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Quality Strategy Master 2001New Product Introduction and the Importance of Advanced Quality Planning1-1Quality Strategy Master 2001新 產 品 導 入 先期品質計劃的重要性1-2Quality Strategy Master 2001Workshop ObjectivesRevisit the New Product Introduction stage as a key step in your Quality Strategy and the typical pitfalls during this stageRevisit the concept of Concurrent Engineering(CE)&why/how it leads to a smooth New Product Introduction(NPI)Explore the critical success factors of CE teams&activitiesRevisit the concept of Process or Quality Gates as a management tool during the product development cycle and NPI stagesExplain the strategic importance of establishing the NPI event as an assessment of manufacturing readiness and systematic problem prevention technique prior to mass productionDefine the key NPI activities,including its preceding gates,post-mortem analyses,pre-mass production gates.2-1Quality Strategy Master 2001訓練班目的重新認識新產品導入階段在品質策略中的重要性和在此階段中一些典型的易犯錯誤.重新認識同步工程(CE)的思想和它為何及如何使新產品導入(NPI)順利進行.探討同步工程(CE)團隊及其活動關鍵的成功因素.重新認識在產品開發和新產品導入階段，將制程或品質控制關卡作為一項管理工具的思想.闡述量產前作為制造準備就緒的評估和問題系統預防的技巧，而確立新產品導入的戰略重要性.明确新產品導入(NPI)的關鍵活動,包括前期控制關卡,事后（post-mortem）分析,量產前的控制關卡.2-2Quality Strategy Master 2001New Product Development&Introduction Timing Chart*LaunchPilotPrototypeProgram ApprovalConcept Initiation/ApprovalPRODUCTIONFEEDBACK ASSESSMENT&CORRECTIVE ACTIONPLANNINGPRODUCT DESIGN&DEV.PROCESS DESIGN&DEVELOPMENTPRODUCT&PROCESS VALIDATIONManufacturing ReadinessConcurrent Engineering*ADAPTED FROM FORDS APQP MANUAL3-1Quality Strategy Master 2001新產品開發&導入時間表*導入試產原型方案認可設想開始實施/認可生產 反饋評估及校正措施計劃產品設計&開發制程設計&開發產品&制程確認制造準備同步工程*ADAPTED FROM FORDS APQP MANUAL3-2Quality Strategy Master 2001Strategies(from a failure rate perspective)Strategy#2Minimize Intro Failure RateIntroR&D,PurchasingProduction RampAQPActivitiesStrategy#1FMEA NPIControl gatesTimePresentCompetitionFutureStrategy#3Early Process Optimization during MPDOE,SPC,CLCA,&other CIPsStrategy#4Quality Escalation(external failures)Detect,contain&recoveryInherent Quality&DFM/DFT Customer Perceived Failure RateRISK RISK ASSESSMENTASSESSMENTPREVENTIONPREVENTIONOPTIMIZATION&OPTIMIZATION&DETECTIONDETECTIONREACTION&REACTION&RECOVERYRECOVERY4-1Quality Strategy Master 2001策略(從失敗率來看)策略#2使導入失敗率最小化導入R&D,採購生產曲線圖AQP活動策略#1FMEA NPI控制關卡時間目前競爭將來策略#3於MP階段,進行早期制程優化DOE,SPC,CLCA,&其它 CIPs策略#4品質提升(外部失敗）偵測,受控&恢復內在品質&DFM/DFT 客戶認知的失敗率風險評估風險評估風險評估風險評估預防預防預防預防優化優化優化優化&偵測偵測偵測偵測應對應對應對應對&恢復恢復恢復恢復4-2Quality Strategy Master 2001 CUSTOMER SUPPORT-Quality Performance Feedback-Problem Resolution-Quality&Methods Marketing-Customer Manufacturing Support-Set Quality Goals PRODUCTION TECHNOLOGY CENTER-Design for PCB-Component guidelines-Design inherent quality-Process Research SUPPORT SYSTEMS-Change Management-Training-Quality Assessments&Audits-Customer Data Reporting-Document Control-Product Regulations&Safety MATERIALS-Material Qualification-Supplier Selection&Qual.-Continuous ImprovementCUSTOMERDesign RulesProduction TechnologiesMaterial RequirementsDesignApproved MaterialsProductPRODUCT DESIGN-Product Qualification-Design for Reliability,Manufactueability,TestManufacturing-Product Qualification-NPI-Process Control-Quality EscalationCustomer Feedback&Complaints123HIGHER LEVEL QA SYSTEM5-1Quality Strategy Master 2001 客戶支援-品質績效反饋 -問題解決-品質&方法推廣 -客戶制造支援-確定品質目標 生產技朮中心-為PCB板進行設計-元件的指導方針-設計內在品質-制程研究 支援体系-改變管理 -培訓 -品質 評估&稽核 -客戶資料報告-文件管制 -產品規程及安全性 材料-材料評核-供應商選擇&評核-持續改善客戶設計規則生產技朮 材料需要設計已認可的材料產品產品設計-產品評核-適於可靠性,可制造性及測試的設計制造-產品評核-NPI-制程管制-品質提升客戶反餽和投訴123更高級別的更高級別的 QA體系體系 實例實例5-2Quality Strategy Master 2001MANUFACTURINGMANUFACTURINGBLACK BOXBLACK BOXCONTINUOUS IMPROVEMENT Quality Escalation Quality Improvement Programs Regular Customer Review ForumsQUALIY SUPPORTS Quality Audit Corrective/preventive action Doc Con system Calibration system TrainingSTART-UP&NPI NPI Checklist FMEA Product Training Post Mortem Analysis Production Release CriteriaCUSTOMERCUSTOMERPROCESS CONTROLS SPC PVS PCS QAN ESD AOI SFCS Yield triggerINCOMING AQL MRB VFAR VCAROQM AQL VOQA FOQAINPUTOUTPUTFACTORY QUALITY SYSTEM6-1Quality Strategy Master 2001生產黑盒子生產黑盒子生產黑盒子生產黑盒子持續改善持續改善 品質提升品質改善計划 定期客戶評估討論會品質支援品質支援品質稽核校正/預防措施 文件管制體系 校准體系 培訓工廠品質體系-實例起點起點&NPI NPI查驗表 FMEA 產品培訓 Post Mortem 分析 投產標准客戶客戶制程管制制程管制 SPC PVS PCS QAN ESD AOI SFCS Yield trigger來料 AQL MRB VFAR VCAROQM AQL VOQA FOQA輸入輸入輸出輸出6-2Quality Strategy Master 2001The NPI ProcessR&D ActivitiesConcurrent Engineering ActivitiesPilot Run PreparationPilot Run BuildRelease To Mass ProductionMilestone Definitions Design ReviewsGate CriteriaEarly information sharingDFM ReviewsR&D treat factory as internal customerEmphasize Advanced Quality Planning,process defect prevention.Define process set-ups,test programs,and initial process parametersMinimum Process Yields and First Pass Yields are met.Process and test issues are known and addressed.Mass production process parameters have been defined.Collect necessary data,verify all process set-ups,test programs,and determine mass production process parameters.7-1Quality Strategy Master 2001NPI 制程R&D 活動同步工程活動試產準備 試產 量產確立里程碑般之重大問題 設計評估合格標準早期資訊共享DFM 評估R&D 視工廠為內部客戶強調先期品質計劃,制程缺陷預防.確定制程方案,測試程式,及初步制程參數達到制程良率及直通率的最低標準.制程及測試問題已知並加以解決.量產制程參數已確定下來.收集必要數據,驗証所有制程方案,測試程式,及確定量產制程參數.7-2 PRODUCT PLANNINGCONCEPTDEVELOPMENT ENGINEERING VERIFICATION TESTING (EVT)PILOT RUN (PR)PRE-PRODUCTION (PP).Marketing.Business Plan.Specification Review.Design Objectives.Cost ObjectivesCost Objectives.Manufacturing ObjectivesManufacturing Objectives.Quality ObjectivesQuality Objectives.Design Proposal.Team Organization.Schedule.Design&Simulation.Component Selection&Sourcing Plan.Sample Build&Test.Design ReviewDesign Review.Reliability Test.EMI/EMC Test.Manufacturability ReviewManufacturability Review.Safety/Ergonomics Test.Compatibility Test.Pilot Run ReviewPilot Run Review.Process/Equipment Review.Process/Equipment Review.Manufacturability Review.Manufacturability Review.Reliability Test.Regulations Approval.Component/Material Approval.Service Document .Production Readiness ReviewProduction Readiness Review (Product/Material/Process/(Product/Material/Process/Quality/Service)Quality/Service).Non-Compliance Analysis&Corrective Actions .Ongoing Reliability Test .Design Maturity Test .Reliability Test .EMI/EMC Test .Manufacturability ReviewManufacturability Review .Regulation Approval Test .Component/MaterialComponent/Material Approval Test Approval Test .Compatibility TestDESIGN MATURITYTESTING (DMT)MASS PRODUCTION .Problem Analysis .Corrective Actions .Ongoing Reliability Test .Continuous ImprovementPRODUCT DEVELOPMENT PROCESS-An Example8-18-1 產品計劃產品計劃設想開發設想開發 工程驗証測試工程驗証測試 (EVT)試產試產 (PR)生產前生產前 (PP).行銷.商業計劃.規格評估.設計目標.成本目標成本目標.生產目標生產目標.品質目標品質目標.設計提案.團隊組織.計劃表.設計&仿制.元件選擇&供應商開發計劃.打樣&測試.設計評估設計評估.可靠性測試.EMI/EMC 測試.可制造性評估可制造性評估可制造性評估可制造性評估.安全性/人類工程學測試.兼容性測試.試產評估試產評估試產評估試產評估.制程制程制程制程/設備評估設備評估設備評估設備評估.可制造性評估可制造性評估可制造性評估可制造性評估.可靠性測試.規程認可.元件/材料認可.文件 .生產準備狀況評估生產準備狀況評估生產準備狀況評估生產準備狀況評估 (產品產品產品產品/材料材料材料材料/制程制程制程制程/品質品質品質品質/服務服務服務服務).不符合性分析&校正措施 .持續可靠性測試 .設計完善度測試 .可靠性測試 .EMI/EMC 測試 .可制造性評估可制造性評估可制造性評估可制造性評估 .規程認可測試 .元件元件元件元件/材料認可測試材料認可測試材料認可測試材料認可測試 .兼容性測試設計完善度測試設計完善度測試(DMT)量產量產 .問題分析 .校正措施 .持續可靠性測試 .持續改善產品開發過程產品開發過程 實例實例8-28-2Quality Strategy Master 2001The Process as a Quality Strategy PillarThe Pilot Run stage signifies the end of the product design&development stage.It is the main verification stage for assessing manufacturing processes readiness.It is the culmination of the concurrent engineering activities from new product concept to design verification.During the NPI run,it will also be determined if the DFX activities had been properly done and effective in meeting the manufacturing requirements and process yield targets.It is the time to prevent process problems by implementing PFMEA,and determining process parameters for yield optimization.It is exceedingly better to invest the necessary time&resources before and during NPI then the best“continuous improvement”program during Mass Production stage.9-1Quality Strategy Master 2001作為品質策略支柱的NPI 制程試產階段表明產品設計及開發已進入收尾階段。它是評估制程準備就緒的主要驗証階段。它是同步工程從新產品設想到設計驗証的最頂峰。於 NPI 過程中,同樣可確定在滿足制造需要及達到制程良率目標方面，DFX 活動是否適當進行且有效。它是通過實施PFMEA來預防制程問題以及為實現產出最優化而確定制程參數的最佳時機。在新產品導入之前和期間，投入必要的時間和資源比在量產階段實行最佳之持續改善方案要更有效得多。9-2Quality Strategy Master 2001Presentation on NPI procedure10-1Quality Strategy Master 2001NPI 程序介紹10-2Quality Strategy Master 2001Typical problems during NPILittle or no concurrent engineering activities leading to manufacturing requirements not met at the time of NPI resulting in low yields and high costsNPI procedure is not well defined or too simplistic leading to:inadequate records/information and poor management decision makingProper process or quality gates not properly enforced at the upper stream and before NPI startsNo formal meeting&checklist to determine production readiness&sign-off before NPI startsInadequate formal data collection at key process and formal review meeting/records of process issuesInadequate or lack of formal criteria to release to mass production11-1Quality Strategy Master 2001於NPI階段的典型問題於NPI 階段,當導致低良品率及高成本時,沒有或很少有同步工程活動而導致不能滿足制造需要。沒有明確規定 NPI 程序或太簡單而導致:不充分的記錄/資訊及蹩腳的管理決策。於上一階段及NPI開始前,沒有適當加強制程及品質控制關卡。於NPI 開始前,沒有正式會議及查驗表來確定生產準備情況/簽核。於關鍵制程段的正式資料收集以及就制程問題的正式評估會議/記錄不充分。不充分的/缺乏量產投產之正式標準。11-2Quality Strategy Master 2001What are the possible failure costs during the CE,Pilot Run and Mass Production stages?R&D and factory perceive each other as adversaries.Design data being provided at the last minute resulting in“rush”preparations for the factory.That is.,new product design being“thrown over the wall”syndrome.DFM and DFT reviews are done before or close to production pilot run stage which is often too late and process yields cannot be optimized because pcb layouts have been finalized.At the factory,manufacturing is only involved in the new product design at late stages and omitted many necessary but time consuming activities such as product checklists,FMEA,test plans and process capability studies.Because of the“lack of time”,and insufficient emphasis during the NPI stage,many product and process problems spill over to mass production ramp,resulting in the failure costs increasing tremendously.Finally,the old syndrome of“problem solving”and“continuous improvement”prevails.12-1Quality Strategy Master 2001在CE,試產及量產階段,可能的失敗成本是什麼?研發R&D 及工廠各視對方為“對手”。于最後時刻才將設計資料提供給工廠而導致“倉促”準備。即,新產品設計患有 “隔牆拋物”綜合証。於試產前或近於試產階段,才進行DFM 及 DFT 評估。這經常已是太晚了,因為 PCB 布線已定,制程良率不能再優化。在工廠，制造僅在最後階段才參與新產品設計，而遺漏了許多必要的且耗時的活動，如產品查驗表,FMEA,測試計劃及制程能力研究。由於“沒有時間”,以及對NPI 階段沒有引起足夠的重視，致使許多產品和制程問題暴露於量產期間，而導致失敗成本大幅增加。最後，“解決問題”及“持續改善”之頑癥繼續“盛行”。12-2Quality Strategy Master 2001Typical Causes of Failure Costs in the Factory-The R&D System and Process13-1Quality Strategy Master 2001在工廠,失敗成本的典型原因-R&D 體系及制程13-2Quality Strategy Master 2001Evolution of Concurrent EngineeringR&D ActivitiesConcurrent Engineering ActivitiesPilot Run PreparationPilot Run BuildRelease To Mass ProductionMilestone Definitions Design ReviewsGate CriteriaEarly information sharingDFM ReviewsR&D treat factory as internal customerEmphasize Advanced Quality Planning,process defect prevention.Define process set-ups,test programs,and initial process parametersMinimum Process Yields and First Pass Yields are met.Process and test issues are known and addressed.Mass production process parameters have been defined.Collect necessary data,verify all process set-ups,test programs,and determine mass production process parameters.14-1Quality Strategy Master 2001同步工程之演變R&D 活動同步工程活動試產準備 試產 量產確立里程碑般之重大問題 設計評估合格標準早期資訊共享DFM 評估R&D 視工廠為內部客戶強調先期品質計劃,制程缺陷預防.確定制程方案,測試程式,及初步制程參數達到制程良率及直通率的最低標準.制程及測試問題已知並加以解決.量產制程參數已確定下來.收集必要數據,驗証所有制程方案,測試程式,及確定量產制程參數.14-2Quality Strategy Master 2001The R&D System/ProcessManagers and experienced designers form the knowledge pool for how products are designed.Managers&team leaders lead their groups through the development process based on their past experience,both successes and failures.E.g.,when a schedule for a new project is required,the manager creates it by modifying an old project schedule from their personal file.The schedule show what would be completed and when.And for many engineers,this schedule was the development process.(In the case of factory NPI,the checklist/schedule became the NPI process)Less experienced engineers are forced to rely on a few lead engineers or managers to guide them through the myriad other development steps not included in the schedule.15-1Quality Strategy Master 2001R&D 體系/制程經理及富經驗之設計者構成如何設計產品之“知識群體”。經理&團隊領導者基於過去成功及失敗的經驗，帶領小組通過開發階段。如：當需要一新項目之計劃表時，經理通過修改個人檔案中的一個舊項目計劃表來完成。計劃表顯示要完成什麼及何時完成.對許多工程師而言,計劃表即開發制程表.（於工廠 NPI 情況下,查驗表/計劃表即為NPI 制程表）。經驗不足的工程師被迫依賴於一些主導工程師或經理來引導他們通過大量的未包括於計劃表中的其它開發步驟。15-2Quality Strategy Master 2001The R&D System/ProcessThe development“process”knowledge resided with a few key managers,and it easily eroded from the organization as these people transferred to do other jobs,or left the company.New managers took their places and started the learning cycle all over again.The complete dependence on people to do the job right has easy-to-recognize symptoms:when things go wrong,people,usually individuals are blamed;successes and lessons are seldom captured and shared between business units or departments:mistakes repeat,and success dont.no measures are available to all project managers to assess the performance of their projects against other projects;nobody knows if he has done better or worse than his competitors.16-1Quality Strategy Master 2001R&D 體系/制程開發“制程”知識掌握在一些關鍵經理手中，當這些人改行做其它工作或離開公司，研發組織易於受損。新經理繼任，重新開始學所有流程。完全依賴於“人”來做好這項工作，有著易於識別之特征：當出問題時，“人”，通常是個人受到責備。很少記錄成功與教訓並於各運作部門間共享，而導致：重復錯誤,難於成功。.對所有項目經理，沒有量度尺度，以參照其它項目來評價其項目績效。沒人知道其比競爭對手做得更好還是更差。16-2Quality Strategy Master 2001So,whats the Solution?-Advanced Quality Planning(AQP)Team,or,also known as Concurrent Engineering(CE)Team17-1Quality Strategy Master 2001那麼,解決辦法是什麼?-先期品質計劃 (AQP)團隊,或,同步工程(CE)團隊17-2Quality Strategy Master 2001Shift from Serial to Parallel Processes with Concurrent EngineeringTraditional serial processConcurrent engineering processDevelopment processMFG readiness processDevelopment processMFG process developmentShip date18-1Quality Strategy Master 2001從串行制程轉向以同步工程為特征的並行制程傳統的串行制程同步工程制程開發制程MFG 準備階段開發制程MFG 制程開發出貨期18-2Quality Strategy Master 2001Why the shift from serial to parallel process?Shorter design/development intervals due to less design rework/changes to meet MFG requirements(I.e.,higher chances of designing products right the first time)Shorter manufacturing readiness intervals because of design data sharing at earlier stages of R&D cycleShorter time-to-ship intervals as a result of preceding shorter intervalsManufacturability reviews had to be performed at earliest opportunity in order for DFM/DFA activities to be effectiveOpen communications between design and manufacturing organizations result in real quality improvements that help downstream processes19-1Quality Strategy Master 2001為何要從“串”轉向“並”行制程?由於更少的設計重工/修改而縮短了設計/開發時間，來滿足MFG 需要。(即：於第一次就設計好產品的更高可能性)由於在R&D早期階段設計資料共享，而縮短了制造準備時間。由於前期時間變短，而縮短了交貨時間。於最早時機，必須進行可制造性評估以使 DFM/DFA 活動有效。設計及制造部門間的公開交流，將會幫助下序制程實現真正的品質改善。19-2Quality Strategy Master 2001Evolution towards Concurrent EngineeringMFGR&DMFGR&DMFGR&DR&DMFGR&D&MFGIsolationEvaluation&ReviewEducation&DFM GuidelinesPart Time ParticipationIntegrated Development Teams with Design and MFG20-1Quality Strategy Master 2001向同步工程演變MFGR&DMFGR&DMFGR&DR&DMFGR&D&MFG相獨立評價&評估訓練&DFM 指導方針部分時間參與設計與 MFG 整合之開發團隊20-2Quality Strategy Master 2001Isolation stageLittle or no interaction during new product developmentDesign owned solely by the developers;separate design and manufacturing documentationIndividual contribution highly valued and rewardedOver-the-wall design transfer and serial design and manufacturing activities considered normal mode of operation21-1Quality Strategy Master 2001獨立階段於新產品開發階段，相互之間很少或沒有互動。設計由開發人員獨佔；設計文件與制造文件分開。過高看重個人貢獻並給與獎勵。“隔牆”設計轉移，串行設計及制造活動被視為正常的運作模式。21-2Quality Strategy Master 2001Evaluation&Review StageAfter-the-fact reviews;meeting with manufacturing were conducted after the design work was completeDesigns were frequently reworked to accommodate manufacturing issues,resulting in longer development intervalsRelationship between manufacturing and design changed from little interaction to an antagonistic,emotionally charged and tense relationship22-1Quality Strategy Master 2001評價&評估階段事後評估;設計工作完成之後，與制造部門進行溝通。設計需頻繁修改以兼顧制造問題，而導致開發時間延長。制造及設計間的關系由很少互動轉為一種對抗的，互相指責的且緊張的關系。22-2Quality Strategy Master 2001Education&DFM Guideline StageManufacturing provided DFM information via documents,I.e.,DFM guidelines;reviews and rework were reducedDesigners became more knowledgeable and sensitive to manufacturing and other downstream processes affected by the design;product designs began to reflect manufacturing issues up front in the design process,and some full-stream optimization occurredManufacturing engineers remained isolated from design process,with the exception of manufacturability reviewsDesigners began to realize that it is difficult to keep up with and handle all the manufacturing information;awareness increased that designers cannot do DFX by themselves23-1Quality Strategy Master 2001訓練&DFM 指導方針階段通過文件，即：DFM 指導方針，向制造部門提供 DFM 資訊;評估及重工減少。設計人員變得更博學，對制造問題及其它受設計影響的下序制程更敏感；產品設計開始提前於設計階段就反映制造問題，整個流程實現某種程度的優化。除了進行制造可行性評估外,制造工程師依然被隔離於設計制程之外。設計人員開始意識到難於做到與所有制造資訊保持同步及適時處理，更強烈地意識到並非設計人員能夠獨自進行DFX。23-2Quality Strategy Master 2001Part Time Participation StageManufacturing became involved early in the design process as an active participant(still part-time);reviews and rework eliminatedFrequent interactions occurred between design and manufacturing;communication paths were openedConcurrent design of product and the associated downstream processes took place on a limited basis,with some shared decision making between design and manufacturing;manufacturing readiness intervals(final design to production ship)began to decreaseSuccess factors for concurrent engineering began to surface,including shared objectives,communication tools,shared design tools,common values and reward systems,and common processesDesigners continued to“own”the product design24-1Quality Strategy Master 2001部分時間參與階段制造作為一個積極參與者（仍然是部分時間)逐漸介入於設計制程早期階段；評估及重工被消除。設計及制造部門開始頻繁互動；溝通渠道敞開。產品及相聯系的下序制程的同步設計只發生在有限的基礎上，於設計及制造間一些決策文件共享；制造準備時間（最終設計至生產出貨）開始縮短。同步工程的成功因素開始顯現，包括目標共享，溝通工具，設計工具共享，共享價值及報酬體系，共有制程。設計人員繼續“擁有”產品設計。24-2Quality Strategy Master 2001Integrated Development Teams StageThis is the final stage where Design and Manufacturing work closely together to achieve the companys goals.25-1Quality Strategy Master 2001經整合之開發團隊階段這是最後階段,于此階段,設計及制造部門密切合作，共同達成公司目標。25-2Quality Strategy Master 2001Presentation on Concurrent Engineering Activities26-1Quality Strategy Master 2001同步工程活動介紹26-2Quality Strategy Master 2001The Concurrent Engineering StageR&D ActivitiesConcurrent Engineering ActivitiesPilot Run PreparationPilot Run BuildRelease To Mass ProductionMilestone Definitions Design ReviewsGate CriteriaEarly information sharingDFM ReviewsR&D treat factory as internal customerEmphasize Advanced Quality Planning,process defect prevention.Define process set-ups,test programs,and initial process parametersMinimum Process Yields and First Pass Yields are met.Process and test issues are known and addressed.Mass production process parameters have been defined.Collect necessary data,verify all process set-ups,test programs,and determine mass production process parameters.27-1Quality Strategy Master 2001同步工程階段R&D 活動同步工程活動試產準備 試產 量產確立里程碑般之重大問題 設計評估合格標準早期資訊共享DFM 評估R&D 視工廠為內部客戶強調先期品質計劃,制程缺陷預防.確定制程方案,測試程式,及初步制程參數達到制程良率及直通率的最低標準.制程及測試問題已知並加以解決.量產制程參數已確定下來.收集必要數據,驗証所有制程方案,測試程式,及確定量產制程參數.27-2Quality Strategy Master 2001Purpose of a CE ProcessA CE process must achieve 2 objectivesDesign,develop,and verify a product that optimizes all elements of the product life cycle from concept through disposal,including quality,cost,schedule,and user requirementsConcurrently design,develop,and verify the manufacturing processes that will support the production of the product28-1Quality Strategy Master 2001CE 制程的目的一個CE 制程必須達到2個目的設計,開發,驗証一個產品，優化從設
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