2. Overview
• We need to institute developmental changes for the Company to align to it’s direction to
further expand operation by attaining more defined, effective procedures and meet ever
developing world customer need for Quality.
• 我们需要研究发展变化对公司的影响，方向一致,进一步扩大以获得更多的信息,有效
的程序和满足所有客户对质量的需求。
• There are abundance of tools on how to proceed, but one well known management
principle that cover all aspect of attaining such developmental issues is Total Quality
System philosophies is which suits and encompasses what needs to be done in our
Company.
• 我们有很多工具来应对,但有一个众所周知的管理原则且此原则涵盖所有方面,这个原
则就是全面质量体系-我们需要做什么。
• From all these philosophies, we shall be identifying issues accordingly and consequently
correct them.
• 从所有这些哲理中，我们应当相应的识别这些问题并循序渐进的纠正它们。
• To explain further TQM, below information further explains what and basic know how to
proceed on these proposal.
• 为进一步解释全面质量体系, 以下信息会告之大家基本知道如何推进这些提议。
• As we go along, we have identified some immediate concerns.
• 当我们在前进的过程中,我们已经发现了一些迫在眉睫的问题。
3. TOTAL QUALITY MANAGEMENT SYSTEM 质量管理系统综述
Intention: 目 的 ：
Areas of Activities / Concerns 活动的范围
Product design simplification, commonization activities shall be implemented at the onset of new developments
产品设计的简单化，平民化这类的活动应当在开发新产品之初就开始实施。
New and existing product and process shall be reviewed and redesigned for efficiency and effectivity
无论是新的和常规产品都应当本着高效为目的来设计。
Supplier profile review, management and control standards must be reviewed, restructured; capability, capacity, cost,
terms, leadtime and lot size, etc.
对供应商的审核，无论是管理和控制标准都应当加以调整和审核，供应商的产能，供应能力，成本，付款
条件和交货期，每批的尺寸都应包含在内。End the practice of awarding business on the basis of price tag.
Consider quality as well as price. Move towards a single supplier for an item based on long term relationship of trust
[excerpts from 14 Points of Management].
Be ever mindful we are a Customer oriented Company. Customer concerns are a vital part of how our products,
management of the products shall constantly be corrected or improved and how it behaves towards other market will
be attended to.
一定要时时刻刻提醒自己我们是一家以客户为核心的公司。客户的关注点对我们而言是至关重要的。他们
关心的是我们的产品如何,是不是在持续的改进和纠正以及在其他市场上表现的怎么样。
2. Process management 过程管理
3. Supplier quality management
供应商质量管理
The Company is gearing towards expansion and the need for reputable products that can meet market demand in terms of design, product reliability and but flexible
enough to meet ever changing demand must be established. It must be so desired that redefine organization structure and norms to attain such demands. It is the
intention of this report that we work towards improving what is on hand.
公司作为像齿轮式转动的一个集体，目的是为了给客户提供可信赖的产品并能从设计，产品可行性以及不断变化的灵活性上来满足市场的需求。同
时这也很希望能重新定义组织结构和规范以便达到以上的这些要求。这份报告的真正的目的就是为了改进我们现在面临的问题。
TQM results to effective Product development, and does not only encompass, making new products but gaining more market when managed well not only from the
start but how they are continuously managed effectively both internally and externally [in Customer hands], gaining more product superiority, business expansion.
Testimonials to TQM effectiveness as practiced by many reputable brands like Zongshen, Jialing, Loncin, leading European, Western companies, etc.
全面的质量管理的目的是为了有效的开发产品，这里所有的有效不仅仅是完成与制作新产品，同时更是为了获得更多的市场份额，为了做到这两点
，不管是开始还是持续有效的从内部以及外部管理，获得更多的产品优越性和生意扩张都需要健康的管理。在今天，全面有效的质量管理已经被越
来越多的企业，比如宗申，嘉陵，隆鑫，以及一些欧洲和西方的强强企业广为传颂。
Total Quality Management / TQM is an integrative philosophy of management for continuously improving the quality of products and processes.
全面质量管理是一种综合的为持续改进产品质量和工序的管理哲学。
TQM is based on the premise that the quality of products and processes is the responsibility of everyone involved with the creation or consumption of the products or
services which are offered by an organization, requiring the involvement of management, workforce, suppliers, and customers, to meet or exceed customer
expectations.
全面质量管理是基于一个前提,那就是产品质量和过程工序是参与到生产或消费过程中乃至于提供服务的，与质量相关的工人，供应商以及顾客或满
足顾客需要超出顾客期望等此类机构中的每个人的责任。
Nine common TQM practices
1. Cross-functional product design
跨功能的产品设计
4. Customer involvement 客户参与
4. Information management both internal and External shall be reviewed, refined, simplified, standardized, address
monitoring and control, getting the right information IN and OUT and attain utmost effectivity.
信息管理无论在内部和外部应被审查、精炼、简化、规范、监测和控制,以求获得内外部都正确的信息,达
到最大的功效。
Corporate, Middle management, supervisory must be directed ONE goal set by the Company's Mission and Vision. Such
directions are broken down into departmental operational plans and set into motion with utmost effectivity.
企业法人,中层管理,基层监督都必须朝着公司设定的目标和愿景前进。而大方向又为分解到各个部门作为
各部门工作计划,以尽可能的达到目的。
Company - Small, Mid, Long Term plans must be set and in place for execution. All plans and programs such as Market
expansion, product line up, all facets of Manufacturing, Administration, Human Resource Management / Development,
Finance and Accounting must all be geared towards these plans. Regular reviews, revisions must constantly be done.
作为一个公司,无论是短期的、中期的还是长期的计划都必须在适当的时候设置与执行。所有的计划和程
序,如市场拓展,产品线,都必须把所有的人连接起来，比如制造线的、管理人员、行政人员以及财务都应该
参与进来。并定期评审和修订这些工作计划。
Human Resource development shall be in place: Training, as part of personnel, officer career pathing or development
requisite must be programmed. More often, this develops personnel commitment to the Company by way of Value
formation developed from such exercise in developing his/her skill. Retraining, application of trainings done must be
give emphasis so that, these learned personnel can practice, use for Company's benefit, set example to others, develop
challenge and enhance goal keeping attributes from all. Cross training can be done in many ways also; job rotation,
multi tasking, creating project teams, accomplishment of After-Training reports so that others may learn from it,
committee developments, etc. Investment on the right personnel will have intangible benefit for the Company if
executed.
人力资源开发也应到位:不论作为普通员工还是管理者,培训和发展都是必不可少的程序。更多的时候,这种
培训会让员工更能发现自己在公司的价值。在再培训的过程中必须强调,这些经过培训的人,对公司的发展
更为有利,同时也为他人竖立了榜样,让自己的发展变得更有挑战。这种跨界培训可以体现在许多方面,比如
工作轮换,多任务,以项目名义创建团队。培训完成后应写相应的报告,以便其他人可以从中学习和发展等。
这种“投资”如果正确运用到了职员身上，会让公司在无形中受益。
Partly of the Human Resource development programs; a] enticing activities can be done thru different committee
developments such as 5S, Quality Circle, Decals-Logo-Phrase Contests or activities, etc. - may or may not include the
principle of Reward for Achievement, b] in-house training by personnel, c] Implement some philosophies such as
Respect for the Individual / Value of Research of Endeavors / Striving always for Continuous Improvement as
popularized by leading japanese brands - We train leaders not only be the speaker but a good listener, we value our
personnel achievements thru recognition or awards for them to feel oneness with the Company and contribute
themselves to it's continuous improvement as they practice it in their personal lives too. 部分的人力资源发展规划;
1）一些吸引人的活动可以通过不同的委员会完成比,如5 s,质量圈,贴花-标志-
行业词语竞赛或活动,等等,也可以一奖励或者不奖励的原则来操作b)内部培训人员,c)哲学的实现一些东西
，比如尊重个人价值或研究或奋斗。我们培训领导者不仅是一个演讲者，更是一个好听众,我们珍视我们
的人员成就是通过发现这些人员对公司不断的贡献自己，而他们在自己的私生活里也同样的如此。
5. Information and feedback 信息和反馈
6. Committed leadership 果断的领导力
7. Strategic planning 长远的计划
8. Cross-functional training 跨界培训
9. Employee involvement 员工参与
6. Action Plan Programme: Phase 1 – MONITORING AND
CONTROL 监测和控制
• Excessive resources are used in attaining correct product quality conformance due mainly to NON
attainment of accurate specification at the start of any model development plan or mass ordering; either
with model changes involved or not.
过度的资源被用于获得正确产品的质量合格率主要是因为在开始任何车型的开发计划或批量生产中并未达到规定的
参数;要么与变化的车型完全不匹配。
• Control measures on Documentation; distribution, maintenance or updating, filing system must be in
place to maintain. Monitoring concerns must also be addressed on all these changes, updates that arises
to pre production trials problem, assemblies, shipment.
控制措施在文档;分布、维修或更新,归档必须到位。监控问题也必须解决所有这些变化,更新,之前
出现的生产试验问题,组装、出货。
• With accurate data, operational monitoring shall be in place. We set up key performance indicators to
keep management updated and necessary actions be taken to keep us on schedule.
• 提供准确数据,在相应地方运行监测手段。我们建立了关键性能指标以保持管理更新,并使我们采取
必要的行动。
• There is absence of product developmental schedules. More often, just done randomly. We must clearly
define all marketing plans such as product launch schedules and serve as common reference of all
technical schedules. This way, targets are clear and realizable.
• 我们缺乏产品开发日程表。更多的时候,只是随机操作。我们必须清晰地定义所有营销计划等产品
的推出时间表和作为常见参考的技术时间表。这种方式,目标是清晰的和可实现的。
• Review, set up more precise organizational structure to perform specific task, source responsible, qualified
personnel to do the function effectively.
• 评估,并建立更精确的组织结构来执行特定的任务,根源负责制,合格人员来有效的操作。
7. JUST TO EXPLAIN: Basic Product Development Stages
Step 步骤#
Parts Development
零部件开发
Process Development
开发过程
Specification Control
参数控制
Packaging / Loading
1
Product Conceptualization -
概念产品
Customer > Product
development studies
Prototyping / Data Development -
原设计/数据开发
Bench - Mud / Plastic mold
sampling-Parts Sampling that either
hand made or from Mud / Temporary
Mold - 覆盖件油泥样件
Off Tool Sampling-Parts that are
product of the Final Mold - 手工样品
Establish procurement
management profile.
Finalize all Price
negotiation, delivery
leadtime, lot size. -
建立采购管理档案。确
定所有的价格谈判,交
货期,很多大小。
Sample Parts or Units for
Presentation / Approval - 样车确认
Facilitate Customer
presentation, evaluation,
and product approval. -
促进客户演示、评估、
和产品批准
2
PRE-STANDARDIZATION STEP
[DATA DEVELOPMENT STEP]
预备标准化阶段
Conduct pre production trials to
verify preset data plan for refinement
and standardization
预备标准化阶段的目的是为了论证数
据是否标准与精确
Prepare / Draft interim
parts
list准备/描绘临时的零部
件明细清单
Prepare / Draft interim
Assembly Operation
Plan准备/描绘临时的部
装操作计划
Prepare interim
specification data -
Drawing / parts list
准备暂时的技术参数，
图片/零部件明细清单
Prepare interim
specification data -
Packaging: CKD, CBU
准备暂时的技术参数，
图片/ 包装: CKD, CBU
Order planning from
Customer: Costing /
Terms / Leadtime_Lot
size
Establish Lot size
planning vis a vis CKD,
IKD, SKD plan.
Coordinate with Mktg on
these data
Confers / Coordinate
with Technical dept on
Product progess;
Design standards for
interim Quality control
standards development
Review, revise
procurement
management profile:
Price negotiation,
delivery leadtime, lot
size
Confers / Coordinate
with Technical dept on
Product progess;
Design standards for
interim Production
process control
standards development
3
STANDARDIZATION STEP
[DATA FIXSTEP] 标准化阶段
Confirms all pre production data, fix
all data for standardization step
确认所有生产前的数据，并落实所有
数据是为标准化而准备。
Finalize specification of
all parts, standard
listing - NEW
PRODUCT, MODEL
DATA PLAN
数据确认阶段-
将所有零部件的规格予
以确定，并以标准化的
形式予以罗列。
Finalize NEW
PRODUCT, MODEL
Operation Manual
数据确定阶段-
新品生产操作手册的完
善
Secure and complete all
Drawings and
Specification
documentation based
on NEW PRODUCT,
MODEL DATA PLAN -
安全的和完成所有图纸
和规范文档基于新产品
、模型数据计划
Finalize Packaging
Specification
documentation based
on NEW PRODUCT,
MODEL DATA PLAN -
完成所有的包装规范,
文档基于新产品、模型
数据计划
Fix Order plans for
Mass order
requirement: Purchase /
Delivery leadtime, lot
size, Shipping
schedules. Prepare and
issue Mass Order Plan
to Tech'l Dept NEW
PRODUCT, MODEL
DATA PLAN Issuance
Issuance control
standards per Lot or
batch based on NEW
PRODUCT, MODEL
DATA PLAN
数据固定阶段-
发布控制标准/
批量数据应基于新产品
数据
Set up Parts inspection,
In_process Quality
Control, Final Inspection
Standards based on
NEW PRODUCT,
MODEL DATA PLAN
建立零部件检验程序，
在质量控制过程中，最
后的检验标准应当忠实
于新品数据。
DATA Fix Step -
Procurement
management profile
based on NEW
PRODUCT, MODEL
DATA PLAN: Price
negotiation, Issue
Purchase Orders,
delivery leadtime, lot
size
Receives Final NEW
PRODUCT, MODEL
Operation Manual -
Pre training needs for
operators: Procedures,
Technical Aspects of
the operation, Quality
control points, tools
operations and
management
4
MASS PRODCTION STEP -
批量生产阶段
Launch product - First Mass
productions 产品开动-第一批量产
Continue Monitoring
First production lots
based on NEW
PRODUCT, MODEL
DATA PLAN
继续监察第一批量产的
产品是否基于新品数据
Continue Monitoring
First production lots
based on NEW
PRODUCT, MODEL
DATA PLAN
继续监察第一批量产的
产品是否基于新品数据
New Product, Model
Drawings, Issue to
Technical & QC Depts
for Implementation for
Internal [Revisions in
Quality Inspection
Standards] and Supplier
reference thru
Technical Dept.
Continue Monitoring
First production lots
based on NEW
PRODUCT, MODEL
DATA PLAN
继续监察第一批量产的
产品是否基于新品数据
Monitor / push
production / shipping
schedules
Fix production
schedule, ensure Parts
Issuance based on
NEW PRODUCT,
MODEL DATA
PLAN发布零部件清单-
此清单基于新品数据
Monitor First production
lots based on NEW
PRODUCT, MODEL
DATA PLAN
继续监察第一批量产的
产品应该忠实于新品数
据
Ensure timely delivery
of parts from Suppliers -
确保及时交货的零件供
应商
Produce in
comformance based on
Master Issuance
Standard 数据固定阶段-
生产数据应当基于发布
的数据
Marketing / Export
出口销售
Logistics /
Warehouse
物流库房
Quality Control
质量控制
Purchasing
Basic Stages in Minor, Major Model Changes or New Model
Launch Production 生产
Stages / Condition 阶段/条件 - ACTIVITY活动
MINOR OR MAJOR CHANGE /
NEW PRODUCT DESIGN
CONCEPTUALIZATION STAGE
Monitor product
progress 监察产品过程
Technical Department 技术部
8. Current Procedure / Report Generation Plan
PRODUCTION CONTROL STEP
Key Performance
Indicators
Mass Ordering
Step 步骤# In Charge 负责 Approval 批准
Documentations
文档需要 Frequency 频率
Report Generation -
KPI
Frequency 频率
5 Units Ordering 订单 Customer place orders to Marketing Customer客户 AZ / LY / Wutao
Direct
Communication /
Forecast Orders
According to Sales
plan
Sales Forecast
Weekly, Tri-Monthly
[Current, Next Two
months Tentative]
6 ISSUE PI 发送形式发票
Communicate with Customer on Price, Delivery
leadtime, Terms, etc.
Marketing销售 AZ / LY / Wutao Proforma Invoice
According to Sales
plan
7 ISSUE PO 发送订货单 Transmit Approved Purchase Order Customer客户 Purchase Order / PI
According to Sales
plan
8 MAKES DOWNPAYMENT 预付定金 Customer客户 /
According to Sales
plan
9
Downpayment Transmitted to
Accounting 交会计
Marketing销售/ Accounting
According to Sales
plan
10
Production Order Preparation >
Delivery Order Form
Prepares Production Order [>DO] with
Accounting Conformance Vs Downpayment,
Credit Limit, Terms
Marketing销售 AZ / LY / Wutao
Production Order
[Delivery Order] Plan
According to Sales
plan
11 Production Planning and Scheduling
Updates, Revises Production Schedule,
Updates parts Delivery Requirement
Production Control / Li
Gengi
Yao Chang Mo
订单计划推进表——
Export Production
Plan
Per Production Order
12
Makes trial sample of new parts
deliveries [Vis a vis new parts
conformance to set standards]
Note: For any Minor, Major, or New model
launch; If there will further changes in the
Supplier list or profile, it shall be subjected to Re
testing to assure set standards are followed.
Corresponding Design Change Notice shall be
prepared to indicate these changes on the new
model or part.
Technical Dept 技术部
Technician / Qing /
Peng
According to Sales
plan
Development
Schedule
According to
订单计划推进表——
Export Production
Plan
13 Finalize Production Data Sheet
Prepares Production Data Sheet, secure
approval
Technical Dept 技术部
Technician / Qing /
Peng / AZ / LY /
Wutao
Data Plan, Parts List
per model_Customer,
Related Design
Change Notice or
Information
According to
订单计划推进表——
Export Production
Plan
14
Receives Final Production Data Sheet
vis a vis the Production Order [DO],
makes production schedule, Production
Scheduling Preparation
1] Prepares Weekly, Monthly Delivery
Requirement / Production Schedule, 2] Simulate
Delivery Requirement for Forecasted Orders. 3]
Secure Approval of these schedules
Production Control Section -
Production Planning and
Inventory Control
AZ / LY / Wutao
According to
订单计划推进表——
Export Production
Plan
15 Parts Ordering
Issue Purchase Orders to Suppliers, Delivery
schedule - 发送采购单已经交货计划给配套商
1] Issues Parts and Supplies Purchase Orders
on Current Plant, 2] Simulate Purchase Plan for
forecast Orders for budget planning
Purchasing 采购 Shen Qiang / Wutao
Purchase Order /
Delivery Schedule
According to
订单计划推进表——
Export Production
Plan
16 Parts Deliveries 配件交货
1] Transmit Delivery Schedule to Supplier, 2]
Monitor, coordinate with Supplier based on
Delivery Schedules, 3] Monitors according to
Purchase Orders
Supplier 配套商 /
Purchasing 采购
Purchasing staff /
Shen Qiang
Delivery Schedule /
Purchase Order
According to Delivery
Schedule
Downpayment / DP
Slip
生产控制步骤
Transmit and Receive Downpayment
Requirement
Stages / Condition 阶段/条件 - Activity 活动
9. Step 步骤# In Charge 负责 Approval 批准
Documentations
文档需要 Frequency 频率
Report Generation -
KPI
Frequency 频率
17
PARTS QUALITY
INSPECTION配件质量检验
Conducts Parts Inspection on Parts based on
set Parts Inspection Standard
Quality Control 质量控制
According to Delivery
Schedule
18
Monitor and Update Inventory Level vs
Production Plan
Verify status, recovery plans, coordinates with
all concerned department to meet original
production / shipping schedules
Production Control / Li
Gengi
Yao Chang Mo Export Sales
According to Delivery
Schedule
19 Parts Quality Performance
No good Parts are returned to Supplier for
Replacement or Reworked In-house by suppliers
QC 质量控制 / Purchasing
采购
Yao Chang Mo
Parts Inspection
Report
Daily
Parts Quality
Summary Report
Parts Quality Report -
Daily, Delivery
Performance
Summary - Weekly /
Monthly
20 Delivery Acceptance
Qualified parts are noted received on the
Delivery Receipts
QC 质量控制 Yao Chang Mo
According to Delivery
Schedule
21 TRANSFER TO WH转移到
Receives Qualified parts are transferred to
Warehouse for stocking
Production Control -
Warehouse 仓库
Warehouse Leadman
According to Delivery
Schedule
22
MAKES RECEIVING
REPORT制作验收单
Prepares Receiving Reports on all items Quality
Accepted. Issue copies to Purchasing and
Accounting for PO balance monitoring, payment
proceedings.
将复件发给采购部以及财务部从而进行订货监
控以及/付款方式
Production Control -
Warehouse 仓库
Production Control
Head / Yao Chang
Mo
Receiving Report
According to Delivery
Schedule
Receiving Report
Summary / Lot
Daily, Weekly,
Monthly, Annually
23 Monitor and Control Production plans
Monitors and Checks Parts Delivery progress,
status [delivery performances such as Rejection
> Replacement], Delivery recovery follow up on
late or rejection to attain On time production
schedule
Production Control / Li
Gengi
Yao Chang Mo
订单计划推进表——
Export Production
Plan
According to
订单计划推进表——
Export Production
Plan
订单计划推进表——
Export Production
Plan / Parts Inventory
Peport
Daily, Weekly,
Monthly, Annually
24 Pre Production
Pre production trials on delivered parts are
conducted to further check conformance, or
deviation from design or standards
QC / Production / Technical
Department
Song Shubing / Peng
/ Li Xing Yu
Product Quality
Inspection Report
According to
订单计划推进表——
Export Production
Plan
Product Quality
Inspection Summary
Report
Daily, Weekly,
Monthly, Annually
25 Production Issuance
Parts are issued for Production based on the
Production Schedule
依据生产计划将其发送给生产部
PC - Warehouse 仓库 Warehouse Leadman
According to
订单计划推进表——
Export Production
Plan
Production commences - 生产产品 PRODUCTION 生产 Yang Hai / Li Xing yu
Final Inspection
Report
According to
订单计划推进表——
Export Production
Plan
Production Result
Summary Report [to
include ACTUAL
Shipment Details]
Daily, Weekly,
Monthly, Annually
Shipment loading commences PC - Warehouse 仓库 Warehouse Leadman
According to
订单计划推进表——
Export Production
Plan
Shipping documents are prepared, transmitted
to pertinent Government office for processing
Marketing销售
Marketing - Area
representative
According to
订单计划推进表——
Export Production
Sales
PerformanceReport
Weekly, Montly,
Annually
Shipping Advise / Documentations are
transmitted to Customers
Marketing销售
Marketing - Area
representative
According to
订单计划推进表——
Export Production
26 MASS ORDER DELIVERY
Stages / Condition 阶段/条件 - Activity 活动
10. IMMEDIATE ACTION PLANS PROPOSALS
序号
Code
编码
Concern关心的问题 ExistingCondition 存在的条件 ProblemAnalysis 问题分析 InterimCountermeasure 暂时的解决措施
Interim暂时性 /In
Charge 谁负责
Final Countermeasure 最终的解决办法
Formsanddocumentsfor
improvement
改进的表格和文件
Final 最终
/InCharge
谁负责
Needforbasicdesigncriteriaformotorcycle,service and
processmustbe done ontechniciansdoingpre production.
Thisway,theyhave betterunderstandingonhowthe
productsare tobe made andautomaticresponse onhowto
execute these changescanbe well implemented.
在预备生产之前，技术人员必须制作一些关于摩托车，
服务和过程的基本的设计。按照这种方式，他们就能更
好的了解产品是如何生产出来的以及自动的响应如何实
施过程中遇到的变化。
Technicians/
Qing_Peng/Nandy
技术部
秦毅，彭工
和Nandy
1] Simplify,more accurate DesignChange notice mustbe done to
eliminate miscommunicationdue towronginterpretation,etc.
Refine DataPlantoinclude DesignChange Noticesimplemented
perLotorder, 2] Modifyall relateddocumentssuchasParts
Structure ListStandard,sothatrelatedDepartmental documents
suchasPurchase OrderList,InventoryList/Model-Lot, Production
issuance listall have ONEreference list,3] Make necessary
amendmentsinthe productionprocessesthatis/are affectedby
these DesignChange,4] Revise all QCstandards[PartsInspection-
JigsandTooling,Production,Final InspectionStandards] according
tothe currentDesignChange,5] Manualize thisprocedure
1）应当制作简单的，更准确的设计更改通知来消除因为错
误的传输信息而产生交流中的误会。在执行每单的时候，应
将数据重新设定并包含在计划之中。2）修订所有相关的文
件比如零件结构清单，因此所有相关的文件比如采购计划单
，库房清单，生产投料单应该对应到一张清单上。3）在生
产过程中应该做一些因为设计更改而产生的必要的修正。4
）将所有的质量标准（比如零件检测不论是通过工装检具，
还是生产中，还是最后的检验）都应该根据现有的设计更改
进行修正。5）应当制作相应的手册。
1] DataPlanreflectingupdated
DesignChange Noticespermodel-
customermusttobe
Implemented,2] DesignChange
Notice Form- more refinedand
Simplified,3] PartsStructure List
Standardsmustreflectall Design
Change NoticesperLotOrders
1)数据更新计划应反映到每款
车上。2)设计变更通知的形式
——更精致和简化,3)零件结构
列表的标准必须反映出所有设
计的更改通知。
TECHDEPT
技术部
2] ModifyexistingDesignChange Notice,reducingtoomuch
narrative informationandrefine themtoacheckbox type.
修改现有的状态设计更改通知的格式，将叙述性的信息
减少，而用复选框的模式来勾选。
Technical Dept
技术部
Update,monitorandControl all specificationdevelopments,
InfomrationDistributionmanagementmustbe regularly
accomplished.应当定期更新和监控所有的零件参数以及分布
信息。
DesignChange Notice form
设计更改通知的表格
TECHDEPT
技术部
DevelopourStandardssectiontoaddress
Drawing,DocumentationControl
应该建立我们自己的控制标准来解决图
纸，文件控制。
1] Needtodevelopdrawingstandardsorientationandskills,
2] Systematize DocumentationManagementof all
Departmental,3] BasicmeasuringtoolsneededforDrawup
mustbe purchasedforuse.
1）需要开发制图标准的方向和技能。2）各部门应该系
统化管理所有的文件。3）基本的测量工具必须购买。
Technical Dept
技术部
AutomaticlinkbetweendevelopmentSectionandStandards
Sectionandenhance SpecificationMonitoringandControl suchas
productchanges,
etc.在开发和标准之间的自动链接必须建立，同时也要加强
对变化了的产品的参数进行监控。
Tools/Eqpt=Protractor,Hold
downblocks,etc.
工具/设备=量角器，尺子等。
TECHDEPT
技术部
1
Mostof ourproductsusespartscommonto
othermanufacturersthatthe needfor
constantrevisionsonpartsmustbe well
identifiedandexecutedbyourPurchasing
departmentandoursuppliers.
我们大多数产品的零部件都跟其他工厂
的大同小异，因此需要配套部和厂家对
不断的修正产品标识能清楚的认识哪些
标识是适用于我们的哪些是适用于其他
厂家的。
2 >5
Pre productiontocheckproductconformance is
inefficient.Specificationcontrol suchasDrawing
andDesignChange management,partsstructure
listpermodel-customerneed
improvement.用装配样车来检验产品的一致性
是相当没效率的。因为通一致性是可以通过
控制参数比如图纸，设计更改，零部件结构
清单等就可以清楚的了解的。
Data Plan must have complete and
synchronized information with other
related documents. The mannerthe plan is
prepared and used by otherDepartments
such as Purchasing must be very accurate
so that variations in parts delivered are
eliminated. More often than not, eitherwe
encounterquality issues, lacking orwrong
parts issues during production runs due to
inaccuracies in executing Data Plan and
otherrelated documents.
拥有详细数据的计划单必须将完整的和
同步的信息与其他文件相关联。而且其
他部门下达的计划比如采购部必须非常
精准，这样的话我们就可以最大限度的
消除交货时货不对版的这种可能性。因
为往往，我们在遇到质量问题，缺件或
错件这类问题的时候几乎都是由于数据
计划和其他想关文件的不正确。
12. 序号
Code
编码
Concern 关心的问题 Existing Condition 存在的条件 Problem Analysis 问题分析 Interim Countermeasure 暂时的解决措施
Interim 暂时性 / In
Charge 谁负责
Final Countermeasure 最终的解决办法
Forms and documents for
improvement
改进的表格和文件
Final 最终
/ In Charge
谁负责
Inventory monitoring needs to be improved.
Downtime due to wrong parts monitoring,
deliveries
happens.改进库存监控。在遇到零件错误，发
运错误时应当停线整顿。
From the updated Parts Structure List - modify database
according to departmental requirement fortheirmonitoring
and control
purposes.根据部门要求以监测和控制为目的，需从更新
零件结构列表到修改数据库入手。
Technical Dept /
Nandy
技术部/NANDY
TECH/ WH
DEPT
技术部
Production monitoring and control is not
maximized. 生产监控不是最大化。
Maximize spreadsheet information management by utilizing
softwares'capability into effect. Meaning, forexample; use
links, macros, etc to enhance computerreports, output.
最大化利用电子表格信息管理软件，同时，比如：采用
链接，宏等来充分展示电子报告。
Logistics Head_WH
personnel / Nandy
库房、nandy
ALLDEPT
所有 部门
1] Improvement on monthly plans must be
done. Target planning, monitoring and
control are not strictly implemented or
recovery plans are not well established for
management analysis and decisions.
1）月度计划必须改进。现在的问题是：
目标规划，监控没有严格执行或者没有
良好的建立管理与分析恢复计划。
4] Production planning, monitoring reports must be strictly
monitored formanagement view and control purposes. Daily,
Bi Weekly, Weekly updates on reports must be done to attain
control, recovery management of all production plans.
必须严格监管生产计划和监测报告。每日,每周,每周必
须将报告更新以达到控制，恢复所有生产计划的目的。
PPC head / Nandy
采购部/nandy
PPC 生产
2] Key Performance Indicators are not report
generated on most facets of manufacturing
operation. Ex: Sales OrderPlan vs
Attainment, Delivery perfomances perpart /
model / supplier, Production performances;
Daily, Weekly, Monthly, Quarterly
在生产过程中很多关键点都没有报告。
比如：销售计划，零部件的发运状态，
产品的性能，这些都应当整理为日度，
周度，月度与季度报告。
Set Up production KPIs 建立产品关键业绩指标
Prodn_PPC_QC
Head / Nandy
采购部和全质办/
nandy
QC /
PRODN /
PPC 质控
生产
3
Train, retrain personnel on these KPIs, Improvement on computer
database management to attain full understanding and continued
implementations of these performance indicators
培训，重复培训人员充分了解关键点，同时改进计算机数据
管理以得到所有人员对关键点的全方位的理解和达到持续不
断的完善。
2 >5
QC - PIS, IPQC-FIS, Production -
Production Results, PPC -
Inventory levels, WH- CKD, Parts
Inventory 产品-
产品结构，散件库存，配件库
存
Production planning, inventory monitoring
and control is weak.
生产规划，库存监控是弱项
1] From the Parts Structure List, we make MasterList forall the parts
and include stock ID[famously used in department
stores/supermarket]forall the parts and reflect common orparts
differentiation permodel / customer. 2] Create acentral computer
areaforall these datato be stored and accessed foruse by all
departments concerned
1）从零件结构列表入手，我们还应当为所有零部件制作包
含所有零件库存身份识别代码或根据客户，同款车型的不一
样的零部件的身份识别代码的主清单（这种身份识别代码广
泛适用于百货商场和超市）2）建立专门的服务器，将这些
信息予以储存，以便各相关部门都能使用。
WH- InventoryList/
Model_Customer, QC and
Purchasing_Parts Structure List,
Marketing - CKD/ Spare parts
costing and Pricing
为每个车型的客户制作库存清
单，质量报告和采购结构单，
以及成本与报价表。
Production plans are set but not well monitored.
有生产计划但没有得到充分的监控。
Existing database permodel, percustomer
must be very precise forattainment of
overall inventory management; from
Purchasing, to receiving, inspection,
warehousing, issuance.
现有的数据库，车型，客户这些信息都
必须非常精确，以能全方位对整体库存
进行管理。因为这关系到采购部，物资
部，检验部和库房以及发运所有部门。
14. Next Proposals
#
5 9
5S AND OTHER MORALE DEVELOPMENT
PROGRAMS 5s或其他管理程序
Under Construction
在建设中
6 1,4
PRODUCT DESIGN DEVELOPMENT
产品设计部门
Under Construction
在建设中
PROPOSAL STATUS 建议
Principle behind the 5S; enhanced management monitoring and control impact, employees involvement / morale development.
Benefits can be derived from having strict implementation of 5S in the Company: Improves Safety, Decreases Downtime, Raises
employees morale, Identify problems more quickly, Develop Control through Visibility - such as Inventory monitoring is
enhanced, Establish convenient Work practices, Our Customer Include: Increase product and process quality, Strengthens
employees' pride in their work, Promote Stronger Communication among staff, Empower employees to sustain their work
area.在5S原则；强化管理监测和控制的影响，员工参与/情绪发展。公司严格执行5s的好处可以提高安全性，减少
停机时间，提高员工的士气，更迅速地找出问题，通过可见性制定控制如库存监控的提高更能方便的开展工作实
践，我们的客户包括：提高产品和过程质量，加强员工最自身工作的自豪感，加强员工之间的沟通等。
Design Criteria must be established, Company standards must be designed, trained to qualified personnel and implemented
必须建立设计标准，企业标准，培训合格的人才
7a] Meeting minutes should be taken and discussed ahead of any succeeding meeting to confirm completion of aforementioned
discussions. Meeting agendas should be prepared and pre advised to all attendees for them to prepare and make meeting have
more effective discussions and brief and
concise.在任何会议时都应采取会议纪要的形式。所有与会者参与讨论的会议议程必须简明扼要。
8 2
RELATED TO PRODUCTION CONTROL:
EFFICIENCY IMPROVEMENT IN ALL AREAS
MUST BE DONE; DOWNTIME MANAGEMENT
MUST ALWAYS BE IN
PLACE与生控相关的：各区域必须有
效改进，
8a] Control horseplaying at work, Regulate use of internet for more productive use, regulate excessive use of cell phone during
productive hours, especially in the assembly areas. More often than not, this disrupts production efficiency, and results to
downtime.控制在工作时上网，规范互联网的使用，在生产时间限制手机过度使用，特别是在装配区。因为这样的
活动，扰乱了生产效率，还造成加班工作。
Under Construction
在建设中
8b] Time management studies must be done to attain maximum use of manhour, efficient number of manpower VS forecasted
market sales volume on quarterly, semi annual or annual plans. Otherwise, any project downtime must be diverted to other
productive means like parts sorting, recoveries, 5S in their work place,
etc.时间管理的研究是必须将人员发挥极致，要制作季度，半年度或年度的人员匹配与预测的市场销量计划。否
则，任何项目停工都会转移到其他生产活动中，比如零件分拣，回收率，5S等。
67
MEETINGS PROCEDURE / DECORUM
会议形式
Under Construction
在建设中
7b] Meeting decorum must be improved. For example; Work delegation must be done so that Attendees are more focused on
the meeting itself. Advance info to possible contacts should be done that attendees shall not be distracted unless in DIRE
emergencies.改进会议礼仪。例如；开会时首要注意的是会议本身。只应接触应该了解的信息，与会者不得分心，
除非在极端紧急的情况下。
NEXT TOPICS 下一个议题
15. #
9 2
PLANT ENGINEERING - MAINTENANCE
发动机工厂-维持
Under
Construction在建
设中
10 2, 5, 9 PRODUCTION CONTROL 生产控制
Under
Construction在建
设中
11 2, 5, 9 INVENTORY CONTROL 库存控制
INTERIMPROPOSAL
DONE 方案已完成
12 2, 5, 9
PRODUCTION PLANNING, MONITORING
PROCEDURES 产品控制，监控程序
INTERIMPROPOSAL
DONE 方案已完成
13 6, 7
ORGANIZATION STRUCTURE SET UP
组织机构的建立
INTERIMPROPOSAL
DONE 方案已完成
4] Consider HVLP / LVHP model planning in the process,应当思考建立HVLP / LVHP车型计划
15 4
CUSTOMER RELATIONS MANAGEMENT
客户关系维护
Under
Construction在建
设中
16
Under
Construction在建
设中
14
1, 2, 3,
4, 5, 8,
9
NEW MODEL DEVELOPMEMT PLANNING
新品开发计划
Under
Construction在建
设中
2] Establish market studies / trends such as design profile, age brackets, market size, engines size and body configurations such
as Cubs, Mopeds, Street, Sports, On/Off roads like motards,
建立市场研究，设计趋势，市场体量，发动机排量和弯梁车，代步车，街车，运动车，越野车的数据分析。
3] Establish base model developments. From thereon, we do not over expand investments on NON sustainable products,
contributing to excessive inventory monitoring and management requirement. This is also deterrent to expanding Spare parts
business that would prove a high profit activity for the Company,
建立基础车型的开发工作。这样，我们就不会去盲目的投资在不畅销的产品，过量的库存上。同时这点也可以帮
助公司组织开展高利润的配件项目。
1] Target Market must be planned and set in place, 目标市场必须建立
Total preventive maintenance procedures, forms and manuals, spare parts
management全面预防性维护程序，形式和手册，备件管理
There is a need for data management simplification / unification / linking / software capability knowledge devt to make
Monitoring and Control more efficient and accurate. Key Performance Report Generation are readily available for management
analysis and
decision需要对数据，简化/统一/链接/软件开发进行管理以达到更有效的监测和控制。关键绩效报告的产生都是得
以于现成的管理分析与决策。
Criteria [Basic, intermediate, advanced], procedures_establishment 设定初级的，中级的，高级的规划
Master plan establishment, monitoring, control, communication management, target planning/attainment. Delivery
plans总体规划编制，监测，控制，交流管理，目标规划，交货计划
Marketing plan; organization size, operation plan [vis a vis financial studies; budgetting] > roles and function > personnel
qualification > nominations 市场计划；组织机构的体量，财务计划，角色和功能，人员合格
PROPOSAL STATUS 建议
CUSTOMER RELATIONS MANAGEMENT MUST BE IMPROVED: KD TROUBLE, DESIGN CHANGE REQUEST PROCEDURES MUST BE
WELL DEFINED AND IMPLEMENTED WITH AUTOMATIC RESPONSE SYSTEM. THIS IS AN AFTER SALES POSITIVE EDGE FOR THE
COMPANY IF DONE
相关客户的维护必须改进：例如反应的问题，设计要求更改这些都必须清楚的在系统中得以体现。
如果这点得以实现的话对公司的售后来说会是一个很大的推动。
Total embrace of TQM
NEXT TOPICS 下一个议题
16. Organizational Structuring
1 COMPANY BUSINESS PLAN 1. 公司的商业计划
PRODUCT VIS A VIS MARKET PLANS: SIZE 产品与市场计划
PROCESS - MANUFACTURING EXTENT, VOLUME过程-生产量
FINANCIAL CAPACITY 资金
2 ROLES AND FUNCTION TO MEET COMPANY BUSINESS PLANS2. 满足公司商业计划的角色与功能
3 QUALIFICATION 3.合格？
4 NOMINATION, SOURCING 4.任命 追踪
Job Level
Director 部长
HRMD
人事行政
部
PROCUREMENT
Managerial经理 SALES 销售 PRODUCTION 生产
TECHNICAL
DEPT 技术部
HRAD
人事部
PURCHASING
采购部
FINANCE 出纳
Supervisory /
Leader 组长
AREA
HEAD市场
AFTERSALES
售后
PRODUCT
RESEARCH
产品研发
MAIN ASSEMBLY
生产线（主线）
WAREHOUSE /
SHIPPING 库房
发运
PRODUCTION
INVENTORY AND
CONTROL
库存生产和控制
PRODUCT
DEVELOPMENT
/ DESIGN
产品开发和设
计
QUALITY
CONTROL
质量控制
QUALITY
ASSURANCE
质量保证
ADMIN 行政 GEN ACCTG ？
COST ACCTG
成本会计
FINANCE 出纳
Staff /
Operator
员工
ASIA OCEANIA
东南亚
ADDS AND
PROMO
广告和促销
ENGINE ASSEMBLY
发动机装配线
PARTS 零件
SCHEDULING
生产规划表
PARTS
DEVELOPMENT
零部件开发
PARTS
INSPECTION
零部件检测
STANDARDS
MONITORING
/ CONTROL
标准监控
PERSONNEL
MGT
人员管理
Credit &
Collection
收款
COST OF
SALES, MF'D
销售成本
FS, IS, CF
EUROPE /
AFRICA 欧洲
非洲
SUB ASSEMBLY
副线
CKD/CBU 散件
整车
INVENTORY
MONITORING
库存监控
PROCESS
PLANNING
计划过程
IN-PROCESS
INSPECTION
过程检测
SUPPLIES /
EQPT
供应商管理
AMERICAS
美洲
PACKAGING
打包
FINAL
INSPECTION
最终检测
PLANT ENG'G -
MAINTENANCE
工厂维护
ASSETS 资产
TESTING 测试
SPECIFICATION
COMPTROLLER
参数
DRAWING
CONTROL
图纸控制
DOCUMENTATI
ON CONTROL
资料控制
CAN BE UNDER ONE HEAD
灰色的表示可以由一个部门
进行领导
IN THE FUTURE AFTER RIGHT
QUALIFIED PERSON FITS
在将来可以选择合适的人来分
别胜任
IN THE FUTURE AFTER RIGHT
QUALIFIED PERSON FITS
在将来可以选择合适的人来分
别胜任
UNITS AND ENGINES 成车和发动机
SALES AND MARKETING 销售和市场部
MARKETING 采购
FINANCE AND ACCOUNTING 财务部
MARKET
STUDIES,
TRENDS
市场了解，趋
势
CAN BE UNDER ONE HEAD
黄色的表示可以由一个部门
进行领导
PRODUCTION CONTROL 生控
BASIC ORGANIZATIONAL STRUCTURING OR SETTING UP
组织机构图
DISBURSE -
MENT ？
ACCOUNTING 会计
XXX
GEN. MANAGER 总经理
MANUALS,
CATALOGUE
操作手册
零部件图册
MANUFACTURING 生产部
QUALITY CONTROL
质量控制
TECHNICAL & QUALITY
CONTROL 技术质量控制
QC SPECS FOR
PIS, IPQC, FIS
参数质控
SUPPLIER
DEVELOPMENT /
SOURCING
供应商开发 追踪
PURCHASE
ORDERING /
DELVERIES
采购计划 发运
SPECIALIZED TECHNICIAN CAN BE ASSIGNED PER MODEL CATEGORY; CUBS / ON-OFF ROAD, MID
SIZED BIKES. WE USE THE BASIC CONCEPT OF BUILD, OPERATE AND TRANSFER; MEANING,
BUILD -THE RESPONSIBILITY COMPOSE OF PARTS, ALL PRODUCTION PROCESS, PACKAGING, DATA
PLAN, PARTS STRUCTURE LIST, SUPPLIER LAYOUT DEVELOPMENT. OPERATE - THIS MEANS TESTING,
EVALUATING, UNTIL ALL DESIGN REQUIREMENTS ARE ATTAINED AND MAKE ALL AS STANDARDS -
DATA PLAN, PARTS LIST -INCLUDING SUPPLIERS. AND TRANSFER - MEANS TO TRAIN AND TURN
OVER OF ALL WORKING STANDARDS MADE / MODEL TO ALL CONCERNED DEPARTMENTS FOR
IMPLEMENTATION. RESPONSIBLE TECHNICIAN SHALL OVERSEE, MONITOR MASS PRODUCTION
ACTIVITIES UNTIL ALL STANDARDS ARE FOLLOW OR REFINED[IF NEED BE] AND NORMAL OPERATION /
MODEL IS ALREADY ATTAINED BY ALL CONCERNED DEPARTMENTS.
FS - Financial Statements 财务报表 ,
IS - IncomeStatement 损益表, CF -
Cash Flow 现金流分析, etc等等.
18. FILE CODING
• AS PREVIOUSLY MENTIONED, SOME DESIGN, PROCESS, CRITERIA HAVE TO BE TRAINED TO
OUR TECHNICAL PERSONNEL TO GIVE THEM MORE EFFECTIVE PRODUCT DEVELOPMENT
SKILLS AND PRODUCE WORLD STANDARD PRODUCTS.
正如前面提到的，我们应该培训我们的技术人员一些关于设计、工艺、标准使得他们
能有效的开发产品并能生产出世界标准的产品。
• DOCUMENTIONS ISSUES DATA MANAGEMENT LIKE PARTS STRUCTURE LISTING / DATABASE
MUST BE STANDARDIZED. EVEN STANDARDIZED FILE NAMING / CODING FOR ALL TECHNICAL
REPORT MUST BE DONE TO HAVE CONSISTENCY, PRODUCT CONTINUANCE MONITORING,
ELIMINATE SUPERCEDING PREVIOUS REPORTS AND RESULTS LOOSE CONTROL OF TECHNICAL
DOCUMENTS.
数据管理像零件结构清单/数据库等文件必须标准化。甚至将文件的命名/编码等所有技
术报告都必须标准化,产品持续监控,删除先前的松散报告和结果的技术控制文件。
• CENTRAL DATABASE, FORMAT, FILING AND DOCUMENTATION ISSUANCE CONTROL MUST BE
ESTABLISHED. WE SHALL ACCOMPLISH COMMON REFERENCE TO ALL OUR OPERATIONAL
DOCUMENTATION IS DONE.
• 中央数据库、格式、文件和文档控制必须建立。我们将共同参考已完成所有的操作文
档。
26. EXISTING PARTS INSPECTION REPORT
送检日期 批次 Order# 车型 Model 零部件名称 Parts 供应商Supplier
送检数量
Deliveries
合格数量Actual Receipt 不合格数量 NG 不合格原因Reason
处理结果
Countermeasure
备注Note
7.23 6088 巴西越野2010 手把管 唐润 750 750
7.23 6085-1 金牛星 座垫 丰隆 114 114
7.23 6085-4 JY110 座垫 丰隆 119 119
7.23 5063 三轮车 前制动器 振华 300 300
7.23 7102 亚洲狼 空滤器 鼎泰 105 105
7.23 6081 亚洲狼 T 云珍 105 105
7.23 6088 巴西越野2010 前后轮胎 金盾 300 300
7.23 6085-1 金牛星 碟刹 恒升 545 545
7.23 6081 亚洲狼 手把胶 永刚 105 105
7.23 6081 亚洲狼 消声器 南泰 105 105
7.23 6081 亚洲狼 后货架 全车冲压件 方和 105 105
7.23 6087 巴西越野2010 主线 旭升 147 147
7.23 6081 亚洲狼 主线 旭升 105 105
7.23 4096 三轮车 主线 旭升 300 300
7.23 6085-4 JY110 车体箱 翔宇 94 94
7.23 6085-4 JY110 覆盖件箱 翔宇 25 25
7.23 6085-3 外星人 车体箱 翔宇 141 141
7.23 6088 巴西越野2010 仪表 俊达 750 750
7.23 6088 巴西越野2010 随车工具 红狮 750 750
7.23 6088 巴西越野2010 链盘 苗瑞 250 250
7.23 6087 巴西越野2010 链盘 苗瑞 147 147
7.23 6081 亚洲狼 链盘 苗瑞 105 105
7.23 6085-3 外星人 方向柱 宏雷 400 400
7.23 6085-4 JY110 方向柱 宏雷 200 200
7.23 6087 巴西越野2010 方向柱 宏雷 142 142
7.23 6081 亚洲狼 方向柱 宏雷 105 105
7.23 7096 三轮车 方向柱 宏雷 300 300
7.23 6087 巴西越野2010 前后网轮 金辙 147 147
外观差，辐条松动，倒置油封混装
Appearance problem,Loose
spokes, Mixed specification - oil
seal
已退回厂家处理
RTS
7.23 6085-3 外星人 主侧支架 利发 400 400 外观差 Appearance problem
姚部同意让步使
用 Conditional
Acceptance
Forced
acceptance
7.23 6085-3 外星人 平叉 灏权 400 400
平叉轴孔不同心，平衡度差，外观
差 Off Center,
Imbalance,Appearance problems
已退回厂家处理
RTS
7.23 6081 亚洲狼 链盒 永刚 105 105
装配孔距错误 Mounting position
problem
已通知厂家处理
4 RTS
7.23 6088 巴西越野2010 手把胶 永刚 750 750
要求不带手把护罩状态，来件带护
罩状态 Wrong parts delivery [4
2010 No Guard Knuckle]
已通知厂家处理
4 RTS
8416 6614 1802
rejection ratio 21%
重庆鼎泽工贸有限公司每日检验记录 Daily Delivery Report [QC-PIS]
Maybe you need to revise this term. Countermeasure means what corrective,
preventive action is to be done, or done on the problem like changing the process,
material, tooling in producing a correct product. This is only defined as "ACTION
TAKEN" - meaning, what was done on the rejected parts that were delivered. Our QC
personnel must exercise their knowledge of motorcycle parts or re train them on
how parts are developed , or work together well with Technical Department and
learn these technical issues and produced so that they are capable of Reporting how
these Rejection must be corrected by suppliers and avoid repetition on next
deliveries. 我认为这里的抬头应该改一下。因为处理结果的意思是预防措施或者
是已经纠正了的，或者是说由于过程变化，原材料变化，工具变化而生产的纠正
后的好的产品。所以这里应该定义为采取的行动，意思是我们在收到货不对板的
产品后我们是怎么做的。我们的质检人员必须加强锻炼自身的摩托车零部件行业
的知识或培训他们了解零部件的开发过程，或与技术部紧密合作以便学习这些技
术问题，这样他们就会自然而然的明白供应商应该如何来纠正出现的问题以避免
再下批中重复出现。
This is a very high rejection rate for Parts Quality Performance considering that these are very
minor issues. What is also not reflected here are the wrong specifications detected during pre
production. If parts quality standards are well understood and distributed per model lot
deliveries to all concerned departments, there should be more parts rejection reports reported
above because there are a lot more rejections reported during pre production.. 仅仅是平常
的零件，就产生如此高的 不合格率，同时也说明在预备生产之前，可能下达的技术参数有
一部分是错误的。如果各相关部门把零部件标准理解的更为透彻，可能不合格的零部件还
要多些，因为在上线之前长期发现有很多零部件不合格。
27. REVISED FORMS AND MONITORING
• PROJECT SCHEDULES
• DESIGN CHANGE NOTICE
• EXPORT SALES MONITORING PLAN
• DATA PLAN
• PARTS STRUCTURE LIST as Attachment to DATA
PLAN
• PARTS INVENTORY MONITORING
• OTHERS – PARTS ROUTE SHEET – ADDITION TO
WORK INSTRUCTION AND PARTS ISSUANCE FLOW
28. Product Development SchedulesJET FIRE SPECS DEVELOPMENT STATUS / 70813 飞火整改 （13年07月08日）
第1周 第二周 第三周 第四周 1W 2W 3W 4W 1W 2W 3W 4W
ENGINE POWER NOT
MAXIMIZED
发动机功率没有最大化
1] MODIFY MUFFLER DESIGN /
MATCHING PIPE DIAMETERS
1）修正消声器的设计或匹配消声器
管径。
CONDUCT SUPPLIER TECHNICAL
COLLABORATION VISIT TO MODIFY
EXHAUST SYSTEM PIPE OR
HOLES CHANGES
与供应商的技术部门联系，指导他们修
正排气系统或改变孔的大小。
QING / PENG -
FOC ASSIST
秦毅/彭工-
nandy协助
2] CHECK CARBURATION
SETTINGS; JET, CONSIDER
INCREASE SIZE
~PZ33?2）调整化油器的规格，可考
虑使用pz33的化油器。
CONDUCT FURTHER TESTING AS
SOON AS MUFFLER
ADJUSTMENTS ARE MADE
再次进行测试，以便消声器调整能尽快
进行。
QING / PENG -
FOC ASSIST
秦毅/彭工-
nandy协助
3A] TEST BENCH MAX SPEED
在测试台将速度最大化
SONG
SHUBING
宋世斌
3B] ENDURANCE TEST FOR FUEL
CONSUMPTION 油耗的耐久性测试
TANG / CHAO
YANG
唐平/曹阳
4] DYNAMOMETER TESTING AT
ZONGSHEN 宗申测功器上测试
MAX POWER TESTING, FUEL
CONSUMPTION
最大功率测试，经济油耗测试
TANG / QING /
PENG - FOC
OVERSEE
唐平、秦毅，彭
工-nandy协助
2 FUEL TANK 油箱
RISK OF FUEL SPILLAGE AT
FILLER 加油时容易溢出
MODIFY FUEL FILLER LENGTH
调整加油嘴的长度
CONDUCT SUPPLIER TECHNICAL
COLLABORATION VISIT TO MODIFY
FUEL FILLER MOLD; ELONGATE
FILLER PIPE/LOCK
与供应商的技术部门联系，指导他们调
整进油嘴的模具，将进油管延长。
QING / PENG
秦毅/彭工
3
CHAIN CASE COVER
链盒
MIS ALIGNED WITH WHEELS
/ SWING ARM
与轮子和平叉不在同一水平线上
CORRECT MOUNTING
POSITIONS AT SWING ARM
调整平叉的安装位置。
CONDUCT SUPPLIER TECHNICAL
COLLABORATION VISIT TO MODIFY
SWING ARM CHAIN CASE COVER
MOUNTING POSITION
与供应商的技术部门联系，指导他们调
整平叉和链盒的安装位置。
QING / PENG
秦毅/彭工
3
BODY PLASTIC
COVERS 车体覆盖件
FIX MOUNTING DESIGN TO
ELIMINATE GAPS, RATTLING
SOUNDS
为了消除间隙，装配位置需要锁
死。
AWAITING SUPPLIER
CORRECTION DESIGNS / VISIT
ZHEJIANG
等待供应商的纠正措施，拜访浙江工
厂。
SEND SAMPLE UNIT TO SUPPLIER
IN ZHEJIANG, THEN CONDUCT
SUPPLIER TECHNICAL
COLLABORATION VISIT TO VERIFY
ALL BODY COVER KEY MOUNTING
POSITION ARE OK
发一套样品到浙江，以让厂家明确覆盖
件安装点是否合格。
QING / PENG -
ALEX -FOC
OVERSEE
秦毅、彭工-
周总和nandy全
面参与
SEND
SAMPLE
BIKE
发样车到浙
江
VISIT
SUPPLIE
R
拜访供应商
4 TAILITE 尾灯
NEW LED TYPE
DEVELOPMENT ON GOING
新款Led灯开始立项。
ON GOING FINALIZATION OF
NEW TAILITE LED PROTOTYPE
正在最后确认新款led的外观。
SAMPLING DEVT SCHEDULE
TRANSMITTED TO MAKER
样品开发时间表已发给厂家。
QING / PENG -
ALEX -FOC
OVERSEE
秦毅、彭工-
周总和nandy全
面参与
5 HEADLITE 大灯
NEW LENS, REFLECTOR
DEVELOPMENT ON GOING
新玻片和反射器正在开发阶段。
ON GOING FINALIZATION OF
NEW HEADLITE PROTOTYPE
正在最后确认新款大灯。
SAMPLING DEVT SCHEDULE
TRANSMITTED TO MAKER
样品开发时间表已发给厂家。
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
SEAT: SITTING POSITION
TOO HIGH = ~800MM;
REDUCE TO SOME 760 MM
LEVEL
坐垫:座位太高，大概有800毫米
，应降低到760mm.
REVISE SEAT FOAM PROFILE,
THICKNESS
将坐垫泡沫进行修形，打薄。
REDUCING SEAT PROFILE AND
THICKNESS BY SOME 20MM
WOULD ATTAIN US 780MM HEIGHT
修订坐垫外形和厚度可将坐高减少20毫
米，这样操作下来，最后的坐高为780
毫米。
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
TIRE PROFILE 轮胎的外形
RECOMMEND USE OF LOWER
PROFILE TIRES LIKE 150 X 60 Rr,
110 X 60 Fr 推荐使用前110 X
60，后 150 X 60 的低齿轮胎
USING LOWER PROFILE TIRE
WOULD REDUCE SEAT HEIGHT TO
=~770MM, REDUCE ENGINE TO
GROUND CLEARANCE TO ~180MM
采用非深齿的轮胎可将坐高降低至770
毫米，将发动机的离地间隙降低至180
毫米。
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
ENGINE TO GROUND
CLEARANCE 发动机离地间隙
ENGINE GROUND CLEARANCE
TOO HIGH = ~190mm, REDUCE
HEIGHT FOR BETTER HANDLING
= ~165~170mm
发动机离地间隙过高，差不多190毫
米，最好降低到165-170毫米。
LOWER THE FRONT SHOCK
ABSORBER BY 10MM
将前减震的高度降低10毫米。
OVERALL EFFECT: SEAT HEIGHT =
~ 760MM, ENGINE TO GROUND = ~
170MM IF ABOVE ITEMS DONE
整体效果：坐高：760毫米，发动机离
地间隙：170毫米（如果以上条件可以
满足的话）
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
ENGINE 发动机
JULY 7月 SEPT 9月
MILEAGE VERY LOW ~ 21
KM / Li
里程数过低，只有21公里
3] IN-HOUSE TESTING: 内部测试
AUGUST 8月
PART_NAME CONCERN 问题点
ACTION REQUIRED
需要的措施
DETAILED ACTIVITIES
措施详细描述
责任人#
7
OVERALL
MOTORCYCLE
HEIGHT 坐高
1
29. 第1周 第二周 第三周 第四周 1W 2W 3W 4W 1W 2W 3W 4W
8 HANDLE BAR 手把
HANDLE BAR POSITIONING
MUST BE IMPROVED. NEED
FOR LENGTH REDUCTION /
HEIGHT INCREASE FOR
BETTER HANDLING IF PLAN
TO REDUCE OVERALL MC
HEIGHT IS TO BE DONE
改进手把定位。需要将长度缩短
，高度增加，才能将转向手柄的
整体高度缩短。
REDUCE BY SOME 30MM
LENGTH, INCREASE HEIGHT BY
SOME 25~30MM
将长度缩短30毫米，将高度增加25-
30毫米。
REQUIRE NEW SAMPLES FOR
TESTING AND APPROVAL; LENGTH
[-30MM, HEIGHT INCREASE [+20MM]
需要新的样车来测试和论证：长度减少
30毫米，高度增加20毫米。
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
9
LEVER, FRONT
BRAKE前制动手柄
USE ADJUSTABLE TYPE
使用可调节的款
SOURCE NEW DESIGN
寻求新的设计
OPTIONAL IDEA FROM ZONGSHEN
ONLY - FOR MGT DECISION TO
PROCEED
如果可以请采用宗申当时推荐的那种款
式。
10
REVISE DESIGN TO ALLOY
将踏板更改为铝合金的
DEVELOP ALLOY OR FORGE
STEEL DESIGN
将铝合金的设计更改为锻钢款的设计
。
FOR DEVELOPMENT AFTER 7/8
MGT DECISION OF FINAL
MATERIAL SPECS
7月8号2013，吴总将最后一次确定材
质。
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
3D DEVELOPMENT SHALL
COMMENCE / BENCH MOLD
SAMPLING / FINAL SAMPLING
APPROVAL 3D
开发阶段将会最后一次确认样品。
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
MODIFY BRACKET SIDE STAND
ANGLE 修正侧支架角度
CONDUCT SUPPLIER TECHNICAL
COLLABORATION VISIT TO MODIFY
BRACKET SIDE STAND ANGLE
POSITION
指导供应商的技术部修正侧支架角度
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
MODIFY SIDE STAND DESIGN TO
MEET NEW BRACKET ANGLE, +
FOOT STOPPER DESIGN
IMPROVEMENT NEED
修正侧支架设计以满足新款侧支架角
度，同时侧支架胶的设计需要改进。
DEVELOP MODIFIED SIDE STAND
WITH SUPPLIER
与供应商一起修定侧支架。
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
12 MUFFLER 消声器
ENGINE POWER NOT
MAXIMIZED
发动机功率没有最大化
see # 1: ENGINE 参考发动机部分
QING / PENG -
FOC OVERSEE
秦毅/彭工-
nandy全面参与
13 UTILITY BOX 置物盒
NEED TO IMPROVE
ELECTRICAL COMPONENT
MOUNTING AT RR FENDER
AREA - MORE COMPACT /
ORGANIZED POSITIONING
OF PARTS
需要改进电器件在后挡泥处的步
装位置-
提供更紧凑或将零部件的位置规
范布置。
SEE #3: TOGETHER WITH THE
PLASTIC PARTS CORRECTION
AND MODIFICATION PLAN,
INCLUDE COMPACT MOUNTING
OF ELECTRICAL COMPONENTS
ON THE RR FENDER UTILITY
BOX AREA
可以连同塑料件的纠正措施和整改计
划一起进行。
CONDUCT SUPPLIER TECHNICAL
COLLABORATION VISIT TO MODIFY
ALL BODY COVER KEY MOUNTING
POSITION
指导供应商的技术部来修正所有覆盖件
的安装点。
QING / PENG -
ALEX -FOC
OVERSEE
秦毅、彭工-
周总和nandy全
面参与
SEND
SAMPLE
BIKE
发样车
VISIT
SUPPLIER
参观供应商
14
SHOCK ABSORBER
Rr 后减震
IMPROVE MOUNTING
改进装配位置
USE NEEDLE TYPE BUSHING
采用针式衬套
OPTIONAL IDEA FROM ZONGSHEN
ONLY - FOR MGT DECISION TO
PROCEED
如果可以请采用宗申当时推荐的那种款
式。
15
TURN SIGNAL LIGHT
转向灯
FINAL LED SIGNAL LIGHTS
NEED IMPROVE MOUNTING
LOCK > ~3MM
最后还是决定采用Led的转弯灯
，但装配位置需改进，大概改进
3毫米。
ON GOING FINALIZATION OF
NEW SIGNAL LIGHT
正在进行新款转弯灯的最后阶段
SAMPLING DEVT SCHEDULE
TRANSMITTED TO MAKER
样品开发时间表已发给厂家。
QING / PENG -
ALEX -FOC
OVERSEE
秦毅、彭工-
周总和nandy全
面参与
16
17
17
JULY 7月 SEPT 9月AUGUST 8月
PART_NAME CONCERN 问题点
ACTION REQUIRED
需要的措施
DETAILED ACTIVITIES
措施详细描述
责任人#
11
PEDAL, RR BRAKE
后制动踏板
MOUNTING ANGLE AND
LENGTH FOR ADJUSTMENT
装配角度和长度需要调整
SIDE STAND 侧支架 /
mainstand
OFF TOOL PRODUCTION TRIAL 所有零部件的模具确定后，将所有件集中在一起的小型试装
PRE PRODUCTION TRIAL 批量生产前的试装
MASS PRODUCTION 批量生产
30. Revised Design Change Notice
通知日期： 技术更改通知编号：
客户
内部
设计
计划更改优先权
高
中
现有设计更改 下批更改 低
新设计 带单更改 INDICATE ORDER LOT NUMBER
客户要求 更换厂家 代码：
停产/零部件过时
日期 日期
抄送: 吴总, 叶总, 周总, 配套不, 生产部, 质检部,物资部, 出口部, 计调中心
编制 批准
姓名 签名 姓名 签字
更改后状态 备注（图解）
变更原因： 变更目标：
更改事由
更改前状态 备注（图解）
状态更改描述
技术更改通知
车型
要求改动方：零部件名称
零部件代码
DZ JG 13 07 06
DZ 公司名称
J 部门
G 变更种类
13 年份
07 月份
06 Day
Can be modified to 1 ~ 9; Jan ~ Sept, X-Oct, Y-Nov, Z-
Dec
L-零部件,S-技术通知, G-技术更改通知, T-
套色方案, B-包装方案, D-电器件, P-
更换配套厂家
34. Sample: CKD FULL SUPPLY STRUCTURE LIST / MODELCKD FULL SUPPLY LIST PER MODEL_CUSTOMER
PARTS ORDERING CATEGORY
F FRAME
E ENGINE / ENGINE PARTS
S STANDARD PARTS
P PLASTIC PARTS
R RUBBER PARTS
S STAMPING PARTS
C PAINTED PARTS A1 RED
A2 BLUE
A3 BLACK
A4 SILVER
COMPUTER DATA BASE
OPTIONAL
STOCK ID #
PART
NUMBER
PART NAME CUST_CODE
SPECIAL
DESCRIPTION
MATERIAL
SPECIFICATION
DIMENSION
DESIGN
CHANGE
NOTICE #
PICUTRES MODEL
CAT
GROUP
STANDARD
PARTS
RED BLUE BLACK SILVER ~Z SUPPLIER
LEAD
TIME
LOT
SIZE
PACKAGING
QTY
BOX SIZE
BOX
GROUP
>>>
EXAMPLE 1
AF 0001 1
AF 0002 3
EXAMPLE 2
AC 0001 1
AC 0002 1
INTERIM ACTION
1] PER ASSIGNED SPECIALIST TECHNICIAN, COMBINE ALL MODEL PARTS LIST INTO MODEL CATEGORY GROUP
CATEGORIES MOPED
CUBS [100 TO 125 cc]
BUSINESS
ON ROAD
STREET
SPORTS
MOTARDS
OFF ROAD
CHOPPER
2] DATA BASE DEVELOPMENT
CODING SYSTEMFOR CUSTOMER, SUPPLIERS, MODEL CATEGORIES, COLORS CAN BE DONE FOR EASY PARTS IDENTIFICATION
ESTABLISHMENT OF COMMON OR APPLICABLE PARTS LIST FOR ALL MODEL MUST BE DONE FOR LEAN INVENTORY MANAGEMENT PURPOSE-ORDER, SPARE PARTS, ETC
3] MAKE CENTRAL DOCUMENTATION OFFICER TO CONTROL DATABASE
4] BASED ON THE MASTER LIST, MODIFY FORMAT FOR DISTRIBUTION, APPLICATION USE BY CONCERNED DEPARTMENTS
FOR:
PARTS PURCHASING / DELIVERY FORMAT
DELIVERY MONITORING AND INVENTORY FORMAT
PARTS ISSUANCE FORMAT
PACKAGING / SHIPPING DELIVERY FORMAT
5] BEST IF DATA BASE FORMAT IN VISUAL BASIC OR ACCESS
FINAL ACTION
CENTRALIZED COMPUTERIZATION
USAGE SHIPPING
35. PARTS INVENTORY MONITORING – ISSUANCES [COMPUTER BASED]
PARTSISSUANCESIN DATABASE FORMAT
LOTNUMBER:
MODEL:
QTY:
1 2 3 4 5 6 7 8 9 10
DATE CKD SP REC LOCAL LKS
1 51200-A25002-A 53 1 FRAME Brute P standard 1 0 0 0 0
2 LOCK WASHERM8- engine Brute P standard 7 0 0 0 0
3 PLAIN WASHERmm10[ENGINEBOLT] Brute P standard 2 0 0 0 0
4 LOCK WASHERM10- engine Brute P standard 2 0 0 0 0
5 PLAIN WASHERM8- engine Brute P standard 7 0 0 0 0
6 ENGINEBOLTFLANGEM10x 115- engine Brute P standard 2 0 0 0 0
7 ENGINEBOLTFLANGEM8x 70[75] Brute P standard 4 0 0 0 0
8 FLANGBOLTM8x 65[ENGINEBOLT] Brute P standard 1 0 0 0 0
9 51220-A5002-A 53 7 ENGINESUPPORT Brute P standard 1 0 0 0 0
10 GB/T5787-86 54 16 FLANGEBOLTM8x16 Brute P standard 3 0 0 0 0
11 51225-A5002-A 53 5 ENGINEGUARD Brute P standard 1 0 0 0 0
12 FLANGEBOLTM8x20 Brute P standard 2 0 0 0 0
13 ENGINEBOLTFLANGEM8x 90[95] Brute P standard 2 0 0 0 0
14 51223/51224-A5002-A 53 8-9 ENGINEHANGER- UPPERLH/RH Brute P standard 2 0 0 0 0
15 5421A-A5002-A 41 6 MAIN STAND Brute P standard 1 0 0 0 0
17 54207-A5002-A 41 14 MAIN STAND, SPRING Brute P standard 1 0 0 0 0
18 54205-A5002 41 8 MAIN STAND, SHAFT/ MAINSTANDPIVOT Brute P standard 1 0 0 0 0
19 54221-A5002-A 41 9 MAIN SATND,RUBBER Brute P standard 1 0 0 0 0
20 54206-A5002 41 7 MOON PATHHOOK Brute P standard 1 0 0 0 0
21 34100-A5002-A 51 3 MAIN CABLE/ HARNESS WIRE Brute P standard 1 0 0 0 0
22 33100-A5002 51 4 IGNITION COIL Brute P standard 1 0 0 0 0
23 FLATWASHERM5 Brute P standard 2 0 0 0 0
24 HEX BOLTM5x16[20] Brute P standard 2 0 0 0 0
25 37300-A5002 52 15 STARTERRELAY Brute P standard 1 0 0 0 0
26 37100-A5002-A 41 1 REARSTOP LIGHTSWITCH Brute P standard 1 0 0 0 0
27 35200-A5002-S 50 1 TAILLIGHT Brute P standard 1 0 0 0 0
28 35310-A5002 49 1 TURNINGLIGHTrrLH Brute P standard 1 0 0 0 0
29 35310-A5002 49 1 TURNINGLIGHTrrRH Brute P standard 1 0 0 0 0
30 SCREWBOLTM5x40 Brute P standard 2 0 0 0 0
31 WASHERM5 Brute P standard 2 0 0 0 0
32 82233-A5002-A 48 9 PLATEHOLDER Brute P standard 1 0 0 0 0
33 GB/T818-2002 FLANGEBOLTM6x 12 Brute P standard 2 0 0 0 0
34 PLAIN WASHERmm6- tail light Brute P standard 2 0 0 0 0
35 BANDWIRE Brute P standard 1 0 0 0 0
ADDITIONAL
ISSUED
TOTAL TOTAL
ISSUANCES
ISSUANCES
# QPUVARIANTMATERIALSPECIFICATIONPARTNAMEREF #PAGE#PARTNUMBER COLORMODEL
36. PARTS INVENTORY MONITORING – NET INVENTORY [COMPUTER
BASED]
PARTS INVENTORY IN DATABASE FORMAT AS OF DATE: PREPARED DISTRIBUTION
CHECKED
LOT NUMBER: APPROVED
MODEL:
QTY:
1 51200-A25002-A 53 1 FRAME Brute P standard 1 0 0
2 LOCK WASHER M8 - engine Brute P standard 7 0 0
3 PLAIN WASHER mm10 [ENGINE BOLT] Brute P standard 2 0 0
4 LOCK WASHER M10 - engine Brute P standard 2 0 0
5 PLAIN WASHER M8 - engine Brute P standard 7 0 0
6 ENGINE BOLT FLANGE M10 x 115 - engine Brute P standard 2 0 0
7 ENGINE BOLT FLANGE M8 x 70 [75] Brute P standard 4 0 0
8 FLANG BOLT M8 x 65 [ENGINE BOLT] Brute P standard 1 0 0
9 51220-A5002-A 53 7 ENGINE SUPPORT Brute P standard 1 0 0
10 GB/T 5787-86 54 16 FLANGE BOLT M8x16 Brute P standard 3 0 0
11 51225-A5002-A 53 5 ENGINE GUARD Brute P standard 1 0 0
12 FLANGE BOLT M8x20 Brute P standard 2 0 0
13 ENGINE BOLT FLANGE M8 x 90 [95] Brute P standard 2 0 0
14 51223/51224-A5002-A 53 8-9 ENGINE HANGER - UPPER LH/RH Brute P standard 2 0 0
15 5421A-A5002-A 41 6 MAIN STAND Brute P standard 1 0 0
17 54207-A5002-A 41 14 MAIN STAND, SPRING Brute P standard 1 0 0
18 54205-A5002 41 8 MAIN STAND, SHAFT/ MAINSTAND PIVOT Brute P standard 1 0 0
19 54221-A5002-A 41 9 MAIN SATND ,RUBBER Brute P standard 1 0 0
20 54206-A5002 41 7 MOON PATH HOOK Brute P standard 1 0 0
21 34100-A5002-A 51 3 MAIN CABLE / HARNESS WIRE Brute P standard 1 0 0
22 33100-A5002 51 4 IGNITION COIL Brute P standard 1 0 0
23 FLAT WASHER M5 Brute P standard 2 0 0
24 HEX BOLT M5x16 [20] Brute P standard 2 0 0
25 37300-A5002 52 15 STARTER RELAY Brute P standard 1 0 0
26 37100-A5002-A 41 1 REAR STOP LIGHT SWITCH Brute P standard 1 0 0
27 35200-A5002-S 50 1 TAIL LIGHT Brute P standard 1 0 0
28 35310-A5002 49 1 TURNING LIGHT rr LH Brute P standard 1 0 0
29 35310-A5002 49 1 TURNING LIGHT rr RH Brute P standard 1 0 0
30 SCREW BOLT M5x40 Brute P standard 2 0 0
31 WASHER M5 Brute P standard 2 0 0
32 82233-A5002-A 48 9 PLATE HOLDER Brute P standard 1 0 0
33 GB/T818-2002 FLANGE BOLT M6 x 12 Brute P standard 2 0 0
34 PLAIN WASHER mm6 - tail light Brute P standard 2 0 0
35 BAND WIRE Brute P standard 1 0 0
BEGINNING
INVENTORY
LAST ISSUANCE
REFERENCE LOT
NUMBER
ENDING
INVENTORY
DELIVERIES
ADDITIONAL
ISSUED
TOTAL
ISSUANCES# QPUVARIANTMATERIAL SPECIFICATIONPART NAMEREF #PAGE #PART NUMBER COLORMODEL
37. OTHERS – ADDITION TO WORK INSTRUCTIONS AND PARTS ISSUANCE
FLOW
Part Acquisition CO² Welding New
Cutting Surface Treatment Reason for revision
Bending Brazing
Stamping Sub-Assembly
Resistance Welding Assembly
4
5
6
7
8
9
3
Page
ROUTE SHEET
Approved by Checked by Prepared by
QTY
/UNIT
ILLUSTRATION
6
10
P R O C E S S
7 8
2
Fabrication
PART Name
1/1
TAC
WELD
WELDING REWORKPROCESS:
MODEL
PART No.
CONST. PART NAME
PART NUMBER
WIRE STAY (BAND WIRE)
11
ENGINEERING PROCESS CODE
ppc
Additional Improvement1
2
13
12 Date
Distribution
1
0 29-Mar-11
REAR GRAB STAY
BODY FRAME
BODY FRAME
52 3 41
PART ACQUISISTION
FLASHER RELAY STAY
MAKER
FULL
WELD
total
No
qa/qcprod1acct mcd
60 0 0 0
prod2
FULL
WELD
0 0
STAY ALLOCATION
RE-ALLOCATION
38. OTHERS – ROUTE SHEET IN DATA BASE FORM
ROUTE SHEET - DATA BASE FORMAT red
blue
LOT NUMBER: blk
MODEL: silver
QTY: TTL 0
1A 2A 3A 1 2 3 4 5 6
1 51200-A25002-A 53 1 FRAME Brute P UNLOAD WH-CKD QC CHECK WLDNG PTNG QC CHECK WH-CKD S/A M/A standard 1
2 LOCK WASHER M8 - engine Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 7
3 PLAIN WASHER mm10 [ENGINE BOLT] Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
4 LOCK WASHER M10 - engine Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
5 PLAIN WASHER M8 - engine Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 7
6 ENGINE BOLT FLANGE M10 x 115 - engine Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
7 ENGINE BOLT FLANGE M8 x 70 [75] Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 4
8 FLANG BOLT M8 x 65 [ENGINE BOLT] Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
9 51220-A5002-A 53 7 ENGINE SUPPORT Brute P UNLOAD WH-CKD QC CHECK WLDNG PTNG QC CHECK WH-CKD S/A M/A standard 1
10 GB/T 5787-86 54 16 FLANGE BOLT M8x16 Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 3
11 51225-A5002-A 53 5 ENGINE GUARD Brute P UNLOAD WH-CKD QC CHECK WLDNG PTNG QC CHECK WH-CKD S/A M/A standard 1
12 FLANGE BOLT M8x20 Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
13 ENGINE BOLT FLANGE M8 x 90 [95] Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
14 51223/51224-A5002-A 53 8-9 ENGINE HANGER - UPPER LH/RH Brute P UNLOAD WH-CKD QC CHECK WLDNG PTNG QC CHECK WH-CKD S/A M/A standard 2
15 5421A-A5002-A 41 6 MAIN STAND Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
17 54207-A5002-A 41 14 MAIN STAND, SPRING Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
18 54205-A5002 41 8 MAIN STAND, SHAFT/ MAINSTAND PIVOT Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
19 54221-A5002-A 41 9 MAIN SATND ,RUBBER Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
20 54206-A5002 41 7 MOON PATH HOOK Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
21 34100-A5002-A 51 3 MAIN CABLE / HARNESS WIRE Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
22 33100-A5002 51 4 IGNITION COIL Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
23 FLAT WASHER M5 Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
24 HEX BOLT M5x16 [20] Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
25 37300-A5002 52 15 STARTER RELAY Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
26 37100-A5002-A 41 1 REAR STOP LIGHT SWITCH Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
27 35200-A5002-S 50 1 TAIL LIGHT Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
28 35310-A5002 49 1 TURNING LIGHT rr LH Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
29 35310-A5002 49 1 TURNING LIGHT rr RH Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
30 SCREW BOLT M5x40 Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
31 WASHER M5 Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
32 82233-A5002-A 48 9 PLATE HOLDER Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
33 GB/T818-2002 FLANGE BOLT M6 x 12 Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
34 PLAIN WASHER mm6 - tail light Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 2
35 BAND WIRE Brute P UNLOAD WH-CKD QC CHECK WH-CKD S/A M/A standard 1
# QPUVARIANTMATERIAL SPECIFICATIONPART NAMEREF #PAGE #PART NUMBER COLORMODEL
STATION FLOW
39. KEY PERFORMANCE INDICATORS - 关键性能指标
• SALES FORECAST
销售目标
• DEVELOPMENT SCHEDULES
• 发展日程表
• PARTS RECEIVING REPORT SUMMARY
• 零部件报告综述
• SKD, CKD INVENTORY STATUS REPORT
• 大散件 散件库存状态报告
• PRODUCTION / EXPORT SALES PERFORMANCE
• 生产、出口销售业绩
• QUALITY REPORTS: Parts Inspection, Final Inspections /
Pre Production
• 质量报告：零部件监测，生产之前的最终检测
40. REPORTING REFERENCES
REPORT GENERATION TREE DIAGRAM-报告生成树图
ANNUALSALES PLAN-
年度销售计划
PARTS-部分 PARTS-部分
SALES FORECAST-
销售预测
EXPORTSALES PLAN-
出口销售计划
EXPORTSALES PLAN-
出口销售计划
EXPORTSALES PLAN-
出口销售计划
DELIVERIES-交付
PREPRODUCTION-
预生产
FINALINSPECTION-
最后检查
QUARTERLYPLAN-
季度计划
PARTS DELIVERYPLAN
PARTS INSPECTION
STANDARD-
零件检验标准
WORK INSTRUCTIONS-
工作指令
MONITORING
INFORMATION-
监控信息
EXPORTSALES PLAN
MONITORING-
出口销售计划监控
PARTS DAILYDELIVERY
REPORT-
部分日常交付报告
SKD, CKDINVENTORY
WEEKLYSTATUS
REPORT-SKD,CKD
库存每周状态报告
PRODUCTION RESULTS-
生产结果
PARTS INSPECTION
SUMMARYREPORT-
部分评审总结报告
PRODUCT
CONFORMANCE
REPORT-
产品一致性报告
IN-PROCESS, FINAL
INSPECTION REPORT-
进程内的,
最终检验报告
IN-CHARGE-
负责
PRODUCTION
CONTROL-生产控制
WAREHOUSE-仓库
PRODUCTION
CONTROL-生产控制
PRODUCTION-生产
QUALITYCONTROL-
质量控制
QUALITYCONTROL-
质量控制
QUALITYCONTROL-
质量控制
COORDINATE-
协调
MARKETING-
行销，销售
UNITS-单位
INVENTORYREPORTS-库存报告
UNITS-单位
QUALITYPERFORMANCEREPORTS-质量性能报告
REFERENCE
INFORMATION-
参考信息
41. SALES FORECAST
DATE:
Model Color
PENDING
ORDERS
CURRENT NEXT MONTH
N+2 MONTHS
ORDER PLAN
[TENTATIVE]
RED
BLUE
BLACK
RED
BLUE
BLACK
RED
BLUE
BLACK
RED
BLUE
BLACK
C. GRAY
WHITE
SILVER
YELLOW
COLOR A
COLOR Z
PREPARED NOTED APPROVED
DISTRIBUTION
A
B
C
D
Total
SALES FORECAST [FOR THE MONTH OF: ______________
NEW
MODEL[S]
42. BASIC MODEL DEVELOPMENT SCHEDULING
BASIC MODEL [MINOR, MAJOR, NEW MODEL] LAUNCH SCHEDULING GUIDELINE
ACTIVITIES /
TARGETS
MAIN DEVELOPMENT
STAGES
MINOR OR MAJOR CHANGE / NEW PRODUCT
DESIGN CONCEPTUALIZATION STAGE
PRE-STANDARDIZATION STEP [DATA
DEVELOPMENT STEP] 预备标准化阶段
STANDARDIZATION STEP [DATA FIX
STEP] 标准化阶段
MASS PRODCTION STEP - 批量生产阶段
Product Conceptualization - 概念产品
Prototyping / Data Development - 原设计/数据开发
Bench - Mud / Plastic mold sampling-Parts
Sampling that either hand made or from Mud /
Temporary Mold - 覆盖件油泥样件
Off Tool Sampling-Parts that are product of the
Final Mold - 手工样品
Sample Parts or Units for Presentation / Approval -
样车确认
DETAILED ACTIVITIES
ESTABLISH ALL DETAILED AND SPECIFIC
ACTIVITIES PER PART, PROCESS, RELATIONSHIPS
BETWEEN PARTS TO PARTS, PARTS TO PROCESS,
PROCESS TO PROCESS, SUPPLY LINES, ETC.
ESTABLISH ALL DETAILED AND SPECIFIC
ACTIVITIES PER PART, PROCESS,
RELATIONSHIPS BETWEEN PARTS TO
PARTS, PARTS TO PROCESS, PROCESS TO
PROCESS, SUPPLY LINES, ETC.
ESTABLISH ALL DETAILED AND SPECIFIC
ACTIVITIES PER PART, PROCESS,
RELATIONSHIPS BETWEEN PARTS TO
PARTS, PARTS TO PROCESS, PROCESS TO
PROCESS, SUPPLY LINES, ETC.
ESTABLISH ALL DETAILED AND SPECIFIC
ACTIVITIES PER PART, PROCESS,
RELATIONSHIPS BETWEEN PARTS TO
PARTS, PARTS TO PROCESS, PROCESS TO
PROCESS, SUPPLY LINES, ETC.
Conduct pre production trials to verify
preset data plan for refinement and
standardization
预备标准化阶段的目的是为了论证数据是
否标准与精确
Confirms all pre production data, fix all
data for standardization step
确认所有生产前的数据，并落实所有数据
是为标准化而准备。
Launch product - First Mass productions
产品开动-第一批量产
GENERAL ACTIVITIES
TIME FRAME > > >
43. PARTS RECEIVING REPORT SUMMARY
PARTS DELIVERY REPORT AS OF DATE: PREPARED DISTRIBUTION
CHECKED
LOT NUMBER: APPROVED
MODEL:
QTY:
1 51200-A25002-A 53 1 FRAME Brute P standard 1 0
2 LOCK WASHER M8 - engine Brute P standard 7 0
3 PLAIN WASHER mm10 [ENGINE BOLT] Brute P standard 2 0
4 LOCK WASHER M10 - engine Brute P standard 2 0
5 PLAIN WASHER M8 - engine Brute P standard 7 0
6 ENGINE BOLT FLANGE M10 x 115 - engine Brute P standard 2 0
7 ENGINE BOLT FLANGE M8 x 70 [75] Brute P standard 4 0
8 FLANG BOLT M8 x 65 [ENGINE BOLT] Brute P standard 1 0
9 51220-A5002-A 53 7 ENGINE SUPPORT Brute P standard 1 0
10 GB/T 5787-86 54 16 FLANGE BOLT M8x16 Brute P standard 3 0
11 51225-A5002-A 53 5 ENGINE GUARD Brute P standard 1 0
12 FLANGE BOLT M8x20 Brute P standard 2 0
13 ENGINE BOLT FLANGE M8 x 90 [95] Brute P standard 2 0
14 51223/51224-A5002-A 53 8-9 ENGINE HANGER - UPPER LH/RH Brute P standard 2 0
15 5421A-A5002-A 41 6 MAIN STAND Brute P standard 1 0
17 54207-A5002-A 41 14 MAIN STAND, SPRING Brute P standard 1 0
18 54205-A5002 41 8 MAIN STAND, SHAFT/ MAINSTAND PIVOT Brute P standard 1 0
19 54221-A5002-A 41 9 MAIN SATND ,RUBBER Brute P standard 1 0
20 54206-A5002 41 7 MOON PATH HOOK Brute P standard 1 0
21 34100-A5002-A 51 3 MAIN CABLE / HARNESS WIRE Brute P standard 1 0
22 33100-A5002 51 4 IGNITION COIL Brute P standard 1 0
23 FLAT WASHER M5 Brute P standard 2 0
24 HEX BOLT M5x16 [20] Brute P standard 2 0
25 37300-A5002 52 15 STARTER RELAY Brute P standard 1 0
26 37100-A5002-A 41 1 REAR STOP LIGHT SWITCH Brute P standard 1 0
27 35200-A5002-S 50 1 TAIL LIGHT Brute P standard 1 0
28 35310-A5002 49 1 TURNING LIGHT rr LH Brute P standard 1 0
29 35310-A5002 49 1 TURNING LIGHT rr RH Brute P standard 1 0
30 SCREW BOLT M5x40 Brute P standard 2 0
31 WASHER M5 Brute P standard 2 0
32 82233-A5002-A 48 9 PLATE HOLDER Brute P standard 1 0
33 GB/T818-2002 FLANGE BOLT M6 x 12 Brute P standard 2 0
34 PLAIN WASHER mm6 - tail light Brute P standard 2 0
35 BAND WIRE Brute P standard 1 0
ENDING
INVENTORY
DELIVERIES
REFERENCE DRs /
INVOICE
SUPPLIER NAME
# QPUVARIANTMATERIAL SPECIFICATIONPART NAMEREF #PAGE #PART NUMBER COLORMODEL
44. SKD-CKD INVENTORY STATUS REPORT
Daily Inventory Report-PPC-Warehouse Department Date:
WH SHIPPING PRODN PRODN WAREHOUSE WH PRODN WH MARKETING
Model Color
Units
Avaliable
Units
Returned
Unit
Added
Unit
Released
Inventory
Balance
CKD on
Hand
Work in
Process
Incomplete
CKD
Marketing:
Pending Order
FOR ORDERING
RED 2 2 4 0 40 (36)
BLUE 0 0 0 40 (40)
BLACK 2 2 18 20 -
RED 6 6 9 15
BLUE 1 1 7 8
BLACK 14 14 0 14
RED 0 0 2 2
BLUE 0 0 2 2
BLACK 0 0 0 -
RED 0 0 10 0 10 20
BLUE 0 0 5 0 5 10
BLACK 0 0 11 0 11 22
C. GRAY 0 0 0 -
WHITE 0 0 1 0 1 2
SILVER 0 0 5 0 5 10
YELLOW 0 0 1 0 1 2
25 0 2 0 27 33 38 33 100 31
COMPLETION OF PARTS
WORK IN PROCESS ACTION:
COMPLETION OF PARTS, OVERTIME NEED
PREPARED NOTED APPROVED
DISTRIBUTION:
LOCATION
Total
Incomplete CKD action:
C
A
B
D
