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email scam?

Discussion in 'General Chit-Chat' started by CheapVehicleWrap, Nov 15, 2012.

  1. CheapVehicleWrap

    CheapVehicleWrap Very Active Member

    3,943
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    0
    Dec 2, 2008
    Been getting these lately and I have absolutely no idea who died, how many banners they need or where to send the rest of the money to. I can't stand to be toyed with like this.


    舒苒绽 <shurangzhang@accessus.net> wrote:

    产品的中试管理--从样品走向量产
     

    组织单位: 创\驰\管\理\咨\询\机\构******



    服务热线: 0755-838 13301 、 83813 302**
    时间地点: 2012年11月29-30日北京 11月22-23日上海 11月26-27日深圳
    学员对象:企业CEO/总经理、研发总经理/副总、测试部经理、中试/试产部经理、制造部经理、工艺/工程部经理、质量部经理、项目经理/产品经理、高级制造工程师等。
    费  用:4000元/两天 *买一赠一,不再打折” ,单独一人收费2600元。(含两天中餐、指定教材、证书、茶点)

    收。获:

    我们在为企业提供研发管理咨询服务的过程中发现,很多企业的新产品开发从样机到量产的过程中(产品化过程)存在着共同的问题:
    1.新品没有经过中试或中试的时间很短,制造部门戏称研发的新品是“三无”产品,没有生产文件、没有工装、生产现场出了问题没人管;
    2.转产没有标准,研发想快点转产,生产对有问题的产品又不愿接收,希望研发把问题都解决了才转过来,而市场又催得急,经常被迫接收,长此以往,导致研发与生产的矛盾激化;
    3.有些企业开始成立中试部门,希望在中试阶段把产品质量问题解决掉,但中试的定位与运作也很困惑,发生质量与进度的冲突时,如何取舍与平衡,以前研发与制造的矛盾转化为研发与中试、中试与生产的矛盾,中试成了矛盾集散中心;
    4.市场的压力并不因中试的产生而减少,中试需要从哪些方面努力才能满足产品的质量、进度的要求?中试的业务是面向研发还是面向制造,还是兼而有之?
    5.量产后才发现产品可制造性差、成品率低、经常返工,影响发货;
    6.产品到了生产后还发生大量的设计变更;
    7.产品到了客户手中还冒出各种各样的问题以致要研发人员到处去“救火”。。。。。。



     



    培训收益
    1.了解业界公司在不同发展阶段的产品中试管理模式与实践
    2.掌握面向制造系统的产品设计(DFM)的方法与实施过程
    3.掌握面向生产测试的产品设计(DFT)的方法与实施过程
    4.掌握面向制造系统的新产品验证的过程与方法
    5.掌握在满足质量标准的前提下缩短产品试制周期的方法和技巧
    6.了解如何建立从样品到量产的管理机制

    大。纲:

    一、案例研讨

    二、从样品到量产概述
    1.企业在追求什么:技术?样品?产品?商品?
    2.研发与制造的矛盾:
    1).制造系统如何面对研发的三无产品?
    2).研发如何面对制造系统越来越高的门槛?
    3.研发与制造矛盾的激化:中试的产生成为必然
    4.中试的定位与发展:
    1).研发(RD)、中试(D&P)、生产(P)的关系
    2).中试的使命是什么?
    3).中试如何定位?
    4).中试的发展问题:
    a 大而全?
    b 专业化分工?
    c 产品线划分与共享平台
    d 中试人员的发展定位:广度与深度问题
    5.中试的业务范围
    1).中试业务:新产品导入(NPI)
    2).承上:如何面向产品的研发?
    3).启下:如何面向产品的制造?
    4).桥梁:中试作为连接研发与制造的桥梁,独木桥还是阳关道?
    6.演练与问题讨论
    1).根据企业的实际情况,是否需要建立并发展中试的职能?

    三、新产品导入团队
    1.新产品导入团队的构成
    1).工艺工程
    2).设备工程
    3).测试工程
    4).工业工程
    5).产品验证
    6).试生产(计划、生产、质量)
    2.新产品导入团队的职责
    3.新产品导入团队与产品开发团队的关系
    1).开发模式的演变:串行变并行
    2).并行工程在产品开发中如何体现?
    3).新产品导入团队如何提前介入研发?
    a 为什么要提前介入?
    b 提前到什么时候介入?
    c 提前介入做什么?
    4).新产品导入团队的管理
    a 新产品导入团队与产品开发团队、职能部门的沟通
    b 新产品导入团队成员的汇报、考核和管理机制
    4.演练与问题讨论
    1).根据企业的实际情况,研讨建立新产品导入团队的时机

    四、面向制造系统的产品设计(DFM)
    1.如何在产品设计与开发过程中进行可制造性设计
    1).从制造的角度来看产品设计
    2).工艺人员介入产品开发过程的切入点:从立项就开始
    3).工艺管理的三个阶段:工艺设计、工艺调制与验证、工艺管制
    4).工艺设计:
    a 如何提出可制造性需求?
    b 需要哪些典型的工艺规范?
    c 可制造性需求如何落实到产品设计方案中?
    d工艺设计与产品设计如何并行?
    e 产品工艺流程设计
    f 电装、整装、包装与物流的可制造性设计分析
    g 如何确保可制造性需求在产品开发中已被实现?
    h 工艺评审如何操作?
    i 什么时候考虑工装?
    j 如何在开发过程中同步输出工艺文件与生产操作指导文件
    5).工艺调制与验证
    a 工艺验证的时机
    b 工艺验证方案包括哪些内容?
    c 如何实施工艺验证?
    d 工艺验证报告的内容
    e 如何推动工艺验证的问题解决?
    f 研发人员如何配合新产品的工艺验证?
    g 制造外包模式下的工艺如何验证?
    6).工艺管制
    a 工艺管制的困惑:救火何时是尽头?
    b 工艺转产评审(标准、流程、责任)
    c 量产过程中的例行监控与异常管理
    2.演练与问题讨论
    1).分析学员企业的工艺管理工作做到什么程度?存在哪些差距?
    3.工艺管理平台建设
    1).谁负责工艺平台的建设?
    2).工艺委员会的产生:责任与运作模式
    3).如何进行工艺规划?
    4).基础工艺研究与应用
    5).支撑工艺管理平台的四大规范:
    a 品质规范
    b 设备规范
    c 工艺规范
    d 设计规划
    6).工艺管理部门如何推动DFM业务的开展?
    7).工艺体系的组织构成、发展与演变
    8).工艺人员的培养与技能提升
    4.演练与问题讨论
    1).分析学员企业的工艺平台建设工作做到什么程度?存在哪些差距?如何改进?

    五、面向生产测试的产品设计(DFT)
    1.基于产品生命周期全流程的测试策略
    1).研发测试(Alpha)、试验局测试(Beta)、生产测试
    2.研发测试(Alpha)与BETA测试
    1).测试人员介入产品开发过程的时机(提可测试性需求的时机)
    2).可测试性需求需要考虑的内容(示例)
    3).单元测试、模块测试、系统集成测试、专业化测试、BETA测试的重点分析
    4).产品开发过程中测试业务流程分析
    5).企业在不同的发展阶段如何开展测试的相关工作(短平快的项目测试工作如何开展)
    3.面向生产测试业务的产品设计与开发
    1).生产测试业务流程分析
    2).典型的部品测试、整机测试方法介绍
    3).开发专门的生产测试工装的条件分析
    4).生产测试工装的开发管理
    5).在产品开发过程中如何实施面向生产测试的产品设计?
    a 如何提出可测试性需求?
    b 可测试性需求如何落实到产品设计方案中?
    c 研发面对众多的需求如何取舍?可测试性需求的优先级分析
    d 如何在产品开发过程中同步开发生产测试工装?
    e 如何在产品开发过程中同步输出生产测试所需的操作指导文件?
    f 如何进行测试工装的验证?
    g 如何推动测试验证问题的解决?
    6).如何推动可测试性设计(DFT)业务的开展
    7).如何进行测试平台的建设?
    4.演练与问题讨论
    1).分析学员企业的DFT工作做到什么程度?存在哪些差距?如何改进?

    六、产品试制验证管理
    1.影响产品试制周期的因素分析
    2.研发人员对试制准备提供的支持
    3.试制团队的构成、职责与定位(设置试制部门的时机与优缺点分析)
    4.试制人员介入产品开发过程的时机
    1).如何进行试制准备(准备要素示例)
    5.面向制造系统的验证
    1).研发人员如何在试制过程中进行产品设计的优化
    2).制造系统的验证策略与计划
    3).制造系统的验证方案
    4).如何实施制造系统的验证:
    a 工艺验证(工艺流程、工艺路线、单板工艺、整机工艺、包装工艺、物流工艺)
    b 工装验证(装配工装、测试工装、生产设备)
    c 结构验证
    d 产品数据验证(BOM验证、制造文档验证)
    e 产品试制验证(质量、效率、成本)
    5).批次验证报告,验证多少批才合适?
    6).如何推动验证问题的解决?
    6.转产评审
    1).研发人员如何支持新产品的转产工作
    2).转产评审的评审组织如何构成?
    3).评审标准是什么?
    4).如何判定是否转产?
    5).评审流程与运作机制
    7.产品转产后的管理
    1).新产品的试制效果评价
    2).新产品的质量目标达成情况
    3).工程变更管理
    4).缺陷与问题管理
    5).质量审计
    8.演练与问题讨论
    1).分析学员企业的产品试制验证过程,分析差距,提出改进建议。

    七、总结

    讲。师:Charles

    ■专业背景:
    16年的高科技企业从业背景,具有丰富的产品策划、产品研发、产品中试、产品服务等领域的实践与管理经验。从事过产品设计与开发、NPI、项目经理、产品经理、研发管理部经理、企业管理顾问等职务;
    曾在国内某著名通信设备公司工作过7年(97~04),期间与国际顶尖咨询顾问一起工作,作为核心成员全程参与推动该公司研发管理体系的变革工作,并作为产品经理主导了某产品线多个大型项目的产品设计、开发、中试、转产与上市工作。

    ■研发管理咨询经验
    7年的研发管理咨询经验,主导了20多个研发管理咨询项目,项目范围涉及到市场需求、产品规划、产品开发、产品决策、技术评审、技术开发、研发组织、研发绩效、技术任职资格、项目管理、变更管理、知识管理、研发IT规划等领域。典型客户如下:
    1)科达通信
    2)OPPO
    3)TCL家网事业部
    4)苏州金龙
    5)宇通重工
    6)京信集团
    7)福建敏讯
    8)中电集团某军品研究所

    ■研发管理培训经验:
    曾为中国空间技术研究院、南瑞科技、TCL集团、长虹集团、OPPO、同方威视、宝钢集团、中国移动、大唐电信、上海电信、陕鼓集团、科达通信、中电集团、威创科技、和记奥普泰、国人通信、京信科技、天碁科技、格林威尔、兴大豪科技、星星集团、山特电子、富港电子、宇龙通信、聚光科技、绿盟科技、天津内燃机研究所、中集集团、高斯贝尔、星网锐捷、特变电工、思源电器、美的集团、海尔集团、海信集团、普天集团、福建敏讯、国光电子、苏州金龙、宇通重工、雷沃重汽、上汽五凌、东风汽车、威科姆、同洲电子、科立讯、新北洋、光迅科技、沈阳机床、瑞斯康达、佳讯飞鸿、浪潮集团、威胜电子、京城控股、联想集团、迈瑞医疗、华大电子、上海华虹、联芯科技、旋极科技、畅通科技、长城软件、九院、天地奔牛、阳天电子、清华机械、方正集团、研祥智能、烟台万华、东方电子、东方通信、美菱、科大讯飞、万峰石材、万家乐、泛仕达、远光软件、优特等近500家企业提供了专业的研发管理培训。

    ----------------------------------------------------------------------------------------------

         *  ▓▓▓▓▓▓ 培 训 回 执 表 (此表复制有效)▓▓▓▓▓▓
                 ** 传真至:0755-838 13 302



    参加___________ 在 ______ 举办的“从样品走向量产--产品的中试管理”

    单位名称:______________________________________

    培训联系人:_________ 联系电话:_________ 联系传真:________

    移动电话:____________ 电子邮箱:__________________

    参 会 人:________ EMAIL:__________ 移动电话:_________

    参 会 人:________ EMAIL:__________ 移动电话:_________

    参 会 人:________ EMAIL:__________ 移动电话:_________
    ══════════════════════════════════════════
    报名热线: 0755-83 81 3301 、 83 81 3302******联系人: 李小姐、陆小姐
    参会方式:请您把培训回执表填写好回传,课前一星期您将会收到传真函,包括培训注意事项及详细安排
     
    Tags:
  2. CentralSigns

    CentralSigns Very Active Member

    1,330
    0
    36
    Jan 23, 2010
    Golden BC
    Show me what I need to write in their language to get them off my back. You know cut and paste it to them. Going online with a web page has its hazards. I also get 3 international calls a week.
     
  3. ThinkRight

    ThinkRight Active Member

    810
    3
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    Nov 13, 2011
    Atlanta Ga
    EnglishSpanishArabic

    The pilot management products - from sample to production


    Organizational Unit: Chong \ Chi \ pipe \ management \ counseling \ consultation \ machine \ configuration ******



    Service Hotline: 0755-83813301 83813302 **
    Time and place: 29-30 November 2012 November 22-23 Shanghai, November 26-27, 2007, Shenzhen
    Trainees objects: enterprise, CEO of / general manager, research and development, general manager / vice president, test manager, pilot / trial production manager, manufacturing manager, process / project manager, quality manager, project manager / product manager, Advanced Manufacturing engineers.
    Fee: 4000 yuan / two days * buy one get one free, no longer discount separate charges 2,600 yuan (including two days lunch, designated materials, certificate, refreshments)

    Closing. Were:

    We found that in the process of research and development management consulting services provide enterprises with a common problem in many companies new product development from prototype to mass production process (product process):
    1 new without pilot or pilot time is very short, the manufacturing sector joked that research and development of new "three noes" products, there is no production documentation, tooling, production site has a problem nobody;
    2 conversions there is no standard, developed quickly converting the production of the products in question do not wish to receive, hopes to develop the issues are resolved before they turn the market was anxious reminders, and are often forced to receive, over time, led to the research and development intensification of the contradictions and production;
    Some companies are beginning to set up a pilot departments, hoping to get rid of the product quality problems at the pilot stage, but the positioning and operation of the pilot was confused, quality and progress of the conflict occurs, how to choose and balance, before research and development and manufacturing contradictions into R & D and pilot, pilot and production contradictions, in the trial became a contradiction distribution center;
    4. Pressure of the market is not due to the generation of the pilot reduced pilot from what efforts in order to meet the quality of the product, the progress of the request? Pilot business-oriented R & D-oriented manufacturing, or a combination?
    Amount of postpartum found poor product manufacturability, yield is low, often rework affect shipments;
    6. Products to the production of a large number of design changes;
    Products to the customer's hands have popped up all kinds of problems of having to go around the "fire-fighting" R & D personnel. . . . . .







    Training benefits
    1. Understanding of the industry's products in various stages of development, test management mode and practice
    Master of product design for manufacturing systems (DFM) and the implementation process
    Master product design for production test (DFT) method implementation process
    4 mastered the process and method validation of new products for manufacturing systems
    5. Mastered the methods and techniques to shorten the product to meet the quality standards under the premise of the trial period.
    Learn how to create management mechanism from the sample to the mass production

    Large. Gang:

    First, the case studies

    Second, from the sample to the mass production Overview
    1. Enterprises in pursuit What: Technical? Samples? Product? Commodity?
    R & D and manufacturing contradiction:
    1) manufacturing system is how to deal with the three R & D products?
    2) R & D how to deal with increasing the threshold of the manufacturing system?
    3 R & D and manufacturing of the intensification of contradictions: become a necessity in test generation
    4. Positioning and development of the pilot:
    1) research and development (RD), pilot (D & P), the relations of production (P)
    2) What is the mission of the pilot?
    3) pilot how to locate?
    4) the development of the pilot:
    a large and comprehensive?
    b specialization?
    c product line division and sharing platform
    d pilot personnel positioning: the breadth and depth of the problem
    5 pilot business
    1) pilot business: new product introduction (NPI)
    2) brought forward: how product-oriented R & D?
    3) Kai under: How-oriented manufacturing of the product?
    4) Bridge: pilot as a bridge connecting R & D and manufacturing, single-plank bridge still perfectly normal paths?
    6. Drills and discussion
    1) according to the actual situation of the enterprise, the need to establish and develop pilot functions?

    Third, new product introduction team
    The composition of a new product introduction team
    1). Process engineering
    2) Equipment Engineering
    3) Test Engineering
    4) Industrial Engineering
    5) Product Verification
    6) pilot production (planning, production, quality)
    New product introduction team responsibilities
    3 new product introduction team and product development team relationship
    1) the development mode of evolution: the serial becomes parallel
    2) concurrent engineering in product development to embody?
    3) how the new product introduction team early intervention research and development?
    a why early intervention?
    b advance when to intervene?
    c early intervention to do?
    4) the management of new product introduction team
    a new product introduction team and product development team, the functions of communication
    b new product introduction team members reporting, assessment and management mechanism
    4 drills and discussion
    1) according to the actual situation, discuss the establishment of the timing of new product introduction team

    Product design for manufacturing systems (DFM)
    How in product design and development process design for manufacturing
    1) from a manufacturing standpoint, product design
    2) the entry point of the process personnel involved in the product development process: from the project start
    3) three stages of the process management: process design, process modulation and validation, process control
    4) Process Design:
    The a how proposed manufacturability demand?
    b What are the typical process specifications?
    c manufacturability requirements and how to implement the product design?
    d process design and product design parallel?
    e Product Process Design
    f Denso Helping, packaging and logistics, design for manufacturability analysis
    g how to ensure that the manufacturability requirements have been implemented in the product development?
    h process review how to operate?
    i when considering tooling?
    j how to process documents with production operations guidance document development process synchronization output
    5) Process modulation and verification
    The timing of a process validation
    b process validation program include?
    c how to implement process validation?
    d Process Validation Report
    e how to promote the process validation solve the problem?
    f R & D personnel with the new product process validation?
    g manufacturing process outsourcing model how to verify?
    6) Process Control
    the confusion of a process control: fire fighting when is the end?
    b process converting accreditation (standards, processes, responsibilities)
    c production process, routine monitoring and exception management
    2 drills and discussion
    1) analysis business process management trainees to what extent? What gaps exist?
    3. Process management platform
    1) Who is responsible for the technology platform for the construction?
    2) generation of craft Committee: Responsibility and mode of operation
    3) How to process planning?
    4) Basic Technology Research and Application
    5) support process management platform four specifications:
    a quality norms
    b equipment specifications
    c process specifications
    d design and planning
    6) how to promote the DFM conduct of business process management departments?
    7) of the organization of the process system, Development and Evolution
    8) craft personnel training and skills upgrading
    4 drills and discussion
    1) process analysis trainees enterprise platform for building work to what extent? What gaps exist? How to improve it?

    Product design for production test (DFT)
    1 based on the whole process of the product life cycle testing strategy
    1) R & D testing (Alpha), trial bureau testing (Beta), production testing
    R & D testing (Alpha) with BETA test
    1). Testers involved in the product development process, the timing of the opportunity (to mention testability needs)
    2). Testability requirements need to consider the content of (Example)
    3) unit testing, module testing, system integration testing, specialized testing, BETA testing, the focus of analysis
    4) test in the product development process Business Process Analysis
    5) enterprises in different stages of development how to carry out the test (fast track project testing how to carry out)
    For production testing business of product design and development
    1) production testing business process analysis
    2) typical parts testing machine testing method
    3) The conditions for the development of specialized production test tooling analysis
    4) the development and management of the production test fixture
    5) how to implement the product development process for the production and testing of products designed?
    a proposed testability requirements?
    b testability how to implement the demand for the product design program?
    c research and development to the face of the many needs have to choose? Testability priority needs analysis
    d in the product development process, synchronous development and production test tooling?
    e in the product development process synchronization output production testing required for operation guidance document?
    f how to conduct the verification test tooling?
    g how to promote a solution to the problem of testing and validation?
    6) how to promote the conduct of the business of design for testability (DFT)
    7) How the construction of the test platform?
    4 drills and discussion
    1) analysis trainees enterprise DFT to what extent? What gaps exist? How to improve it?

    Product trial Authentication Manager
    Factors that affect product production cycle
    Support of R & D personnel on trial ready
    3 trial team composition, responsibilities and positioning (analysis) to set the trial departments timing and the advantages and disadvantages
    4 trial personnel involved in the product development process, the timing of
    1) how trial-ready (ready elements example)
    5. Validation of the manufacturing system
    1) how R & D personnel in the trial process, the optimization of the product design
    2) manufacturing system verification strategy plan
    3) manufacturing system verification program
    4) how to implement the validation of the manufacturing system:
    a process validation (process, process route, the veneer process, the whole process, packaging technology, logistics and technology)
    b tooling validation (assembly tooling, testing, tooling, production equipment)
    c Structure Validation
    the d product data verification (BOM validation, manufacturing, document authentication)
    the e product trial Verification (quality, efficiency, cost)
    5) Batch verification report, verify how many batches are suitable?
    6) how to promote the validation problems?
    6. Converting accreditation
    1) R & D staff how to support new products converting
    2) converting review review how organizations constitute?
    3) What are the judging criteria?
    4) How to determine whether conversions?
    5) review process and the operation mechanism
    7 Product converting Management
    1) new product trial Evaluation
    2) new product quality goals
    3) Engineering Change Management
    4). Defect and issue management
    5) Quality Audit
    8. Drills and discussion
    1) analysis of the trainees enterprise product trial validation process, analyze gaps, and recommend improvements.

    Seven, summarizes

    Speak. Division: Charles

    ■ Professional background:
    16-year background in high-tech enterprises, a wealth of product planning, product development, product testing, product services practice in the field of management experience. Engaged in product design and development the NPI project managers, product managers, R & D Management Department manager, business management consultant duties;
    Worked in a well-known communications equipment company for more than seven years (97 to 04) during top international consultant to work with, as a core member of the entire process involved in promoting the transformation of the management system of the company's R & D work, and dominate a product as a product manager line multiple large-scale projects of product design, development, pilot, converting with the listing.

    ■ R & D management consulting experience
    Seven years of research and development experience in management consulting, has led more than 20 research and development management consulting projects, the scope of the project is related to the market demand, product planning, product development, decision-making, technology assessment, technology development, R & D organizations, R & D performance, technical qualifications, the field of project management, change management, knowledge management, research and development and IT planning. Typical customers are as follows:
    1) Keda Communications
    2) OPPO
    3) TCL home the Wangshi Industry Ministry
    4) Suzhou Jinlong
    5) YUTONG
    6) Comba Group
    7) Fujian sensitive hearing
    8) a military Institute of CLP Group

    ■ R & D management training experience:
    NARI Technology, TCL, Changhong Group, OPPO Nuctech, Baosteel Group, China Mobile, Datang Telecom, Shanghai Telecom Shaanxi Drum Group, Keda Communications, CLP Group, Wei was a Chinese Academy of Space Technology, Technology and Hutchison Optel GrenTech, Comba, T3G, Greenville, Technology Xingdahao, Star Group, Hills Electronics, Fu Hong Kong Electronics Yulong Communications, concentrating technology, NSFOCUS Tianjin Internal Combustion Engine Research Institute, the CIMC GOSPELL, Star-net, Tebian electrician, Siyuan appliances, Midea Group, Haier Group, Hisense Group, Putian Group, Fujian sensitive information, country photonics, Suzhou Jinlong, Yutong Heavy Industries, Ray Wal-heavy truck, SAIC-Wuling, Dongfeng Motor, VCOM, Coship KIRISUN new Northern Accelink, Shenyang Machine Tool Ruisikangda Good News Snapshots Langchao Group, Wasion Electronics, the capital Holdings, Lenovo Group, Mindray Medical, China Electronics, Shanghai Hua Hong Leadcore spin pole Technology, unimpeded Technology, Great Wall Software, nine homes, heaven and earth Benniu, Yangtian Electronics, Tsinghua mechanical, Founder Group, EVOC Yantai Wanhua, Dongfang Electronics, Eastern Communications, Meiling, iFLYTEK, Wan Feng Stone, Macro, the Pan Homestead, YGSOFT, excellent PL nearly 500 enterprises provide a professional R & D management training.

    -------------------------------------------------- --------------------------------------------

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  4. ThinkRight

    ThinkRight Active Member

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