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PUBLICATION COMMITTEE
FUNCTIONS NAMES FUNCTIONS NAMES
QUAL ITY F. Hallits chke

NOTIFICATION OF PUBLICATION OF THE PROCEDURE

LIST OF READERS
INFORMATIC PUBLICATION BY e PIM OR ON THE INTRANET SITE

Note:
Printed c opies extracted from the ePIM/INTRANET are not c hecked for last update .
Every individual reader must check that his/her copy is updated on the Intranet s ite
PRINTED PUBBLICAT ION

Note:
Plant Quality manager is res pons ible for distributing the docum ents within plant functions.

MODIFICATIONS
REV DATE STATE MOTIVATION
00 14 / 03 / 13 Obs olete Replaces PRDIV0401 Rev03
01 18/ 10/13 approved Final Releas e

APPROVAL
FUNCTIONS NAMES DATE SIGNATURE

QUAL ITY F. Bondesan

OPERATIONS S. Arosio
PRODUCT LINE INSTRUME NT CLUSTER A. Rec inella
PROGRAM MANAGE MENT E. Rispal
SALES R. Fabro
FINANCE P. Meraviglia
R&D D. Dudenbos tel
PURCHAS ING V. Casci
SQA G. Miranda
QUAL ITY MANAGE MENT SYSTEM A. Dedonno

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INDEX
1 Purpose and Objective .......................................................................................................... 4
2 Scope.......................................................................................................................................... 4
3 Related Documents ................................................................................................................ 5
4 Acronyms .................................................................................................................................. 7
5 P2 Product & Process Development .................................................................................. 8
5.1 Introduction ...................................................................................................................... 8
5.2 Product Status Definition .............................................................................................. 9
5.3 Phase 2.1 Technical Offer and Quotation .............................................................. 10
5.4 Phase 2.2 Concept Development ............................................................................. 11
5.5 Phase 2.3 Product and Process Design ................................................................. 13
5.6 Phase 2.4 Product and Process Industrialization ............................................... 14
5.7 Phase 2.5 Product and Process Approval ............................................................. 15
5.8 Phase 2.6 Production Ramp up ................................................................................ 15
5.9 Design Freeze at Milestone MS3 .............................................................................. 16
5.10 Definition of Suppliers and Tooling Launch ......................................................... 17
5.11 PPAP Submission and Customer Release ............................................................ 17
5.12 System Development Cycles .................................................................................... 18
6 Responsibility ....................................................................................................................... 19
6.1 Program Management ................................................................................................. 19
6.2 Line Management ......................................................................................................... 19
6.3 Product Line Management ......................................................................................... 19
7 Approval to start the Development ................................................................................. 20
8 Project Hand over................................................................................................................. 20
9 Project Team and Role Descriptions .............................................................................. 21
9.1 Project Team.................................................................................................................. 21
9.2 Role Descriptions ......................................................................................................... 22
10 Development Process Coverage...................................................................................... 33
10.1 Project Planning ........................................................................................................... 33
10.2 Project Meetings........................................................................................................... 33
10.3 Milestone Reviews ....................................................................................................... 33
10.4 Configuration Management ....................................................................................... 33

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10.5 Change Management................................................................................................... 33

10.6 Risk Management ......................................................................................................... 33
10.7 Early Supplier Involvement ....................................................................................... 34
10.8 Object Reviews ............................................................................................................. 34
10.9 Validation Requirements Management .................................................................. 35
10.10 Design for Environmental Testing....................................................................... 35
10.11 Problem Analysis ..................................................................................................... 35
10.12 Degree of Maturity.................................................................................................... 35
10.13 SW Readiness ........................................................................................................... 42
10.14 Correction of SW Errors ......................................................................................... 42
10.15 Lessons Learned ...................................................................................................... 42
10.16 Escalation ................................................................................................................... 42
11 Periodic Project Reporting ................................................................................................ 43
12 Key Decisions ....................................................................................................................... 44
13 Tailoring .................................................................................................................................. 44
14 Performance Indicators ...................................................................................................... 45
15 Management of the Procedure ......................................................................................... 45
Annex............................................................................................................................................... 45

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1 Purpose and Objective

The main objective of the process P2 is to describe the general structure and activities during the
development of products and processes and to define a development standard independent of development
location and production plant, and to guarantee the development of best in class products and processes at
competitive costs, with best quality and to finally fully satisfy our customers.
The process P2 has to provide clear definition of tasks, deliverables and acceptance criteria on 3 levels:

- Project Management
- Product Development
- Process Development

Figure 1: P2 Product and Process Development

The process P2 has to define further the right activities to align the development process with the support
processes during the different phases of the development.

2 Scope
This process applies to all new developments inside the Product Line Instrument Cluster & Displays and is
valid worldwide.

Also derivative developments with SOD from 2014 on have to be developed according this procedure.

All other projects can be developed according PRDIV0401 Rev.03.

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3 Related Documents
BOLD: mentionned in this document

MILESTONE REVIEW DURING PRODUCT AND PROCESS

PREDVP220_
DEVELOPMENT
SYSTEMS ENGINEERING AND VALIDATION PREDVP262_

OFFER PROCESS PREDVP100_

GESTIONE PROTOTIPI PRDIV0402_ - PROCEDURE 1

PRODUCT QUALIFICATION PRDIV0403_ - PROCEDURE 3

PRODUCT MODIFICATION PRDIV0404_ - PROCEDURE 3

PRODUCT DOCUMENTATION PREDVP203_

IMDS (INTERNATIONAL MATERIAL DATA SYSTEM) DECLARATION
PRDIV0406_ - PROCEDURE 1
ACCOMPLISHMENTS FOR VEHICLE END OF LIFE
CONTROL PLAN GUIDELINES PRDIV1001_ - PROCEDURE 0
APPROVAL PROCESS FOR EOL TESTING PARTS CONFIG
PRDIV1102_ - PROCEDURE 0
APPLICATION SOFTWARE PROGRAM
STATISTICS TECHNIQUES AND ASSIMILATED METHODS FOR
PRDIV2001_ - PROCEDURE 1
QUALITY
CLASSIFICATION OF PRODUCT AND CHARACTERISTICS PRDIV2201_ - PROCEDURE 2

APQP PREDVP293_

SUPPLIER FEASIBILITY COMMITMENT PREDVP405_

STAFF MANAGEMENT PRDIV1801_ - PROCEDURE 1

TEAM CHART IOEDVP200B_

PROJECT DEVELOPMENT PLAN IOEDVP200C_

MONITORAGGIO ECONOMICO DEI PRODOTTI IN AVVIAMENTO E ON

IODIV0401D - PROCEDURE 1
GOING

PROJECT RISK ASSESSMENT IODIV0401E - PROCEDURE 1

BILANCIO DI SVILUPPO PRODOTTO IODIV0401F - PROCEDURE 0

TECHNICAL MEMORY IODIV0401I - PROCEDURE 1

MASCHERATURA MICROPROCESSORI IODIV0401K - PROCEDURE 2

CONTRACT BOOK IODIV0401L - PROCEDURE 0

SOFTWARE RELEASE PROCESS IODIV0401M - PROCEDURE 1

HW DESIGN GUIDE LINE PREDVP240_

DESIGN REVIEW IOEDVP200L_

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TESTING DESIGN GUIDE LINE IODIV0401R - PROCEDURE 3

TST MODULES USER MANUAL IODIV0401S - PROCEDURE 2

MECHATRONIC DESIGN GUIDE LINE IODIV0401T - PROCEDURE 0

QUALITY ENGINEER OPERATING GUIDELINE IODIV0401X - PROCEDURE 0

TOOLS FOR QUALITY ENGINEER IODIV0401Y - PROCEDURE 0

QUALITY MANUAL OF TEST AND VALIDATION LABORATORIES IODIV0402A - PROCEDURE 0

VERIFICATION AND VALIDATION PLAN IODIV0403A - PROCEDURE 2

VALIDATION MODULE IODIV0403B - PROCEDURE 0

PROJECT FUNCTIONAL VERIFICATION PLAN IODIV0403C - PROCEDURE 0

PRODUCT MODIFICATION MODULES IODIV0404A - PROCEDURE 2

INDUSTRIAL TRANSFER IODIV0404B - PROCEDURE 1

PRODUCT DOCUMENTATION DIFFUSION AMONG PRODUCTION
IODIV0405A - PROCEDURE 1
SITES
FAILURE MODE EFFECT ANALYSIS IOEDVP200A_

FAULT TREE ANALYSIS IODIV2001B - PROCEDURE 0

CALCOLO DIFETTOSITA' PREVISIONALE A 0 KM IODIV2001C - PROCEDURE 0

CALCOLO AFFIDABILITA' PREVISIONALE IODIV2001D - PROCEDURE 1

INTERNATIONAL AND NATIONAL DIRECTIVES AND

IODIV2201A - PROCEDURE 1
REGULAMENTATION

MODALITA' CLASSIFIC. PRODOT. E CARATTER. CRITICHE IODIV2201B - PROCEDURE 0

PRODUCT TYPE APPROVAL IODIV2201C - PROCEDURE 1

PRODUCTION PART APPROVAL PROCESS PREDVP303_

PURCHASING OF COMPONENT AND EQUIPMENT PREDVP401_

8D MANAGEMENT IOEDVP501A_

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4 Acronyms
APQP Advanced Product Quality Planning PCB Printed Circuit Board
ASIL Automotive Safety Integrity Level PCBA Printed Circuit Board Assembly
ASQA Advanced Supplier Quality Assurance PCN Product Change Notification
BL Business Line PDP Project Development Plan
(according IOEDVP200C)
BOM Bill Of Material PE Process Engineer
CFO Chief Financial Officer PFMEA Process FMEA
CM Configuration Management PL Project Leader
CQA Customer Quality Account PL Director Product Line Director
Cust MS Customer Milestone PM Program Manager
DAC Component Authorization Request PPAP Production Part Approval Process
DAR Decision Analysis And Resolution PQE Project Quality Engineer
DFMEA Design FMEA Proto C Prototype C
EDI Electronic Data Interchange PRS1 Pre-Series 1
EMC Electromagnetic Compatibility PRS2 Pre-Series 2
Eng. Engineering PSM Process Manager
EOL End Of Line PT-A Prototype A
FMEA Failure Mode Effect Analysis PT-B Prototype B
FOT First Off Tools PT-C Prototype C
FTA Fault Tree Analysis R&D Research & Development
GIRC Interdisciplinary Cost Reduction Activity RFQ Request For Quotation
HR Human Resources SOP Start Of Production
HW Hardware SafM Safety Manager
HW Hardware (Organizational Unit) SDE Supplier Development Engineer
Hw&Lo Hardware and Layout SE System (Lead) Engineer
Ind Index SOD Start Of Development
ISO International Organization for SQA Supplier Quality Assurance
Standardization
LIM Lifecycle Investment Management SQE (Plant) Supplier Quality Engineer
MdC Contribution Margin SW Software
ME Mechanical Engineering (Team) SW Software (Organizational Unit)
MFG Manufacturing (Eng. Manager) SYS-SW QA System Software Quality Assurance
MM Magneti Marelli TMD Test Methodology Designer
MS1 Milestone 1 (2,3,…6) VP Vice President
Opt Optics (Organizational Unit) WCM World Class Manufacturing

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5 P2 Product & Process Development

5.1 Introduction

The Product and Process Development consists of 6 phases as shown in figure 1. At the end of each phase
the successful achievement will be controlled by a milestone review under the responsibility of the Project
Leader and according PREDVP220.

Figure 2: Overview P2 Product and Process Development

The Product and Process Development starts in overlap with the Offer Phase after the approval to quote by
the Management. This decision happens most likely after having received a request for quotation from a
Customer or a potential Customer and the positive evaluation of the opportunity by the Sales Department.

The formal start of the Product and Process Development is often named Start of Development (SOD) and
allows to perform phase1 “Technical Offer and Quotation” of the Product and Process Development.
An offer project leader and an offer project team is appointed for phase 1 and during this phase the
Customer specifications will be analyzed and the initial concept of the product and the process will be
st
defined and the 1 project plan will be developed. The Costs of the product but also the development effort
will be evaluated to support the Quotation and all technical documents will be created needed to submit an
offer fitting to the Customer requirements. Main target of this phase is to obtain the Customer nomination.

With the Customer nomination or an authorization by the Management the Project Leader and the project
team will be confirmed and the detailed design of product and process starts. The activities go over several
phases from the “Concept Development” over “Product and Process Design” and “Product and Process
Industrialization” and end with the Customer approvals for product and process during the phase “Product
and Process Approval”.
Main target of the phases is to detail product and process in a way that the result is compliant with the
Customer requirements and that it can be produced under mass production conditions. At the same time the
responsibility for manufacturing and logistic processes will be transferred to the manufacturing location.

The final phase of the Product and Process Development is the phase 6 “Production Ramp-up” to close
latest issues on performance, to set contractual production capacity and to achieve the negotiated volume.
Main target of this phase is to finish the transfer of the responsibility to the manufacturing plant and to close
the development project.

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5.2 Product Status Definition

Product
Definition
Status
Concept Sample
Proto A Preliminary prototype for demonstration and to perform verification tests.
(PTAx) Not representative of final product, it could be different depending on the function to
x stands for
demonstrate.
possible
evolutions Built in prototype lab.
Possibly unitary delivered to Customer.
Functional Sample
Representative for the final product.
Not necessarily full-functionalities representative. Used to perform Components
Proto B Verification & Testing and first SIV Campaigns.
(PTBx) Completed in prototype lab.
Prototype tooling but close to series processes.
Usually delivered to Customer.
Breakdown in sub-phases PTBx possible.
Off Tool Samples
Final representative step of the product in term of HW, Mechatronics & Optics.
100% SW or derogation with OEM defined.
Used to finalize Components Verification & Testing and perform SIV Campaigns.
Partly (minimum one batch) built with serial equipment at supplier site or final
Proto C destination.
(PTCx) Prototype lab must be derogated with OEM.
Usually delivered to Customer and used to get written feedback from the Customer
about blocking points and improvement points.
Breakdown in sub-phase possible which are related to the tooling and/or HW evolutions
PTC0 – C-samples w/o optimization
st nd
PTC1, PTC2 – After 1 , 2 optimization Tools and/or HW
Serial Samples
Fully representative of final product in terms of HW, Mechatronics & Optics except for
eventual process-relevant items.
PRS1 100%SW function fully tested or derogation with OEM defined.
Used for Product Validation and to get release from Customer R&D.
Built in factory as first limited capacity pre-series.
Usually delivered to Customer.
Serial Samples
Fully representative of final product in terms of HW, Mechatronics, Optics & SW, except
for latest modifications due to Final Functional tests.
PRS2
Built in factory as first full capacity pre-series and used for Full-day production and Initial
Samples.
Delivered to Customer, in particular to get Quality Approval for Mass Production.
Series
Full qualified and approved product in terms of product and process
Product

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5.3 Phase 2.1 Technical Offer and Quotation

During this phase an offer project leader and an offer team will be established to verify the Customer
requirements to secure the feasibility. Template in IOEDVP200B has to be used for the constitution.
Approval from the responsible of each line function is needed.

Not all Customers have detailed requirements specifications at the time of the RFQ. The missing information
will be collected by interactive methods (questionnaire, technical meetings).
Several departments are involved to secure that all aspects are considered as a base for the evaluation of
the requirements.
A preliminary High-level (level 1) schedule of the project compliant to the Customer target milestones and the
internal product development process will be built.
The offer team is building in consideration of these inputs and experience from past projects a product and
process concept which will be the base for the cost estimation.

At the end of phase 2.1 and in case the development will continue (business nomination by Customer or
Management decision to continue) the offer team will be converted into a project team. Likely additional
resources will be defined and the updated project organization will be published in the team chart which has
been approved by the responsible of each line function using the formalized team chart according
IOEDVP200B.

When Condition to Start Macro Activities Aim Main Deliverables

To give evidence that Level I Planning
OFFER TEAM,
Approval to offer from • contract is complete and no deviation Economical Offer
SOD - MS1 Project Management OFFER PREPARATION,
Product Line and Sales between negotiation result and Offer Initiative
PROJECT APPROVAL
approved offer initiative is present Nomination Letter
• MM is properly activated by the Product Concept Study
Product Development CONCEPT STUDY
Customer Technical Offer
• all project inputs are available that
the project can pass from offer status
Process Concept Study
PROCESS CONSTRAINTS FOR into formal project without risk for the
Process Development Make or Buy Hypothesis
PRODUCT CONCEPT Product Line in terms feasibility, timing,
1st draft Contract Book
quality and economics and offered
concept is matching with the Customer
Figure 3: Overview Phase 2.1 Technical Offer and Quotation

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5.4 Phase 2.2 Concept Development

During this phase the detailed product and process concept will be developed.

The Concept Development starts with the Customer’s nomination to MM or in case Customer’s nomination is
still pending based on a formal authorization by the management.

The Customer’s nomination will be reviewed respect to the offer package. Conflicts between offer and
nomination will be identified and action will be defined to resolve them.

The Project Leader has the responsibility to develop with the project team the Project Development Plan
(PDP) according IOEDVP200C and to keep it updated to manage properly:

- Definition of the scope of the project

- Set-up of project monitoring and control
- Set of the project infrastructure
- Data management
- Product description
- Product breakdown structure
- Definition of critical characteristics
- Management of the project organization
- Work breakdown structure incl. management of the critical path
- Definition and monitoring of the time plan incl. management of the
critical path
- Project monitoring and control incl. cost monitoring and reviews
- Change management
- Configuration management
- Risk assessment
- Lessons learnt management
- Quality assurance plan
- Sample delivery plan
- Project closure

In addition to IOEDVP200C the Project Leader has the responsibility to manage the System Release Plan
according PREDVP262.

The Project Development Plan must be approved by the responsible Program Manager and the Project
Quality Engineer assigned to the project.

FMEA process according IOEDVP200A has to be started. Responsibility is at each department.

According the complexity of the project the Program Manager can request to the different departments to
apply some of the quality methods according PRDIV2001. If decided these activities must start during the
phase 2.2.

The HW Department has to develop together with System Engineering FTAs minimum for displays and
microprocessors.
These FTAs have to be reviewed with experts from Plant Quality, Project Quality Engineer and SYS SW
QA. Invitation owner is HW.
The FTA method is described in IODIV2001B.

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Figure 4 illustrates the V-cycle during the product development. It will be applied during all phases with
development activities not only during the concept development.

The V-cycle is deeply described in the PREDVP262.

Figure 4: V-Cycle of the product development

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SW functional content will increase according to the incremental plan.

System development follows the V-cycle System release cycles and for significant sample stage (see figure
4) the system release cycle according figure 5 is performed.

Figure 5: System Development Cycle

The build of an PT-A is possible for the confirmation of the product concept but it is non-mandatory to
perform this build.

At the end of the Concept Development the commitment of all stakeholders (Customer, internal
stakeholders) to the final concept will be collected.

When Condition to Start Macro Activities Aim Main Deliverables

To give evidence that
POSITIVE MS1 REVIEW • all changes during the development
PROJECT TEAM, Level II Planning
OR are well managed and do not create
MS1 - MS2 Project Management PLANNING AND Change Management
MANAGEMENT economic impact for the Product Line
CONCEPT RELEASE Risk Management
DERROGATION and also there are no disproportionate
risks in terms of timing and quality
• the design of the product and process
can be started as the internal
requirements are compliant with PTA
PRODUCT CONCEPT
Product Development Customer specifications and product/ Product Concept
CONCEPT VERIFICATION
process feasibility is given FMEA
• all purchased components are
available on the market or forecasted
with a supplier commitments, in the
volumes and quality they are needed for Process Concept
Process Development PROCESS CONCEPT each step in development P-FMEA
• new technologies are well managed Contract Book
and do not create disproportionate risks
Figure 6: Overview Phase 2.2 Concept Development

5.5 Phase 2.3 Product and Process Design

During this phase all activities related to the development of product and process will be completed and the
design of the product will be finalized.
Various configurations of PT-B will be built and evaluated and the design verification will be performed.
Customer will start vehicle tests with PT-B and feedback about these tests will be obtained and used to
update and freeze the product architecture.
SW functional content will increase according incrementation plan.

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When Condition to Start Macro Activities Aim Main Deliverables

POSITIVE MS2 REVIEW INTERNAL TRACKING To give evidence that
OR SUPPLIER TRACKING • The designed product is in alignment CAPEX Initiative
MS2 - MS3 Project Management with the Product Line targets in terms of
MANAGEMENT CHANGE AND RISK
DERROGATION MANAGEMENT economics, timing and quality
• There is no disproportionate risk out
of the engineering test and all findings PTB
PRODUCT DESIGN are managed compliant within the DV Reports
Product Development
DESIGN VERIFICATION project plan Change Management
• The product can be produced and
inputs from process during the design of
the product have been taken into
account Defined Processes
Process Development PROCESS DESIGN
• Customer has confirmed the product
design and has frozen the specification
Figure 7: Overview Phase 2.3 Product and Process Design

5.6 Phase 2.4 Product and Process Industrialization

During this phase the commitment for the launch of all tools has been obtained from the Customer and the
series tools and equipment will be ordered/launched.
First sampling will be performed and the equipment will be installed.

Various PT-C prototype configurations will be built and evaluated and SW maturity will reach 100%
functionality.

The PPAP from the suppliers will be obtained and released. Non-conformities on the product and process
will be corrected.

Unit testing and SW Integration tests as well as System Integration & Testing and Functional System
Validation will be performed and at the end of the phase 2.4 the SW maturity will reach 100%SW function
fully tested or a derogation with the Customer is defined.

The product design will be fully frozen.

PRS-1 prototypes will be produced in limited quantities under pre-series conditions and will be used to
perform the production validation during the next phase.

Customer will use the PRS-1 samples for vehicle test campaigns and to give the (car) system approval to
MM.

When Condition to Start Macro Activities Aim Main Deliverables

POSITIVE MS3 REVIEW INTERNAL TRACKING
To give evidence that
OR MANAGEMENT SUPPLIER TRACKING • the product can be produced and Customer Commitment
Project Management CHANGE AND RISK product/proces s are optimized and for Investments
WRITTEN MANAGEMENT Closed DACs
validated
MS3 - MS4 SPECIFICATION FREEZE DAC CLOSURE • there is no blocking point in terms of
FROM CUSTOMER FOR conception to start the the final
LAUNCH PRODUCT TOOLINGS PTC/FOT/PTC1/PTC2
INVEST RELEVANT qualification of product and process to
Product Development PRODUCT CORRECTIONS Supplier PPAPs
CONTENT (CAPEX achieve compliance with Customer
PRODUCT TUNING Capability Studies
RELEASE) approval requirement
• there is no disproportionate risk for
LAUNCH OF LINE capacity or sourcing of
Proces s Development EARLY PRODUCTION material/components PRS1
PROCESS CORRECTIONS • the product can be produced also
under mas s production conditions
Figure 8: Overview Phase 2.4 Product and Process Industrialization

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5.7 Phase 2.5 Product and Process Approval

During this phase it will be confirmed that the product and the (production) processes fits to the mass
production requirements.
Product Validation will be performed on PRS1 samples to confirm product compliance with agreed
specifications.
No more design changes are planned except for last tunings to overcome performance issues.
Latest process fine tunings will be done.
PRS-2 prototypes will be produced under mass production conditions and the production process will be
validated with the demonstration of the process capability.
Initial samples will be delivered to the Customer with full quality documentation (PPAP).
The Product and Process Approval finishes with the Customer approval of the delivered initial samples.

When Condition to Start Macro Activities Aim Main Deliverables

POSITIVE MS4 REVIEW To give evidence that: Approval Customer R&D
CUSTOMER RELEASE,
MS4 - MS5 OR MANAGEMENT Project Management • All Customer approvals are given Approval Customer
DEVIATION AGREEMENT
DERROGATION • Product and process are capable Quality
PRODUCT VALIDATION • Material and components are 100% SW bugfree tested
Product Development
CUSTOMER R&D APPROVAL available to start MP Full documentation
PRS2
PROCESS FINE TUNING Approved Line
Process Development PROCESS VALIDATION Run@Rate
CUSTOMER QUALITY APPROVAL PPAP Samples for
Customer
Figure 9: Overview Phase 2.5 Product and Process Approval

5.8 Phase 2.6 Production Ramp up

During this phase the transfer of the responsibility for manufacturing and logistic processes of the
manufacturing plant will be finished.
The manufacturing plant makes the latest investments and settings to achieve the contractual production
capacity and the negotiated volume.
The development departments provide the needed support to the manufacturing location for potential
product quality issues and failure analysis which cannot be analyzed autonomous by the manufacturing plant
because of the complexity.
Main target of this phase is to finish the transfer of the responsibility and to close the development project.

When Condition to Start Macro Activities Aim Main Deliverables

POSITIVE MS5 REVIEW To give evidence that Production Plant Sign-Off
RAMP-UP SUPPORT
MS5 - MS6 OR MANAGEMENT Project Management • The objectives have been achieved Series Review
SIGN-OFF
DERROGATION (Quality, Timing and costs) Sign-off Meeting
RAMP-UP SUPPORT • That series review has been
Product Development Lessons Learned
performed
DUPLICATE EQUIPMENT • That Lessons Learned have been
ACCORDING CAPACITY NEEDS documented
Process Development Lessons Learned
FINAL OPERATORS
TRAINING
Figure 10: Overview Phase 2.6 Production Ramp up

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5.9 Design Freeze at Milestone MS3

Target for Milestone 3 is to have finished the development and the design is frozen for both product and
process. The project team has the important objective to achieve under the lead of the Project Leader during
the phase 2.3.

This is needed to start the industrialization in a safe way and with minimum risk for unplanned changes as
the company will start to spend the capital for the needed tools and production equipment.

The experience from the past shows that the design freeze is not always possible due to open points with the
Customer. To not jeopardize the industrialization and the following phases of the P2 process the Project
Leader has the possibility to continue the project but he has to guarantee the following activities and
agreements with the Customer:

HW or SW development is not finished

Continuation is allowed if the open functional content is known, agreed between Customer and MM
(including economical agreement) and a planning shows that SOP can be achieved including needed testing
and validation campaigns. Risk Management is recommended.
It is in the responsibility of the Project Leader to manage this point in compliance with the project schedule.
Risk management depends on the longest lasting activity and/or the activity with the highest risk which is
specific for each project and must be investigated case by case.

Mechanical development and/or development of illumination/display is not finished:

Continuation is allowed if the open items are defined, agreed between Customer and MM (including
economical agreement) and a planning shows that SOP can be achieved including needed testing and
validation campaigns
AND
an agreement with the Customer has been achieved that only changes w/o impact on molds will be accepted
or Customer will take engagement for new tools.
The Risk Management has to be done to define the date of no return when it is needed to launch a new tool
still compliant with SOP. Otherwise the Customer has to accept the performance for both functionality and
quality.
The Risk management depends the longest lasting activity and/or the activity with the highest risk which is
specific for each project and must be investigated case by case.

Development of process equipment is not finished:

Continuation is only allowed if Customer confirms engagement to pay for the potential changes or new
equipment and compliance with SOP has been put in evidence. Also the date of no return is defined.
A Risk Management has to be done to define date of no return when it is needed to launch a new tool or that
the Customer accepts the performance for both functionality and quality. It depends on the longest lasting
activity and/or the activity with the highest risk which is specific for each project and must be investigated
case by case.

The approval of all project disciplines has to be collected by the Project Leader and have to be stored in the
project folder.

In case of no agreement with the Customer the escalation according chapter 10.16 has to be initiated by the
Project Leader.

If the design freeze cannot be confirmed due to Magneti Marelli internal open items the Project
Leader has to start immediately the escalation according the flow defined in chapter 10.16.
To prepare the escalation the Project Leader has to build with the support of the Project Team the
different scenarios to overcome the situation in the same logic than what has been said before in
case of Customer open points.

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5.10 Definition of Suppliers and Tooling Launch

The process of purchasing of specific components is regulated by the PREDVP401.

Based on this procedure the main activities and responsible inside a project are:

1. Definition of project constraints (Budget, Timing): PL with the support the whole Project Team
2. Industrial Planning to match tools and equipment availability and readiness: PE
3. Design freeze and drawing/spec release: Mechanical Engineering
4. Preferred supplier(s) definition: Sourcing +SDE +R&D +PE +PQE
5. Collect offers from the different suppliers: Sourcing
6. Offer discussion and technical constraints raised by the suppliers: Sourcing +SDE +R&D +PE +PQE
(If needed several loops)
7. Present preferred supplier(s) in the Sourcing Committee: Sourcing
8. Approval of preferred Supplier presented by Sourcing: Commodity
9. Communication to the Project Team: Sourcing
10. Issue RdA: PE
11. Issue Order: Sourcing
12. Follow tooling progress: SDE, (Support: Sourcing)
13. Request Sampling, PPAP from Supplier: Sourcing
14. Perform Sampling @ Supplier if needed: SDE
15. Approval of the supplier PPAP for the component stand alone: SDE
16. Final approval of PPAP: R&D, PE
17. Signature of PPAP: PL
18. Send signed PPAP to Supplier: Sourcing

5.11 PPAP Submission and Customer Release

The Production Part Approval Process (PPAP) is part of the corporate process P3 and under the
responsibility of the Plant Quality.

PREDVP303 regulates all aspects and the responsibility to gather the Customer Series Production release.

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5.12 System Development Cycles

The product development is performed in incremental steps which are marked by the typical A, B, C
prototypes and by samples for customer approval. Additional samples are usually requested for
management presentations (test drives) or demonstrations of development progress. Examples: illumination
samples, cubing samples, samples for integrations stages, or SW correction loops.
Before the delivery of each such sample or new SW version, the development shall pass a System Release.
All development activities in preparation of a System Release and sample/SW delivery shall follow a
standard System Development Cycle (SDC). Contents and depth of the single activities in each cycle shall
be adapted to the phase of the project and to the actual purpose of the delivery.

Besides the sample or the SW itself, a planned set of documentation shall be produced or updated in each
cycle.

Each System Release at the end of a System development Cycle incorporates a Quality Gate (QGSR) at
which the System SW Quality Engineer shall rate:
• the development process compliance during the present cycle
• the availability and maturity of documentations in general and of those which are dedicated for the
sample/SW of that cycle
• the maturity of the delivered sample / software

The activities and responsibilities inside the standard System Development Cycle are defined in detail inside
the PROCEDURE “Systems Engineering and Validation” (PRDEVP262) and its related operative instructions
and document templates.
The System Development Cycles include all activities of System Validation as a means to evaluate the
actual maturity of the product. A full System Validation consists of following elements:
1. Functional System Validation – versus Functional and HMI requirements
2. Electrical and EMC Validation – versus Electrical and EMC requirements
3. Optical Validation – versus Optical Requirements
4. Mechanical Validation – versus Mechanical Requirements
5. Material Validation – versus Material Requirements
6. Reliability Validation – versus Reliability Requirements
7. System Safety Assessment – versus Safety Requirements

The needed test coverage by System Validation shall be tailored for each cycle, depending on project phase
and purpose of that cycle.

A full System Validation on B protoypes shall confirm the maturity of the product development prior the
launch of serial investments.
A full System Validation on mature PRS1samples is the base of the Product Qualification and approval.
Product changes after the System Development Cycle which includes the PRS1 validation shall be qualified
by delta validations in sub-sequent cycles.

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6 Responsibility
6.1 Program Management

The Program Manager is responsible that the developed product and process is compliant with:

• the cost and profitability targets

• the quality targets
• the Customer time schedule

The Program Manager appoints a Project Leader for the operative management confirmed by Program
Management Director and agreed with the Product Line Management.

The Project Leader has to support the Program Manager in the achievement of these 3 targets. The detailed
responsibility of the Project Leader is defined in chapter 9.

6.2 Line Management

Main responsibility of each Line Management sponsoring resources during P2 are

• Worldwide responsibility for the competence of the resources

• Allocation of the needed resources for the worldwide projects
• Training of the resources to comply with the needs of a project
• Support of the project team members through the line responsibility to reach the project goals
• Responsibility of the work result of the own department
• Assure the execution of the object reviews in time and with right quality
• Support R&D cost estimation and target process
• Additional assignments on request
• Escalation entity
• Approval of deviations in the frame of the given responsibility

6.3 Product Line Management

Main responsibility of the Product Line Management during P2 are:

• Authorization to start the development and therefore the P2 together with the Sales
Management and release of the offer budget
• Authorization of the project after positive nomination and release of the project budget
• Confirmation of the Program Manager and Project Leader for the project
• Escalation entity
• Approval of deviations

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7 Approval to start the Development

The process P2 starts with the authorization to offer given by Product Line and Sales. This authorization
covers all activities of the phase “Technical Offer and Quotation” until the MS1 review.

PREDVP100 defines the offer process including the conditions to discontinue the process in case of decision
by the MM Management or negative Customer decision.

After MS1 the continuation of the activities is only allowed if the Customer activation is available.

PREDVP220 defines the continuation of the activities in case of missing Customer activation.

8 Project Hand over

In case the offer was done from a team different than the team foreseen to develop the product and process
after the nomination a formal hand over is needed.

Documents to be handed over:

• Complete offer documents (Quotation package, product and process concepts)

• Contract review (acc. PRDIV0302)
• MS1 review (acc. PREDVP220)
• Risk estimation done (acc. IODIV0401E)

A hand over meeting has to be performed and must be documented by minutes of meeting to guarantee a
formal acceptance of the hand over by both teams.

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9 Project Team and Role Descriptions

9.1 Project Team

Latest at the MS1 review the Project Manager has to publish the approved project team in a project team
chart according IOEDVP200B.

The project team is an interdisciplinary team. The following figure illustrates the relation between hierarchical
organization and project team:

Even if all roles are stated in singular it does not exclude that there are several resources working during a
project on a role, e.g. several System Engineers.

This team composition answers to the today’s complexity of product and process development.

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9.2 Role Descriptions

The essential roles and responsibilities of the project team members during a project to assure a safe
development of product and process are listed in this chapter.

There are 2 kinds of project team members:

Project Core Team Member: Participates to all project meetings since SOD unless different decision of the
Project Leader.

Extended Project Team Member:

Participates only if invited or asks pro-active its participation in case of a critical situation to be reported or a
decision must be taken, must participate also during the miles stone reviews unless a different order by the
Project Leader.
The extended project team member has to fulfil and deliver of course all tasks assigned compliant with the
project schedule and the defined deadlines regardless the presence during the project meetings.

Beside these formalized tasks and responsibilities every project team member has the general responsibility
to act in an proactive way to assure the success of the project and to limit any risk during the development

Note: This overview does not replace the responsibility to create and store job descriptions for each position.
For detailed information refer to IODIV1801.

Legend: Project Core Team Member , Extended Project Team Member

Project Leader (PL) :

• Definition and documentation of deadlines and milestones
• Synchronization of all activities to meet the defined deadlines and milestones
• Tracking of the project progress
• Responsible for the application of project control metrics according IOD0401C
• Responsible for the planning and conducting of the milestone reviews
• Leading the project team and the regular project team meeting incl. minutes of meeting
• Monthly reporting and reporting to the Product Line Management upon request
• Escalation of critical points along the program organization to get a decision
• Control of sample deliveries to the Customer and for internal purpose (testing, validation)
• Ramp-up securing with the proactive support of the Process Engineer and the Project Team
• Sign-off securing to production and controlled ending of the project
• Planning and supervision of Make and Buy decision in time and the sourcing committee to assure
that all decision making parties are involved at the right time
• Responsible for DAC closure and Customer R&D release
• Responsible to perform the Run @ Rate together with the Process Engineer and the Plant Quality
and the Customer
• Leader of a continuous improvement process to increase product and process quality and product
margin and profit with the aim to define and to realize these potentials before SOP

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Process Engineer (PE):

• Responsibility of the definition and documentation of the process concept according the targets for
cost and quality and compliant with the project schedule. Finalized in the contract book.
• Technical risk analysis of the production process
• Support to the R&D to implement the manufacturing requirements including pro-active participation
during the reviews with the responsibility to release the PFMEA ( done by him, industrialization
team, PL and the Project Quality Engineer) and the QUALITY CONTROL PANEL ( done by Quality
Mfg. and Ind. Team)
• Definition of critical dimensions to assure that parts and product can be verified during mass
production and submission to the R&D
• Verification of the drawings from R&D and confirmation of manufacturability
• Responsible to release the Industrial planning for tooling and equipment
• Responsible to perform process characterization tests (soldering tests, assembly studies) upon
request from the R&D disciplines during the product development
• Packaging definition and information of the correspondent dept. incl. agreement with the Customer
• Planning and ordering of the production equipment with the responsibility of the definition and
management of the investment needed for the product development industrial side
• Reporting about the invest spending to the Project Leader
• Conduct the correction of defects activities during the pre-series production
• Supervise the support activities of the project team during ramp up
• Responsible to approve the production equipment
• Release of the control and test functionalities inside the line defined with the Industrial Team, Testing
Designer, Syst. Eng., Quality
• Responsible to define the ramp-up curve with the Customer
• Responsible to set-up the EDI with the Customer with support of material management
• Planning of the training of the operators
• Responsible for the quality requirements for Make parts
• Responsible for the jigs for Make parts including concept, drawing, test and release
• Consistence securing between BOM from R&D and SAP upload
• Consistence securing between released drawings status and part status used on the line with the
support of plant quality
• Verification of the 1 st PCBA builds to demonstrate absence of inconsistence between HW BOM and
physical parts mounted on the PCB (twisted mounted diodes, wrong resistor values)
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP with special focus on target costing for Make parts

Project Quality Engineer (PQE):

The responsibility and tasks of the Project Quality Engineer is defined in detail in IODIV0401X.
• Responsible for the overall quality assurance of the product and process development
• Management of Customer quality requests during the technical offer and quotation especially
completeness of Customer specification and objectives for 0km, Warranty and Warranty conditions
• Management of Customer quality requests during the development of product and process including
the verification of specification completeness and the impact on objectives for 0km, Warranty and
Warranty conditions
• Responsibility to plan out the Customer specific environmental and reliability validation tests as part
of the contract between Customer and MM to be fulfilled
• Responsible to supervise the creation of the DFMEA and PFMEA and to approve each release

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• Responsible to supervise the risk management in the project which is under the responsibility of the
Project Leader
• Responsible to apply the MM APQP Management according PREDVP293 during the product and
process development
• Responsible to assure the 4eyes principle for any verification or validation activities during the
product and process development by verifying and approving:
o Testing activities on early prototypes and characterization activities
o the design verification plan of each discipline with the responsibility to assure the link
between the FMEAs and the verification activities which will be performed by the teams
(SW, System Test, HW, Mechanics and Optics)
o the product validation plan done by the Validation Engineer and follow-up to assure
compliance with Customer target dates and quality requirements
• Responsible to leverage synergies between Customer specified tests and verification tests defined
by each discipline to reduce development costs but to assure target quality
• Handover to Plant Quality of the Quality relevant information and especially to provide support to the
plant quality during the approval of initial samples
• Supervision during the ramp up support and prompt escalation of quality risk into the Quality
organization
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP with special focus on preventive quality

Lead System Engineer (SE) / System Engineer in case only 1 resource:

The responsibility and tasks of the Lead System Engineer is defined in detail in PREDVP262.
• Responsible for the complete system development cycle as specified in PREDVP262.
• Analysis of the Customer requirements specification with the support of the different disciplines
• Identification of the safety requirements and flagging
• Allocation of the customer requirements to the responsible disciplines
• Responsible to write the feasibility comment for each Customer requirement (compliance matrix)
with the support of the project team and to send it to the customer
• Author of the internal performance specification
• Responsible for the requirement’s input to the Configuration Management and support during the
release planning
• Responsible to track the evolution of the requirements and to submit them to the internal
departments (PL, inside R&D, PE, Sourcing, Sales)
• Creation of the System Architecture of the Product with the support of all R&D Dept. (SW; HW:
Mechanics, Optics and Display)
• Creation of product functions and allocation to the technical disciplines
• Identification of shared functionalities over several technical disciplines (e.g. illumination: SW, HW,
Mechanics, Optics) and management of the interdisciplinary development with the aim to secure the
quality of the function itself is assured
• Responsible that GAP analysis and technical risk assessment are performed with the support of the
disciplines
• Driving of 3 rd level analysis of Quality problems during ramp-up phase starting from the system view
• Responsible to apply standard analysis metrics like FTA during analysis of problems
• Responsible to plan the complete system development cycle and to support the Project Leader in
the project planning for the incremental SW increase.
• Responsible that system integration testing and functional system validation will be performed
compliant to the overall project plan

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• Responsible for the development of the test cases:

o design of the system integration tests
o design of the functional system validation tests
• Responsible for the test implementation and the test execution
• Responsible for the error tracking and assignment for internal and errors submitted by the customer
• Support the Project Leader on the continuous improvement process to increase product margin and
profit with the aim to define and to realize these potentials before SOP with special focus on
requirement’s changes and its cost impact both R&D costs and BOM

Project Safety Manager (SafM) (only developments in Europe or if compliance to ISO26262 decided):
Note: Role can be assigned to the Project Leader.
• Responsible to create the safety plan and to follow the activities according ISO 26262
• Responsible for the safety related processes in the project
• Moderates analysis sessions or performs safety analyses
• Interface to the customer and to the suppliers for functional safety
• Creation of the safety case (dossier)
• Definition of the safety content inside the product together with the Customer
• Definition of the ASIL level of the safety functions together with the Customer
• Definition of the features to be developed safe to guarantee that the ASIL level will be fulfilled with
the support of the technical disciplines

SW Project Leader (SW)/ SW Engineer in case only 1 resource:

• Responsible for the SW development according MM internal SW development process:
o SW requirements
o SW development
o SW module test
o SW Integration
o SW Integration test
• Planning of the activities to support the Project Leader
• Multi resources: Responsible to track the SW development activities (intern and extern)
• Responsible to assure the correct technical realization
• Conducting detailed technical reviews incl. documentation
• Responsible to be compliant with the objectives for timing, cost and product quality
• Support set-up activities in the prototype lab, HW dept., optical dept.
• Perform the interdisciplinary development with HW, Mechanics, Optics and Display development
• Support the HW during the definition of the reliability tests
• Responsibility to estimate the trends for total SW errors and reduction trend after 100% SW
functionality
st
• Organize training sessions with the Plant Quality and the Resident Engineers to assure 1 level
analysis during series production
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP with special focus on perceived quality

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HW Lead Engineer (HW)/ HW Engineer in case only 1 resource:

• Responsible for the HW development according MM internal HW development process including
documentation
• Planning of the activities to support the Project Leader
• Multi resources: Responsible to track the HW development activities (intern and extern)
• Responsible to assure the correct technical realization
• Responsible to be compliant with the objectives for timing, cost and product quality
• Responsible for the qualification of the HW components
• Responsible for the electrical characterization during development
• Responsible for the reliability validation tests according PRDIV0403 with support from System
Engineering, SW, Mechanics and Optics
Does not contain the responsibility for environmental validation test which are managed by the
Project Quality Engineer
• Perform the interdisciplinary development with SW, Mechanics, Optics and Display development
• Responsible to release all electrical components into the BOM, components defined and
dimensioned by other departments (illumination by optics) upon request
• Development of the layout
• Define process trials to the Process Engineer to conduct soldering test to confirm process
compliance in case of new components
st
• Organize training sessions with the Plant Quality and the Resident Engineers to assure 1 level
analysis during series production
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP with special focus on robust design

Mechanical Lead Engineer (ME) / Mechanical Engineer in case only 1 resource::

• Responsible for the development of the mechanics according MM internal mechanical development
process including documentation
• Planning of the activities to support the Project Leader
• Multi resources: Responsible to track the development activities (intern and extern)
• Responsible to assure the correct technical realization
• Responsible to be compliant with the objectives for timing, cost and product quality
• Responsible for the qualification of the mechanical components
• Responsible for the mechanical characterization during development
• Perform the interdisciplinary development with SW, HW, Optics and Display development
• Support the HW during the definition of the reliability tests
• Responsible to release all mechanical components incl. PCB into the BOM, components defined and
dimensioned by other departments (light guides by optics) upon request
• Define process trials to the Process Engineer to conduct test to confirm process compliance in case
of new components (assembly tests, screwing tests, soldering tests for mechatronic components like
switches and stepper)
• Organize training sessions with the Plant Quality and the Resident Engineers to assure 1 st level
analysis during series production
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP with special focus on robust design

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Optical Engineer (OE):

• Responsible for the Optical part development according MM internal Optics&Display development
process including documentation
• Responsible to be compliant with the project objectives for timing, cost and product quality
• Responsible for the qualification of the optical parts (sources, pointers, light guides …) and for the
optical performances of the overall cluster
• Responsible for the optical characterization during development and ramp-up
• Responsible for optical product specifications (supplier / customer / MM product)
• Define HW BOM for illumination purposes in cooperation with HW
• Support the HW during the definition of the reliability tests
• Define optical needs for mechanical parts such as light box, light guides, pointers in cooperation with
Mechanics.
• Define optical needs for dials in cooperation with Serigraphy
• Perform the interdisciplinary development with SW, HW, Mechanics, Serigraphy and Display
development
• Support plants for Quality analysis on illumination defects
• Define to testing team the optical calibration needs to ensure product performances. Support the
preparation and validate the EOL calibration process
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP with special focus on robust design

Display Engineer (DE):

• Responsible for the Display development according MM internal Optics&Display development
process including documentation
• Responsible to be compliant with the project objectives for timing, cost and product quality
• Responsible for the qualification of the display modules
• Responsible for the electric-optical characterization during development
• Responsible for display product specifications (supplier / customer / MM product)
• Support sourcing and project in supplier choice (technical decision table)
• Drive the development of display modules by supplier
• Perform the interdisciplinary development with SW, HW, Mecha and Optics development
• Support the HW during the definition of the reliability tests
• Define to testing team the optical calibration needs to ensure product performances. Support the
preparation and validate the EOL calibration process
• Support plants for Quality analysis on display defects
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP with special focus on robust design

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Lab Validation Engineer (VE):

• Responsible to perform testing upon the request from the Project Quality Engineer, Project Leader or
the technical disciplines
• Support the Project Quality Engineer in the planning and formalization of verification and validation
test plans
• Responsible to establish test standards, test protocols, to prepare the equipment, to document the
test results and to maintain records for later analysing
• Responsible to have a clear test mission before starting the tests and to perform after the tests an
analysis of the result against the test mission
• Assure documentation and storage in compliance with general Automotive requirements

Sourcing Representative:
• Responsible for the Sourcing of Buy components
• Responsible to deliver cost information to allow Make or Buy decision
• Calculation of the BOM and regular update since the offer phase
• Regular reporting of the BOM status into the project team and upon request to the Product Line
Management
• Responsible to involve suppliers at an early stage into development process to assure feasibility
input during co-design
• Responsible to identify potential suppliers and to run the competition to achieve best costs
• Responsible for the RFQ process to source Make components in time
• Responsible to have feasibility agreements from the suppliers for critical components with the
support of the project team.
• Responsible to organize the Sourcing Committee for the nomination decision in alignment with the
Project Leader
• Availability securing of all production equipment incl. jigs compliant with the project schedule
• Responsible for the deliveries starting with C-samples from the series suppliers and responsible for
the capacity
• Support the Project Leader on the continuous improvement process to increase product and process
quality and product margin and profit with the aim to define and to realize these potentials before
SOP

Sales Representative:
• Responsible for all negotiations, contracts and contractual changes with the Customer
• Documentation of the results and information of the Project Leader
• Responsibility for the offer calculation in case of changes
• Financial claims securing
• Booking of closed orders
• Support the Project Leader on the continuous improvement process to increase product margin and
profit with the aim to define and to realize these potentials before SOP

Controlling Representative (CO):

• Responsible for the offer business calculation and update during the lifecycle according LIM
• Responsible to deliver the financial data to the Project Leader for the reporting
• Support the Project Leader on the continuous improvement process to increase product margin and
profit with the aim to define and to realize these potentials before SOP with a special focus on target
costing and target profit

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Test Methodology Designer (TMD):

• Perform the testability analysis of the product during the design phase (in cooperation with
HW/SW/Optic/Mechanic) to permit the test of the product in production in an efficient way.
• Define the EOL Prescriptions in cooperation with HW/SW/Optic/Mechanic/Production Team
• Develop the tools and the sequence to test the prototype
• Perform the Factory Test validation to verify the implementation of test described in the EOL
Prescriptions and release of the control and test functionalities inside the line defined with the
Industrial Team, Testing Designer, Syst. Eng., Quality
• Evaluate the test coverage from the test implemented

Supplier Development Engineer (SDE):

• Responsibility during supplier selection:
o Carry out Preliminary Process Audit (PPA) if required in case of new supplier
o Support supplier nomination through Supplier Sourcing Committee
o Support RFQ / BOM definition through preliminary Critical Vendor Part List (CVPL)
• Responsibility during component development (prior -SOP):
o Carry out Supply Risk Assessment (SRA) to generate final CVPL
o Support 3-party Tech Review on critical components towards the finalisation of the
Feasibility Commitment
o Carry out APQP review meetings with suppliers on regular basis towards the delivery and
acceptance of supplier’s PPAP
o Carry our Process audit and One Day Production (if required)
• Responsibility for continuous improvement during ramp-up:
o Support production ramp-up by means of special monitoring period of supplier quality
performances
o Coordinate supplier failure analysis on customer returns during ramp-up phase

Note: Supplier quality claim management after ramp-up period is under plant Supplier Quality Engineer
(SQE) responsibility.

SYS SW Quality Engineer (SYS SW QE):

• Develop and maintain the SW quality assurance plan
• Schedule the SW quality assurance activities in accordance with project goals and and project plan
• Transfer SW quality related activities into the project plan supporting the Project Leader
• Agree to process tailoring and document them in the SW development plan
• Conduct Process compliance checks and product assessments
• Interface with project development and test engineers on quality assurance activities
• Communicate, track and ensure resolution of all (process and work-products) non-compliances, and
escalate any issues that cannot be resolved within the project
• Communicate results from assessments to relevant stakeholders
• Develop, maintain and report SW quality project metrics
• Support and train the development teams on Quality Assurance topics
• Support continuous process improvements based on project specific lessons learned

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Prototype Service:
• Planning the sample needs together with the Project Leader
• Responsibility to understand the product structure and the new development content with the
support of the project team
• Responsibility to understand ordering lead times for new specific parts with the support of Sourcing
• Planning of the sample production:
o order of already existing buy parts (released from other projects)
o submission of the request for new parts to R&D and Sourcing respecting the lead times
o order specific tools needed to build the samples
• Responsible for sample builds according the time schedule defined by the Project Leader
• Responsible for sample cost calculation
• Responsible for the sample Quality
• Responsible for the documentation for sample content and the delivery documentation compliant
with Customer requirements

Plant Quality Engineer (PlQE):

• Define, with the Process Engineer, the objectives of quality of production processes, the
control grids, the CPK, SPC control charts and its recalculation on the basis of customer targets;
• Carry out audits on the quality of the product, highlighting the corrective action,
monitoring their execution, and monitoring their effectiveness;
• Ensure the monitoring of the defects process and responsiveness to
front of anomalies;
• Stop the production and / or the resolution and control the recall of products that can
represent a potential risk to customers;
• Prepare and issue quality plans for new products;
• Activate and preside over the process of continuous improvement in series in terms
quality and reliability through the analysis of quality problems and 0 Km warranty,
managing improvement plans;
• Ensure the implementation of corrective measures as a result of internal audits and
external and the action plans for the improvement of defective internal processes, product 0
• Miles and under warranty; monitor corrective actions, verification of the effectiveness and provide
answers directly to customers in cases where the customer is not made for assistance interface;
• Participate in the development and improvement of the FMEA process;
• Conducting personal visits to customer facilities, should the need arise;
• Certify and report the variations of process / product and ensure that each variant is
approved according to the procedure;
• Ensure that customer requirements are met during the audit;
• Check that the documentation relating to new products and variants to be updated;
• Define the need for means of quality assurance for new products;
• Prepare documentation for initial samples and run through SIGIP, the indication
AQP labels on packaging
• Ensure, as part of its activities, compliance with the rules and regulations concerning
safety and the environment; ensure to the extent of its competence compliance with the
procedures of the Environmental Management System

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Plant Test Engineer (PlTE):

• Participate in the definition and development of the test specifications for new products;
• Define proper testing procedures and prepare documentation;
• Analyse the testability of the products;
• Choose tools and software testing within the standards established;
• Prepare investment proposals and issuing Requests for purchase
• new means of testing or any amendments thereto;
• Coordinate the implementation of new test equipment or activities
• improvement of the same in accordance with the timelines and goals;
• Assemble, where applicable, the elements of the test systems and develop software
• specific test, qualifying test systems and ensuring repeatability and CPK systems
• test;
• Follow and coordinate installation of equipment;
• Provide training of staff to troubleshoot and repair;
• To improve the efficiency of testing by reducing the "time test" of
• "No trouble found" and the optimization of the test limits;
• Propose and implement interventions aimed at continuous improvement of test
• (HW and SW);
• Check and develop the software upgrade testing;
• Maintain and develop contacts with counterparts in other organizations for Production Units
• optimize the development of test systems;
• Ensure compliance with laws and regulations for the safety and health of
• work in defining the means test and resolution of issues
• process;
• Ensure, as part of its activities, compliance with the rules and regulations concerning
• safety and the environment; ensure to the extent of its competence compliance with the
• procedures of the Environmental Management System.

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Plant Logistic (PlL):

• Ensure the budget of inflationary materials assigned by the Purchasing Department
• Support the Plant management in the definition of capital budget
• assets and ensure their implementation.
• Manage the program customer orders in the short and medium term
• Define monthly Production Plan for short and medium term in close
• collaboration with the departments concerned and the Plant management and control
• advancement.
• Co-operate actively in the definition of the budget Purchasing Buyer with the
• reference for the Purchasing Department.
• Managing the Supply Chain, defining volumes and timing of supply
• material and authorizing the purchase, in accordance with the production plan defined.
• Monitor the deviations budget / final relating to working capital and to
• indices of inflationary material.
• Negotiate contracts with suppliers for consignment stock
• Manage the supplier park in close consultation with the team and Buyer reference
• Sourcer and the Purchasing Department.
• Ensure compliance with rules on safety in the workplace, hygiene
• Industrial and environmental protection, and in particular of D.Lgs. 81/08
• Ensure the objectives of the Environmental Policy and Safety at Work, forming
• and informing supervisors and the workers for proper behavior, oriented
• respect and protection of the environment and safety in the workplace.

PLANT SUPPLIER QUALIT Y ENGINEER (SQE)

• Call / manage suppliers on quality issues quotas (day by day)
• ensuring proper support to the factory
• Send all components not conforming, also during project development phase, to suppliers ensuring
response
• agree with those who are corporate objectives (8D report on time with the correct
• correct information)
• Interface the supplier during the process of charge / made of material not
• compliant
• Update the data base defective components so as to allow the evaluation of
• supplier performance

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10 Development Process Coverage

10.1 Project Planning

The Project Leader has to plan the 6 milestones inside the project plan since the 1 st high level planning.

10.2 Project Meetings

The Project Leader has the responsibility to manage the development activities through regular meetings
with the project team.

The Project Leader has further the responsibility to manage the project meetings with an agenda to guaranty
an efficient implication of the resources assigned to the project.

The Project Leader is authorized to issue instructions during the project meetings.

The invited team members have to participate to these meetings and to assure the successful execution of
assigned tasks. In case of problems to achieve the team member has the responsibility to escalate pro-
active to the Project Leader and to make positive proposals how to solve the issue.
The team member has also to inform inside the hierarchical organization to get support from its
management.

10.3 Milestone Reviews

To prove conformity between the performed project activities and the development process and to assure
that all needed tasks and activities of each phase are in time and according the expectation the project team
has to perform milestone reviews according PREDVP220.

The milestone reviews have to be performed by the whole project team without exception.

10.4 Configuration Management

Configuration management is an established process on technical and administrative level to guarantee that
it is always assured that the product’s performance as well as the functional and physical characteristics are
such documented that they can be linked one-to-one with its requirements.

The Project Leader is responsible for the CM on project level , the Lead System Engineer on System Level
(Requirements Management) and each discipline on component/module level.

10.5 Change Management

According Project Development Plan in IOEDVP200C.

10.6 Risk Management

The risk analysis on project level has to be done regularly during the project meetings.
The assessment and management of the project risks is to be done according IODIV0401E and must be
managed in risk matrix which kept always updated.
Detailed risk analysis to manage specific technical issues can be managed separately from the risk
management at project level but the team member has the responsibility to present the critical items of
during the project meeting. It is the full responsibility of the Project Leader to decide if such critical points
have to be transferred into the project risk matrix.

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10.7 Early Supplier Involvement

Within a new product development it is recommended to involve suppliers in a very early stage.
Suppliers assessed with a high risk score during supplier risk assessment (SRA) have to be involved by the
Project Leader during the concept development (phase 2.2).
This is to assure full understanding of project, product and process understanding among appropriate project
stakeholders.
Target of Early Supplier Involvement is to agree on a joined feasibility study resulting in the Supplier
Feasibility Commitment according PREDVP405 before product concept is frozen. Supplier Feasibility
Commitment to be approved by resp. lead designer, resp. supplier development engineer and technical
supplier representative.

10.8 Object Reviews

Work results must be reviewed against the requirements.

The table below gives an overview of the object design reviews to be performed during the product and
process development and the responsibilities.

Object Type Review Responsible Comment

PL with the support
Project Plan Interdisciplinary PL has to plan it
Project Core Team
PT-A, B, C, PRS1, PRS2
Interdisciplinary Project Team PL has to plan it
concept design reviews
PT-A,B,C,PRS1,PRS2 Project Team Member
detailed technical design has to transfer critical
Disciplinary Project Team Member
reviews on the findings into the risk
continuous work results matrix acc. 9.6
Manufacturing Design
Interdisciplinary PE PL has to plan it
Reviews
PE has to transfer critical
Details about the
Disciplinary PE findings into the risk
process concept
matrix acc. 9.6
Customer Validation
requirements review (see Interdisciplinary PQE PL has to plan it
also chapter 9.9)
PL has to plan it before
Validation Readiness PT-B will be launched
HW, Mecha,
Review on PT-B with the Interdisciplinary In case no PT-B
Optics&Display
PQE foreseen it must be
performed on PT-A.

The interdisciplinary object reviews have to be planned in the project plan. The review results have to be
formalized and to be stored in the project folder by the PL.

IODEVP200L has to be respected for design reviews.

It is the responsibility of the project team to support the Project Leader to plan them at the appropriate dates.

The continuous reviews are under the responsibility of each departments and can be stored according the
regulation of each department.

The needs to fulfill the requirements for ISO-TS certification must be followed.
In case of clarification the Quality System Responsible must be consulted pro-active by the team member or
its responsible.

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10.9 Validation Requirements Management

The Project Quality Engineer is responsible that the validation requirements from Customer are taken into
account during the development.

Collecting of the requirements itself remains under the responsibility of System Engineering.

He has to assure that Environmental Test Requirements from the Customer are well taken into account and
taken into consideration during development for both make parts but also buy parts.

Method is the Customer Validation Requirements Review as introduced in chapter 10.8.

10.10 Design for Environmental Testing

The product must be designed robust against the Customer Validation Requirements which are part of the
contract between MM and the OEM.

Therefore a specific Validation Readiness Review has to be performed on the Mechanics, Optical Parts and
the HW before launching PT-B tools. See also chapter 10.8.

Aim of the review is to demonstrate the absence of validation weaknesses in the design.

10.11 Problem Analysis

With the start of the phase 2.5 each the Project Leader has to assure that problems occurring during pre-
series in the plant are analyzed in a methodic way. The 8D format has to be used.
It is described in the IOEDVP501A. Responsible for the opening and filling of the 8D is the Plant Quality.

If the problem has been reported by the Customer it is also mandatory to perform

- Ishikawa (done by the project team with local Plant WCM support)
- 5Why (done by the project team with local Plant WCM support)

For display and processor fail also review and update of the FTAs are mandatory and to be done by HW.

Each analysis has to be stored in the project folder.

10.12 Degree of Maturity

Starting with PT-C it is needed that the Project Leader tracks the maturity level of the final product. He has to
perform regularly Part-Product-Maturity-Assessments with the team.

It is recommended to use the tables given on the next slides to assess the maturity degree.

Team: min. Project Leader, Process Engineer and Project Quality Engineer
When: After each new step of maturity (PTC0, PTC1, PTC2, PRS1, PRS2) or important loops of tuning
(Quality hub).
Metrics: Tables next slide
Result: List of points which cannot be derogated, shared with the responsible team member during next
project meeting

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Product and Part Maturity Grades for Mechanical Performance

1 Part producible as specified in series quantities and full compliance:
All dimension inside tolerance, no deformations, part fully adjusted to fit with other
Geometry
parts of the dashboard assembly
Appearance No surface defects, all surface treatment, coating or texture as specified

Production Readiness Tools and Production equipment in place and ready for series production
2 Part tuning finished, producible in needed quantities, tools/equipment not in final location:
All dimension inside tolerance, no deformations, part fully adjusted to fit with other
Geometry
parts of the assembly
No surface defects,
Appearance
all surface treatment, coating or texture as specified
Tools and Production equipment not transferred to final location, re-evaluation of
Production Readiness
parts after transfer necessary
Part producible in quantities able to support Customer ramp-up,
3
Available deviations could be derogated by Customer Quality (formal waver could be achieved):
Functional dimensions inside tolerance, no deformations, further tool or process fine
Geometry
tuning necessary
No visible surface defects; all surface treatment, coating or texture applied, small
Appearance
improvements necessary
Production Readiness Tools and Production equipment at toolmaker site, still under modification
Part producible in limited quantities, part usable for assembly process try-outs
4
Maturity not enough the achieve Quality Customer release:
Dimension mostly in tolerance, few deformations, part not adjusted, further tool
Geometry
modifications necessary
Visible surface defects,
Appearance
surface treatment, coating or texture not complete
Production Readiness Tools and Production equipment at toolmaker site, still under modification
5 Part producible in limited quantities, part usable for functional prototyes:
Geometry Dimension out of tolerance, part not adjusted, part requires handwork (cut, glue, ...)
Visible surface defects,
Appearance
surface treatment, coating or texture not complete
Production Readiness Tools and Production equipment at toolmaker site, still under modification
6 Part not producible or not usable
Severe nonconformity of part dimensions, severe deformations, severe part design
Geometry
error
Appearance Severe defects

Production Readiness Tooling or equipment not available or defect

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Product and Part Maturity Grades for Optical Performance

1 Part producible as specified in series quantities and full compliance:
Electro-optical
All electro-optical performances fully ensured by design and EOL calibration
performances
No visible defect (such as light leakage, optical non uniformity over the product, dial
Appearance
aspect) is above reference clusters
Production Readiness All optical calibration and check processes are in place and validated
2 Part tuning finished, producible in needed quantities, tools/equipment not in final location:
Electro-optical
All electro-optical performances fully ensured by design and EOL calibration
performances
No visible defect (such as light leakage, optical non uniformity over the product, dial
Appearance
aspect) is above reference clusters
Tools and Production equipment not transferred to final location, re-evaluation of
Production Readiness parts after transfer necessary. Temporary optical calibration processes are in place
and validated.
Part producible in quantities able to support Customer ramp-up,
3
Available deviations could be derogated by Customer Quality:
Electro-optical Main electro-optical performances are compliant with specifications. Some deviations
performances still exist detectable by measurements only.
No visible defect (such as light leakage, optical non uniformity over the product, dial
Appearance
aspect) is above reference clusters
Part of the optical calibration and check processes are still in manual mode or some
Production Readiness
tuning still needed to improve manufacturing scrap rate
Part producible in limited quantities, part usable for assembly process try-outs
4
Maturity not enough the achieve Quality Customer release:
Electro-optical Optical performances are not in specification but only BOM or SW tuning needed to
performances correct situation
Visible surface or non-uniformity defects
Appearance

Production Readiness Optical processes cannot detect optical deviations and reject parts
5 Part producible in limited quantities, part usable for functional prototypes:
Electro-optical Optical performances are visibly not in specification. Design change requested to
performances correct situation
Appearance Important visible surface or non-uniformity defects.

Production Readiness No optical EOL process in place

6 Part not producible or not usable
Electro-optical
Severe deviations which can only be corrected by huge concept changes
performances
Appearance Severe visible defects

Production Readiness No optical EOL process in place

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Product and Part Maturity for Electrical Performance

1 Part producible as specified in series quantities and full compliance:
Design-Book, calculations and reviews performed and no risks identified.
HW
Electrical characterization and Thermal test were done and no risks identified, reports available
Verification
and approved. All necessary HW features supported by SW.
Validation Electrical / ESD / EMC tests within the customer’s specification, reports available and approved.
Production Production equipment and Manufacturing tests benches in place and ready for series production.
Readiness Components are available and DACs are closed.
2 Part tuning finished, producible in needed quantities, tools/equipment not in final location:
Design-Book, calculations and reviews performed and no risks identified.
HW
Electrical characterization and Thermal test were done and no risks identified. Preliminary
Verification
reports available. All necessary HW features supported by SW.
Validation Electrical / ESD / EMC tests within the customer’s specification. Preliminary reports available.
Production Production equipment and Manufacturing tests benches in place and ready for series production.
Readiness Components are available. DACs are initiated by the HW designer but not yet closed.
Part producible in quantities able to support Customer ramp-up,
3
Available deviations could be derogated by Customer Quality (formal waver could be achieved):
Design-Book, calculations and reviews performed and no risks identified.
HW
Electrical characterization and thermal test were done and no risks identified. Reports just
Verification
preliminary available. All necessary HW features supported by SW.
Electrical / ESD / EMC Tests were done but with deviations acceptable by the customer.
Validation
Preliminary reports available.
Production Production equipment and Manufacturing tests benches in place and ready for series production.
Readiness Components are available. DACs are initiated by the HW designer but not yet closed.
Part producible in limited quantities, part usable for assembly process try-outs
4
Maturity not enough the achieve Quality Customer release:
Design-Book, calculations and reviews performed and improvements under evaluation. Electrical
HW
characterization and thermal test were done and improvements under evaluation. 90% of the
Verification
necessary HW features supported by SW.
Validation Results of electrical test / ESD / EMC are not in line with customer requirements.
Production No manufacturing test benches in place. Manual configuration of the application. Components
Readiness are available. DACs are initiated by the HW designer but not yet closed.
5 Part producible in limited quantities, part usable for functional prototyes:
HW Review performed and improvements under evaluation. 50% of the necessary HW features
Verification supported by SW.
Validation Results of electrical test / ESD / EMC are not in line with customer requirements.
Production No manufacturing test benches in place. Manual configuration of the application. Components
Readiness not identical to the expected series parts or not codified.
6 Part not producible or not usable
HW No review performed or risks detected which lead to total brake down of the application or could
Verification hurt people close to. Not all necessary HW features are supported by SW.
Risky items detected during Electrical / ESD / EMC tests which lead to total brake down of the
Validation
application or could hurt people close to.
Production
Production equipment and/or components are not available.
Readiness

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Product and Part Maturity for Software Performance

1 Part producible as specified in series quantities and full compliance:
All customer and internal SW requirements specification planned for SOP has
SW Completeness
implemented without any deviation and known issues.
All SW/System validation activities planned according with SW/System development
SW Validation
plan, has been finished with positive results.
All MM EOL parameters are tunable as specified and data retention verified.
Flashing and reflashing procedure has been done with positive results verified with
final tool equipment. (If production occur in different site, this item has to be checked
for each site)
Production Readiness
Assembly cluster on OEM factory (especially for cluster with IMMO function) has
been tested for all vehicle configuration in all OEM site of production.
After market flashing (through specified interface) on vehicle has been completed
successfully
2 Part tuning finished, producible in needed quantities, tools/equipment not in final location:
Major customer and internal SW requirements specification planned for SOP has
implemented.
SW Completeness
It is available and signed derogation by customer requirements.
It is available a risk analysis for internal closed with No Risk/Low Risk.
All SW/System validation activities planned according with SW/System development
plan, has been finished.
SW Validation
For all point defined as NOK, analysis has been executed and treated as point above
(No risk/Low Risk).
All MM EOL parameters are tunable as specified and data retention verified.
Flashing and reflashing procedure has been done with positive results verified with
final tool equipment. (If production occur in different site, this item has to be checked
Production Readiness
for each site)
Assembly cluster on OEM factory (especially for cluster with IMMO function) has
been tested for all vehicle configuration in all OEM site of production
Part producible in quantities able to support Customer ramp-up,
3
Available deviations could be derogated by Customer Quality (formal waver could be achieved):
Major customer and internal SW requirements specification planned for SOP has
implemented.
SW Completeness
It is available and signed derogation by customer requirements.
It is available risk analysis for internal closed with Medium Risk.
SW/System validation activities planned according with SW/System development
plan, not finished (done more than70%), and no relevant issue discovered on partial
SW Validation results.
For all point defined as NOK, analysis has been executed and treated as point above
(Medium Risk).
All MM EOL parameters are tunable as specified and data retention verified.
Flashing and reflashing procedure has been done with positive results verified with
final tool equipment. (If production occur in different site, this item has to be checked
for each site)
Production Readiness
Assembly cluster on OEM factory (especially for cluster with IMMO function) has
been tested for all vehicle configuration in all OEM site of production.
During MM assembly procedure is admitted the needs to retry sometimes/reflash the
component, but locked after shipment to customer.

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Product and Part Maturity for Software Performance

Part producible in limited quantities, part usable for assembly process try-outs
4
Maturity not enough to achieve Quality Customer release:
Part of major customer and internal SW requirements specification planned for SOP
has implemented.
SW Completeness
It is NOT available and signed derogation by customer requirements.
It is available risk analysis for internal closed with Medium/High Risk.
SW/System validation activities planned according with SW/System development
plan, not finished (more than 50%), issues discovered on partial results.
SW Validation
For all point defined as NOK, analysis has been executed and treated as point above
(High Risk).
All MM EOL parameters are tunable as specified and data storage verified. It is
available risk analysis for data retention ranked as low risk.
Production Flashing (also pre-flashing to memory devices) and reflashing procedure
has been done with positive results verified with final tool equipment.
OEM EOL/Configuration writable with defined protocol and customer tools.
Production Readiness
During assembly procedure is admitted the needs to retry sometimes/reflash the
component
Aftermarket Flashing has been successfully with defined customer tool. Reflash
activity take reasonable time, in any case cost of the “sanification” after production
has been evaluated.
5 Part producible in limited quantities, part usable for functional prototyes:
Large part of customer and internal SW requirements specification planned for SOP
has NOT implemented.
SW Completeness
It is NOT available and signed derogation by customer requirements.
It is NOT available risk analysis for internal.
SW/System validation activities planned according with SW/System development
plan, not finished (less than 50%), relevant issues discovered on partial results.
SW Validation
For all point defined as NOK, analysis has been executed and treated as point above
(High Risk).
Only part (or nothing) MM EOL parameters are tunable. Data retention not
guaranteed.
It is available risk analysis for Parameters not tunable ranked as high risk.
Production Readiness Flashing and reflashing procedure has been not full proof.
Assembly cluster on OEM factory not done.
Reflash activity take reasonable time, in any case cost of the “sanification” after
production has been not evaluated.
6 Part not producible or not usable
Only some functional part of customer and internal SW requirements are
implemented.
SW Completeness
It is NOT available and signed derogation by customer requirements.
It is NOT available risk analysis for internal.
SW/System validation activities planned according with SW/System development
plan, not finished (less than 20%), critical issues discovered on partial results.
SW Validation
For all point defined as NOK, analysis has been executed and treated as point above
(High Risk).
EOL not implemented or not tested.
Production Readiness Flashing and reflashing procedure has been not full proof.
Assembly cluster on OEM factory not done.

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Product and Part Maturity Grades for Product Data Definition

1 Part producible as specified in series quantities and full compliance:
Configuration data description, EOL specification, Calibration procedure released and
Data Definition
stored in ePIM.
Plant Quality and R&D review (IODIV1103) fully performed and protocols available
Verification
for each station.
Production equipment and manufacturing tests benches in place and ready for series
Production Readiness production. Configuration and calibration parameters traceable and analysed
(capability study), data stored on production tracability server..
2 Part tuning finished, producible in needed quantities, tools/equipment not in final location:
Configuration data description, EOL specification, Calibration procedure released and
Data Definition
stored in ePIM.
Verification Plant Quality and R&D review (IODIV1103) fully performed and protocols available.
First production equipment and manufacturing tests bench available and ready for
Production Readiness series production. Configuration and calibration parameters traceable and analysed
(capability study).
Part producible in quantities able to support Customer ramp-up,
3
Available deviations could be derogated by Customer Quality (formal waver could be achieved):
Configuration data description, EOL specification released, Calibration procedure
Data Definition
defined and stored in ePIM.
Plant Quality and R&D review (IODIV1103) performed and protocols available. Minor
Verification
deviations identified and actions tracked.
First production equipment and manufacturing tests bench available and ready for
Production Readiness
series production. Configuration and calibration parameters traceable.
Part producible in limited quantities, part usable for assembly process try-outs
4
Maturity not enough to achieve Quality Customer release:
Configuration parameters and Calibration data identified, default values known and
Data Definition
writeable to System. EOL specification available.
Efficiency of calibration verified by functional validation. Test plan released for Plant
Verification
Quality.
Production Readiness Prototype calibration tool (automatic sequence) available including report generation.
5 Part producible in limited quantities, part usable for functional prototyes:
Major Configuration parameters and Calibration data identified, default values known
Data Definition
and writeable to System. EOL specification partially available
Test plan created and used. Identified Parameters verified for correctness by
Verification
developers.
Development tools available to write parameters, calibration procedure available
Production Readiness
(usable for Prototype Shop)
6 Part not producible or not usable

Data Definition Configuration parameters and Calibration data not identified

Verification Test plan not available

Production Readiness Tools and procedures are not available.

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10.13 SW Readiness
Not only the functional increase of SW functions must be tracked by the Project Leader but also the test case
development has to be tracked to guarantee that 100% of the planned test cases are available at same time
as 100% SW functionality.

10.14 Correction of SW Errors

With 100% SW functionality the SW Project Leader has to track the trend of SW errors and error correction
and to report it during the Project Meetings to the Project Leader. The SW Project Leader has to estimate the
prognosis for the bug increase and the trend line for the reduction of the remaining bugs and report
afterwards against this prognosis as shown in the figure below.

A template is provided in IOEDVP200C (appendix 2).

10.15 Lessons Learned

At the end of each phase the Lessons Learned have to collected and stored acc. IODIV0401I to create a
technical memory. The responsibility is at each department.

In addition the Project Leader has to perform a Lessons Learned Meeting with the project team at the end of
phase 2.6.

10.16 Escalation
st
The 1 escalation for the team members is the Project Leader.
The 1 st escalation for the Project Leader is the Program Manager and the Program Review Meeting.
The escalation for the Program Manager are the Functional Leads of the different departments involved in
the project.
The further escalation is the Product Line Management and the Product Line Meeting.

Independent of this flow, an escalation by the Project Quality Engineer to the Quality Management can be
started at any time.

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11 Periodic Project Reporting

With the start of the development a monthly status report has to be done by the Project Leader with the
support of the project team to update the Product Line Management on the current status of a project.
The Program Manager is managing if a presentation meeting needed. It is not mandatory that it has to be
synchronized with the project schedule.
The status report must cover the following information:
• Project basic information
• Project Name and Customer
• Responsible PM and PL
• Customer target SOP
• Next Milestone to be achieved
• Economic status (Offer/Current/Forecast)
• Selling price
• BOM
• Cycle Time
• Variable Cost
• Traffic light status
Green Yellow Red
ON TRACK MINOR ISSUES OFF TRACK

Compliance with Cust MS Target Date:

1st BOM release in SAP Target Date:
Freezing definition Proto C Target Date:
Customer Invest Release Target Date:
DAC closed Target Date:
PRS2 Build Target Date:
PPAP MM to Customer Target Date:
MM S.O.P. Target Date:

The status definition is the one according PREDVP220.

• Detailed status information on

• Potential Job Stopper
• Customer and Contract
• Product Specification
• Contribution and Investment
• Project Management
• Quality
• Product Development
• Tools, Components and Process Development
• Production
• Supplier
• Logistics
• Functional Safety
IOEDV200C appendix 1 provides the template to facilitate the creation of the status report.

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12 Key Decisions
Project decisions with a significant impact on costs, quality, timing or technical concept have to be taken in a
methodic way using a 10 step DAR (Decision Analysis and Resolution):

Step 1: Draft decision statement

Step 2: Define decision objectives
Step 3: Classify the objectives: required (absolutely necessary) or desired?
Step 4: Develop criteria objectives
Required: quantitative limits (price, availability deadline, ..)
Desired: score importance from 1 (less important) – 10 (most important)
Step 5: Develop solutions
Step 6: Assess solutions against required objectives. Solution must fulfill all criteria otherwise k.o.
Step 7: Score desired objectives for each solution from 1 (not suited) – 10 (fits perfectly)
Step 8: Calculate total score for each solution (importance x score step 7)
Step 9: Determine risks
Step 10: Select best solution
The Project Leader has the responsibility to identify with the support of the project team key decisions.
Decisions with impact on product cost of 5% and more must be taken always in a methodic way using the
DAR.
The decision process has to be documented and to be stored in the project folder.

13 Tailoring
The process P2 has to be applied entirely for new product and process developments.

For changes, modifications or derivative developments or Customer model year changes a tailoring of the
process is possible and described in IOEDVP200C.

The responsibility for the tailoring of activities related to the Program Management has the Program Manager
not the Project Leader.

The Program Manager decides which parts of the PREDVP200 has to be executed.

The Program Manager is accountable for the variations against the complete PREDVP200.

The Program Manager has to write a justification note about it and has to store it in the project folder.

The following activities must not be skipped:

• Monthly Project Reporting

• Regular Project Meeting
• Risk Management
• Object Reviews
• Milestone reviews
• Sign off meeting at the end of the phase “Production ramp-up”
• Documentation of Lessons Learned

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14 Performance Indicators
The overall performance of the process P2 is measured by Key Performance Indicators independent of each
project.
Process Indicators

Type o f Process T ype of Indicator Updating When

Indica tor Distribu tor Perimeter Data Source Criteria of measuremen t Assessment & diffusion
F reque ncy applied
main support effectiveness efficiency

Measurement by Project:
BOM freeze
(Num ber of BOMs released at Project sign off)
in time for x x 3 m onthly Process WW EPIM Product Line Meeting
/
new projects
(Total number of BOMs at Project sign off)

Measurement by Project:
DAC closure
(Total number of DAC closed at EP phase 2)
in time for x x 3 m onthly Process WW EPIM Product Line Meeting
/
new projects
(DAC open at EP phase 2)

MdC projects Different level of measurement possible:

Specific
in x x Monthly PM Line WW Product/Products per Project/All Products: Product Line Meeting
dossier
development Average MdC [%]/30%
DURING DEVELOPMENT

R&D Internal
R&D Budget x x 3 m onthly WW (R&D Costs - Budget)/Budget Product Line Meeting
Controlling Report

Development R&D Internal

x x Monthly WW Total R&D Contribution ncap/Total R&D Budget ncap Product Line Meeting
Efficiency Controlling Report

Number of projects in tim e

Project Program
x x Monthly WW CPD / Product Line Meeting
Timing Management
Number of running projects

Number of positive MS reviews

Milestone Program
x x Monthly WW CPD / Product Line Meeting
Review Management
Number of total reviews performed during a defined period
DURING SERIAL LIFE

Different level of measurement possible:

MdC ongoing Specific
x x Monthly Controlling WW Product/Products per Project/All Products: Product Line Meeting
projects dossier
Average MdC [%]/30%

Internal
GIRC x x Monthly Controlling WW Act GIRC/Budget GIRC Product Line Meeting
Report

The status will be presented regularly by Quality during the Product Line Meeting.

15 Management of the Procedure

The updating and diffusion of this procedure is under the responsibility of Research and Development inside
the Product Line Instrument Cluster.
Quality System is monitoring the application of this procedure by means of internal audits.

Annex
PREDVP200 Appendix 1 – Overview Product and Process Development and Performed Macro Activities

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