及预算等制定目标，在战略层次上做出决策是否启动项目的前期开发。 2.产品规划和项目范围控制：新增项目任务书（PPC），并围绕PPC明确产品需求、制造需求和技术需求，从而对项目需求和范围统一管理，形成指导产品项目开发的纲领性文件。 3.产品项目前期成本控制：项目前期各部门增加Benchmark工作，形成充分分析的成本目标；方案设计阶段，强化DCS2.2 的约束力，形成有“成本竞争力”的设计方案。 4.产品开发阶段虚拟评审：加强虚拟手段，如虚拟装配评估、概念设计虚拟分析、设计安全评估等，提早发现设计、性能及制造的问题，从而提高数据发布质量，减少后期EWO的更改。 5.试制试验阶段质量评审：新增EP质量阀评审，同时与GM的工程验证及认可进行队标，新增动态驾驶性能评估， 整车性能专项汇报等。 6.供应商质量强化：与GM对标，引入先期产品质量控制流程（APQP），新增供应商启动评审、开模评审，并强化首样评审、PPAP评审。 7.本次修订对里程碑的决策机制进行了局部调整。G!由原来的执委会（项目）调整为质量委员会（可授权质保总监），批准权限调整为质量执行总监。G0由原来的营销副总调整为执委会（项目），批准权限为总经理。 沈愉卿 2012/6/1 编号：SMPV-4.3-006-BP Page 83 / Total 83 版本：2.2
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