不少工厂把 APQP 当成质量部一个部门的事，等项目卡壳才发现：设计没参与、采购没入场、领导没签字。2024 版 AIAG APQP 第三版把话说得很明白：这是跨职能团队作战，而且"管理者支持"改成了"领导支持"——领导要在节点上签字放行。
▌ 阶段 0 与 1：概念到目标，项目组牵头
- 阶段 0 概念发起/批准：项目组牵头评估项目风险，明确团队责任 RACI，评估产能与资源；采购同步启动高风险供方评估；
- 阶段 1 计划和定义项目：项目组与销售牵头，把客户需求翻译成设计目标、可靠性和质量目标；质量部配合定目标，采购摸底供应商。
▌ 阶段 2 与 3：研发交棒工艺，各领一段
- 阶段 2 产品设计与开发验证：研发牵头，做 DFMEA、DFMA 和设计验证，输出工程图纸、材料规范和原型样件控制计划；
- 阶段 3 过程设计与开发验证：工艺牵头，输出过程流程图、PFMEA、试产控制计划、作业指导书，以及 MSA 与初始能力研究计划。
▌ 阶段 4 与 5：质量牵头验证，量产闭环反哺
- 阶段 4 产品及过程验证：质量牵头组织有效生产运行（1~8 小时、至少 300 件连续生产），完成初始过程能力研究、PPAP 提交和 PSW 签署；
- 阶段 5 反馈、评定与纠正措施：量产闭环，持续降变异、提能力，把 TGR/TGW 经验教训沉淀下来，反哺下一个项目。
▌ 2024 新版三个新看点
- 采购首次入册：新增 0.5 节高风险供方评价，供应商不再是"别人的事"；
- 节点管理：附录 B 定义 Gate 0~5，领导签字放行，过不了不往前走；
- 硬性新指标：APQP 项目指标红黄绿灯，产能策划用 OEE 来算。
另外，控制计划已移入独立的《控制计划参考手册》第一版，但原型、试产、生产三份控制计划仍是贯穿五阶段的主线。
记一句：APQP 不是一张时间表，而是一套"谁在哪个节点交什么"的分工契约——牵头部门写清楚，节点放行有人签，项目才不会在阶段之间掉链子。
想按 2024 新版 APQP 把项目节点跑顺？续创的核心工具实操课结合真实项目演练五阶段分工。欢迎联系续创信息技术咨询。
Many plants treat APQP as the quality department's own business — until the program stalls and they discover design was never involved, purchasing never came in, and leadership never signed off. The 2024 AIAG APQP Third Edition says it plainly: this is cross-functional teamwork, and "management support" has been changed to "leadership support" — leaders sign off at the gates.
▌ Phases 0 and 1: From Concept to Targets, Led by the Program Team
- Phase 0 – Concept initiation/approval: the program team leads risk assessment, defines team responsibilities with a RACI, and evaluates capacity and resources; purchasing launches the high-risk supplier assessment in parallel;
- Phase 1 – Plan and define the program: the program team and sales lead the translation of customer requirements into design goals, reliability goals and quality goals; quality supports target-setting while purchasing screens suppliers.
▌ Phases 2 and 3: Engineering Hands Over to Process, Each Leading a Leg
- Phase 2 – Product design and development verification: engineering leads DFMEA, DFMA and design verification, delivering engineering drawings, material specifications and the prototype control plan;
- Phase 3 – Process design and development verification: process engineering leads, delivering the process flow diagram, PFMEA, pre-launch control plan, work instructions, and the MSA and initial capability study plans.
▌ Phases 4 and 5: Quality Leads Validation, Series Production Closes the Loop
- Phase 4 – Product and process validation: quality leads the significant production run (1–8 hours, at least 300 consecutive pieces), completing the initial process capability study, PPAP submission and PSW sign-off;
- Phase 5 – Feedback, assessment and corrective action: series production closes the loop — keep reducing variation and improving capability, capture TGR/TGW lessons learned, and feed them into the next program.
▌ Three New Highlights of the 2024 Edition
- Purchasing enters the manual for the first time: a new Section 0.5 on high-risk supplier evaluation — suppliers are no longer "someone else's problem";
- Gate management: Appendix B defines Gates 0–5, where leaders sign to release — no pass, no progress;
- Hard new metrics: APQP program metrics in red/yellow/green, and capacity planning calculated with OEE.
In addition, the control plan has moved into the standalone Control Plan Reference Manual (First Edition), but the prototype, pre-launch and production control plans remain the main thread running through all five phases.
One line to remember: APQP is not a timeline — it is a contract about who delivers what at which gate. Write the leading function down clearly, have leaders sign at the gates, and the program will not fall through the cracks between phases.
Want to run your program gates smoothly under the 2024 APQP edition? CINO's core-tools hands-on courses practise the five-phase division of labour on real projects. Contact CINO Information Technology Consulting.