Brief:

1> establish a systematic solution to NPI project. This

solution can increase customer satisfaction and minimize the
risk of project failure.
2> what activities should be done in each NPI phase. To
provide a list you can take as information. For some key
points, provide reminder or experience or case.
Preface
NPI (New Product Introduction) is becoming more and more
important in most manufacturing companies. It is the first
step to win customer, confidence on both production
capability and business management. Standing as
manufacturing service provider, we may focus on followings:
How to get profit from the NPI business
How to manage the NPI business
How to come out a proper NPI report to customer to get
customer approval
How to transfer the NPI to factory to implement mass
production smoothly
Approach: Build strategic partnership with your customers.
The electronics manufacturing services industry is a growing
and fast-changing field, creating many global EMS heads,
even some local small factories. At the same time, the
match is getting closer and closer due to market became
more and more mature and most customers are prefer to
setup strategic partnership with some suppliers who can do
each project effectively and honor the commitment. The
competitors must continually improve the business skills and
production quality, especially should expand the service
offering to cover the whole lifecycle on products including
design, new product introduction, supply chain management
and after-sales services, for example, supply chain
profitability, human/facilities resource allocation
optimization, and implement best practices and key
processes. In customer view, NPI is the first stage of a
component’s life cycle since it leads to final design and has
a great impact on the final quality/characteristic of the
component.
What is customer’s most concern? Let’s divide the whole NPI
into 2 processes, the first is supplier, you, EMS provider, the
second is the product, himself, the product design. For you,
customer would secure your process with respect to a>
quality, b> capacity. For product, customer would secure
with respect to a> enough training to operators and
engineers, b> product requirement are clear and
implemented solidly, c> process setup adequately,
d> process evaluation is ready.
Attitude: PRO-ACTIVE.
The practice and lesson learnt in NPI phase are most
important as customer is prefer to solve all problems which
are related to design and system fault at this phase, not
mass production phase.
“Pro-actively”, this word is often appeared in the mouths of
many customers. The reason is customers are very concern
about the feedback from manufacturing lines. Working pro-
actively means trying to find problems and respective
solutions before it occur, before it became a real problem.
Therefore, NPI program manager have to closely monitor the
whole process and drive team members to work
aggressively. Much more money would be cost on an
incident at ramp-up phase than what cost at NPI phase.
So, how can we do? Please consider following tips:
Got customer’s requirement. Check if all information was got
or not? For customer demand, specification, packing,etc. if
fully understood.
Have a carefully study to possible risk and find risk saving
plan with your project team. Check if something you cannot
do full control.
The risk study and saving plan also applied to sub-suppliers.
Inform customer at early stage when risks and problems
occur together with proposed solution. Give customer a
phone call as e-mail send out.
Have knowledge of and utilize proper quality and
management tools to control all critical parameters and
carry out effective CIP (Continue Improvement Plan)
activities..
Adequate communication channel with adequate attitude.
No “waiting” or “I don’t know”, or even “maybe”. These
words mean you don’t care customer at all. What you should
speak are 1> problem description, 2> what you found,
3> cause (if applicable), 4> action plan, 5> when come out
result.
Organization: Matrix or Special Workgroup
A new management idea is “the best organization is no
organization”. To top it best, boss realized innovation can
keep his employees alive, so he changed the company
culture from function drive business to program drive
business. Currently, more and more companies are
introducing cell management structure for each business
unit. In the operating hierarchy, use matrix organization or
Special Workgroup organization to manage every program.
The advantages of Matrix structure are more flexibility and
better information communication. But the problems are
power balance and priority conflict. Who is the core of the
matrix? Program Manager. Anyway, nothing is perfect, what
you should do is how to make the matrix power to be
stronger as possible. NPI PM conduct the whole product life
cycle in NPI phase. When NPI succeed, he transfers the
product to factory PM. He needs to build all necessary
resources to fulfill the process and continually optimize the
performance, either from business or from engineering.
Product Life Cycle:
One concept should be clear. Product life cycle is not project
(or program) life cycle. Here, when NPI product (project)
transferred to factory successfully, we can say the project
life cycle was closed.
In simple word, there are three steps: Project Identification
(Feasibility, Profit, Market), Project Management
(Planning, Execution, Delivery), and Project Close-down. The
project targets are: Specific, Measurable, Acceptable,
Realistic and, Time-bound. You can use CPM (Critical Patch
Method) to break down the project.
Most EMS companies have the product life cycle chart as
below:
The most important objectives for NPI process are, to
provide value-added in terms of short time-to-volume with
parallel ramp-up, lower total cost and easy communication
channel. Then, how to implement these wordings?
1. Quotation phase:
Sales manager works on the case study and RFQ (Request
for Quotation) process. The costing will be assigned to
various parts. You can find there are two costing need the
effort from Program Manager, they are: Manufacturing
costing and Industrialization costing
When the overall quotation finished, PM may also need to be
involved into quotation review. The basic information is
annual volume. Some indexes are constant (relatively), they
are raw material cost, inbound/outbound freight & duty,
mark-up coefficient, interest rate and base profit. As for the
manufacturing cost, we need experienced engineer to do
product and process analysis to get an accurate cost list,
especially for whole new product.
The engineer can be IE (Industrial Engineer) or PE (Product
Engineer). In my experience, they may calculate wrong at
following items:
1.1. SMT tooling. Once an engineer forgot stencil. It is a big
problem once you also overlooked.
1.2. Spare part maintenance. It is serious if no this budget,
especially for that used on testing equipment. One RF cable
would cost thousands dollars, to top it worst, it has to be
changed once 3 months.
1.3. Equipment amortization. To get real amortization rate
from financial dept.
1.4. Process yield and defect cost. Few products are 100%
direct passed and no any defect. It must be considered.
Price Model: Assumption and Flexibility
Quotation and costing sometimes may be so difficult as
there are unexpected problems would happen. A common
way is to build a price model, give adequate assumption
based on experience, market inquiry and customer
information, and then adjust according to actual situation.
After quotation report completed, Sales Manager should call
related people to do quotation review. Pls. be reminded you
may stand in opposite position to this chairman. He would
give you pressure to cut down the cost since he need to
compete with other EMS providers to catch customer. But, if
the cost is lower than the investment, you may lose passion
to do this business. Normally, if the quotation is just for NPI
product, the price may be higher, for example,
10~20%. Please remember, some business cells can live
only on NPI.
Even customer would balance the overall profit for her
suppliers. Anyway, this topic is not what we should discuss
here.
2. NPI phase:
2.1. Pre-study. The main task is to build an initial project
team to review the product information from customer to
affirm the quotation, profit, schedule, budget, capacity,
capability. Sales manager is the leader, who calls related
people to review the sales offer, forecast, budget and
agreement.
2.2. Planning. This phase is very important to whole
program. PM should have a detailed list to review one by one
to ensure all information are ready and all plan have
responsible people and deadline. In this phase, we should fix
following items:
2.2.1. Project milestone. E.g. customer audit timing, due
date for line installation, due date for material availability,
trial run date, targeted first delivery, targeted ramp-up, etc.)
2.2.2. Project organization. PM get the organization from
customer and also send ours to customer. Keep right people
can contact each other directly. In general, the organization
should include all engineering people and office people.
Engineering team, are Product engineer, SMT engineer,
diagnostic engineer, quality engineer and production
supervisor. Office people, are Program manager, Sales,
Buyer, Planner, PDM (product document
manager), Finance, etc.
2.2.3. Investment plan. PM or higher hierarchy to finalize the
investment. The investment includes equipment cost,
tooling & jig & fixture cost, training cost and renovation cost.
Most cost has been put into quotation, but now, we need
control it by items.
2.2.4. Facility plan. PM should call production manager, WH
manager, Facility manager to define the location.
Which SMT line can be adequate use? Where to allocate the
production line? Where to store the finished goods?
Fix them on this meeting. Some peoples may challenge you
about the schedule and estimated volume. Please prepare.
2.2.5. Material management plan. We need Material
Manager to discuss the purchasing plan and delivery plan if
consigned material there is. This plan is very serious to
make sure there is no material shortage. Shortage is very
easy occurred on three cases, a> single source, b> DOS
(days of supply) too long, c> bad BOM usage. What is bad
BOM usage? The usage of some component is not constant.
For this case, we can use safe stock to control.
At the same time, prepare a localization plan to them. Pls.
be reminded the two plans, quarterly PPV (purchasing price
variance) and localization report, are very important to meet
the cost reduction requirement from customer at mass
production phase.
2.2.6. Quality plan. Quality dept should provide quality
control plan, sub-supplier management plan, FMEA,
environment report (if applicable).
2.2.7. Manufacturing plan: Production manager should report
the manpower allocation, and the training plan to operators.
IE should finished the layout plan and standard time
calculation, based on the volume, shift arrangement,
operator quantity, line layout, tooling & equipment balance,
technical people support, should be all planned OK.
Functions should also feedback the running status to PM. We
may encounter troubles like tooling & equipment
cannot be arrived on time due to customs delay, testing
software cannot be installed correctly due to software or
hardware problem, one material are not received due to
supplier delay, operators are not so skillful so that the
output is very lower than target, and so on. I really wish PM
can be God, can solve all problems. He has to review all
change and the respective impact frequently.
2.2.8. Risk management plan: Like the trouble we
encountered in 2.2.7., an intelligent Manager won’t get
himself into trouble, even they are potential so far. He said,
“Hi, Tom, you are testing engineer, pls. have a risk
management report on the action once equipment was
breakdown or spare part was used up.” “Hi, Jack, you are
quality engineer, please have the risk management report
on the action once serious quality problem occurred or
customer raise warning message on bur-in test failure.” Not
all potential problems would occur but if occur, some
people may going to “death”.
2.2.9. ECR/ECO plan: PDM and product engineer should
control this plan. Most companies have the procedure
document to specify, but PM have to concern about once the
engineering change would cause cost change. So, to define
an ECR/ECO handling procedure and cost control process are
necessary. . Once we have no precise
ECR/ECO procedure, when an ECO received, we also
overlook the tooling investment and not included in the ECO
confirmation letter, and then some money was lost.
2.2.10. CPM analysis and back-up solution consideration.
When all plans were ready, PM should have a review to all
these activities as a by-stage come-out. We title the
review meeting as “planning review” or “start-up review”.
The purpose is to make sure all activities are under control
and running as what we expected. Following I list some
critical items which need high attention:
a> General Information: Customer milestone, capacity,
volume and dedicated project personnel. The information
were collected and announced to team members.
b> Supply chain management: the focus is on procurement
management and component coding (or BOM coding) Before
the meeting, Material people should review the BOM and
check out which ones are critical components. The critical
component mainly means supplier-controlled market and/or
high-value unique component.
c> Production line setting: SMT package (Gerber, X-Y , PCN
drawing), assembly process, packing requirement(domestic
and export), traceability, testing software and hardware,
tooling preparation, delivery method, cosmetic specification
and checking method, plant layout, operator training and
shift arrangement.
d> Quality: Control plan and flow chart, environment audit,
process audit, GR&R, golden sample, trial run premises,
process qualification requirement.
e> Other problem. Finance, Logistics, Security, they would
raise their concern and hope to get your positive response.
2.3. Execution phase.
As soon as customer gives go signal, the NPI is promoted
into “executive phase”. I’d call it “documentation phase”
also. So far, nobody can ignore the importance of
documentation to the operation of a company, so does a
project.
Not all people can receive customer information directly and
as well as to read through customer demand. PM should do a
checklist as followings and review with functions concerned
to ensure all necessary information was ready:
2.3.1. AVL and BOM. In most cases, the NPI BOM is a dummy
one. Project assistant should have unique product number
and input this number into all relevant systems. From now
on, we only discuss this product with this number internally.
2.3.2. Production documents, including process flow-chart,
WI (Working Instruction, or MI Manufacturing
Instruction), Test Instruction, Final inspection instruction,
and packing design and instruction.
2.3.3. Quality documents, including PFMEA, control plan,
GR&R, Capability study and PQP plan.
2.3.4. Customer specification and golden sample (if
applicable) Make sure the latest quality and product
specification was got, and renewal of test software. Quality
engineer should transfer the specification into internal
format and testing engineer should have a software upgrade
list. Different document version may be applied to different
product version. Golden sample may include system sample,
unit sample and material sample. QA should have the
record.
2.3.5. Check that approved CapEx is available.
The project milestone may be reviewed again according to
procurement and engineering prerequisite. In fact, the
output of this phase is all manufacturing sources are ready
and just waiting for prototype signal, facilities, materials,
document, personnel, equipment and so on. Therefore, PM
has to review the investment no excess the approved
CapEx and follow budget.
Sometimes, customer would request to build several
samples to do system test as verification. PM should ensure
the correct PO# is received and special requirement was
declared. The NPI cost was released by either PM or AM.
At the same time, engineering team should start the
conference meeting with customer engineers to discuss
production problems and trouble-shooting solutions. It is
based on the project organization PM released in “planning
phase”. PM may handle this meeting as start-up, but for
long-term, Quality engineer or product engineer should be
the owner. The sample requirement also can be discussed in
details on this meeting, for instance, the version, marking,
component, packing and etc. Project assistant calculate the
cost and issue invoice to customer.
A special case is, some or all equipment, tooling and
material are from customer. The equipment allocation is
based on the capacity, PM have to refresh the capacity
according to some information got from the sample run, for
example, test yield, manufacturing performance, equipment
capacity and capability. The capacity can be changed once
software upgrade
Material controller should calculate the inventory accuracy
and minimize the scrap cost. Timely inventory adjustment is
expected. Together with PM to evaluate scrap level and
making cause analyze if needed. He/she is also responsible
for creating NPI report and if scrap has been caused by
special reason (for example tests, machine evaluations, tool
problems etc) the information should be added to the report.
2.4 Trial run phase.
Customer released formal PO# and confirmed price, we start
trial run. The output is trial run report from engineer team.
The result is trial run sample approved by customer and give
ramp-up signal. One of key jobs here are to re-confirm with
customers and target factories (if applicable) about the
approval criteria and make an initial plan that covers the
schedule from trial run to ramp-up.
Quality engineer should draw out quality report with GR&R
and actual yield data. GR&R is an evaluation to the
measurement system, and allow engineers to know the
percentage of variation from error in the measurement, and
is a great tool for comparing between measurement devices,
operators, fixtures, tooling, etc. It is to ensure that the
measurement method, equipment and environment has the
adequate precision and stability to meet assign levels
regardless of environmental and operator variation. I’d
discuss how to do GR&R in details in appendix. For yield, I’d
remind you to distinguish what is defect and what is
defective (read it from 6-sigma book) and please recall what
you learnt from COPQ. All yield problems can be summarized
as COPQ problem and also you evaluate what should be
included according to COPQ list.
The trial run report should cover the processes from SMT to
packing and shipment. We should raise action plan for all
critical problems and potentials necessarily.
After trial run, sample would be sent to customer based on
request. The other units should be stored properly and have
good identification. Customer may do some design change
with the sample they received, so these on held units have
to be scraped. In that time, if you cannot find them or
shipped them with normal units, your business would be
spoiled. Please be careful!
In most cases, the whole NPI can be lengthened or
shortened due to many factors, and it is also naturally have
direct correlation to customer demand. There are 4 basic
factors: 1> functionality, 2> complexity, 3> requirement,
and 4> predicted volume. So, in exception of general
program management knowledge, PM is expected to have
specified knowledge. Same product, even have vast
difference due to designed for family use and industry use,
no matter to mention satellite telecommunication use. In
general, we count the quantity of components and their joint
to define the complexity, for example, one PCBA unit that
has 100 pieces of SMT component and 400 wedding joints, is
higher complexity than another PCBA who has 100 pieces of
component and 300 wedding joints. As for predicted volume,
we cannot reply on customer data only; it can be changed
due to many reasons. It is suggested to have information
workers to collect more information, for example, what is the
tendency for this product, how many the market possession
the customer have, how about the confidence level of this
customer. It is so essential.
Unfortunately, I saw many investment failures from some
companies due to poor information collection. Put millions of
money on equipment, but the profit is only few million, and
then repeat such case again and again.
The good idea is to follow these NPI steps one by one, no
hopping. For example, don’t overlook any problems
encountered in trial run phase, even you should look into
every steps to find more potential problems. More problems
were found and solid solutions were given, more successful
mass production you will have.
2.5 Ramp-up phase.
The trial run sample was approved by customer and “go-
signal” was released, it means we can move to “ramp-up
phase” successfully. This is the final phase for NPI. We must
check what is lost or need further improvement for factory
production. In fact, customer would give updated forecast
and MRP plan now. Planner can make production schedule
based on that.
Now, let’s do a series production that is like mini mass
production. Series run for 1 or 2 days (just for example,
different product has different requirement), with current
production line, document and personnel, record all defect
and problems found by each process (working station) in
defined intervals verifying stability, capacity, capability, and
overall performance. The overall purpose is to verify the
throughout manufacturing process is stable and has
sufficiently both capability and capacity conforming to the
specified requirements.
The report consists of following studies:
a> Process capability study, on chosen critical process and
product parameters. The study includes control charts and
stability (predictability), for example, Xbar-R chart for
parameters and P-chart or U-chart for process steps, Cpk
distribution to parameters also.
b> Capacity study, to verify the expected or required
capacity through yield contribution. The failure codes in
every process step is broken down into a Pareto chart, so
does to scrap rate, sorting, rework, and so on. Pls. be
reminded this study is to enable an effective process
improvement program and to reveal as much process
problems as possible up front.
c> Action plan must be given to remedy the capability
and/or yields that cannot reach the targets. Some customers
would assign target before the trial run, also based on this
target to assign more for mass production.
Internally, we should establish key operational performance
indexes and define respective target to ensure the product
be successfully introduced to factory:
1> Inventory Turnover (ITO) ITO = (Cost of Goods Sold from
Stock Sales) / (Average Inventory Investment), higher is
better.
2> Delivery Accuracy (DA) Measures combine delivery time
and quality.
3> Yield Yield = (The amount of good units without rework) /
(the total amount of units) (%)
4> Sales Cycle (The time or process between first contact
with the customer to when the sale is made) or
(Balance of (Amount payable + Inventory – Accounts
receivable) in days)
5> Efficiency to be continue
Here I’d add one extra topic that I think very essential,
change control. It is mostly happened in NPI phase, even we
can have decades of change request from customer or to
customer, e.g. changes in the schedule, costs, scope,
requirements, resources etc. which may already defined in
approved document. PM has to review and follow-up all
change like this. In general, PM should pass the change
request to his project team and then get common
understanding and give analysis what potential effect would
be caused.
Followings are some tips about the change control:
· Please recall the triangle of project management, there are
Scope, Cost and Time. If someone of these three items
changes, we have to check what must be done with two
remaining items.
· Well argue the proposals of scope changes and their
implications to the project correctly. Approval from the
project team is necessary.
· Have Product Log to record all the change and make
special decision.
The most change is in form of ECR/ECO. We can find
1> Scope (product name, unit name, and their revision
number, change description, product or unit affected),
2> Schedule (Implementation type, effective date, shipping
date),
3> Cost (final cost in currency, merged with material scrap
cost, rework cost, tooling cost, material change cost, price
change, etc.
Some people may don’t understand the “Implementation
type”. It means the change cut-in type, in general, there are
6 types with the example of product version change:
a> Phase out/phase in: use up all available material for old
version and then start up production of new version;
b> Implement immediately: start new version immediately
and stop production of old version now;
c> Fixed number: produce fixed quantity (100 pieces) of old
version before producing new version;
d> Fixed shipping date (or effective date): start producing
new version and ship them on fixed day (Jan-1-2008);
e> Parallel production: produce old version and new version
together;
f> Special delivery, based on customer requirement.
The cost includes:
a> On-hand material scrap, both finished goods and
components, both direct materials and indirect materials;
b> Open-purchased material scrap;
c> Tooling cost, modification or add;
d> Rework cost, labor cost for reworking some finished
goods;
e> Material change cost, material cost for the rework;
f> Price change.
2.6. Transfer phase:
When customer approved the Ramp-up plan, NPI PM has to
call a meeting with factory steering to transfer the project
and report to customer about the transfer. Being a
responsible Manager, we have to prepare a completed
NPI report to factory members to make the transfer
successful.
Here I list the KPI (Key Performance Indicators) KPIs are
measures to a NPI project: PM has to review the actual vs
target.
· Project time schedule
· Project budget (from CapEx and Investment plans)
· Process performance, e.g. Yield, scrap rate, etc.
· Line capacity
Has a project folder listed following:
· Project management document
§ CapEx and Investment plan
§ Quotation report
§ Project organization and meeting, necessary presentation
§ BOM & ECO
§ Product log, including all product change
· Product information
§ Drawing & Specification
§ Layout and facility request
§ Standard time calculation
§ Ramp-up plan
· PQP documents
§ Control plan, flow chart and PFMEA
§ Capability & GR&R report
§ Work instructions
· Process requirement
§ SMT documents, i.e. Gerber, X-Y matrix, stencil, golden
sample.
§ Assembly documents, i.e. fixture drawing, special
requirement, equipment setting.
§ Testing document, i.e. hardware and software setup, ICT.
§ Traceability requirement
§ Packing and shipping requirement
· Others.
Sometimes NPI team has to give effort to support factory
team for 1 months or more to ensure the factory can
handover this product completely without wrong. When we
can close this NPI formally? The agreement can be defined in
transfer phase. Generally speaking, to meet KPI target and
run normal production constantly for 3 months, then we can
close it.
So tough? Yes, it is really a tough job and, patience and
aggressive spirit needed. As almost all customers are urged
their product can get higher profit with more advanced
performance and quicker design-to-market capability, we,
EMS participants, also have to continually improve our NPI
solution and technologies to meet this high demand. I think
there are two principles. Firstly, with more effective
systematic way to ensure NPI running mistake-proof. We can
shorten some phases but never try to skip. There are many
cases that much investment were wasted with poor planning
or communication, at the same time, some people write the
lesson learnt again and again. I don’t find them can get real
learning if no good systematic way. Secondly, a pro-active
product team is the prerequisition to final success. A worst
case is, you lead a small project that your boss never care
due to low profit or other reason, and your team members,
assigned by their boss, often occupied by other important
issues or works so irresponsible, how to run the program? I
can foresee an exhausted future, even you have whatever
ambitious and self-motivate thought. Fortunately, being
Program Manager, sometimes we can change some resource
allocation after negotiating with the management team.
Let’s see what key members we need. Program Officer, she
communicates with customer for forecast, order, plan,
delivery, invoice, cost control (optional), and monitor the
order fulfillment status and delivery schedule. Another job is
handle claims and repairs. Use delivery accuracy (DA) and
customer satisfaction (Survey score) as her measures.
Planner, she receives the forecast and order from Program
officer, and then release production schedule as well as
available resources, including inventory, line capacity, and
watch on the daily output. She has to be sensitive to
material shortage and line down time. Anyone made
negative influence to the output, she’d fight with him. Use
delivery accuracy (DA) and works in process (WIP) as
measures. Materials Controller, release the material demand
plan according to forecast and control ITO and
excess/obsolete materials. Her main task is how to optimize
material inventory and improve flexibility to customer
demand change. So she must be patient and can thought
about all details because any carelessness would cause high
loss. A fact is, we cannot loss much money on material. Use
ITO and excess rate to measure. Product Document Officer,
control the product document, create BOM in ERP and
eMatrix. Use the cycle time of processing document as
measure.
Then we talk about engineering group. Product Engineer, be
the leader of engineers to the product quality and
manufacturing process performance, who transfer customer
specification and requirement into internal format and direct
the implementation. Being the interface to customer
engineers, he is the owner to customer ECR/ECO, is the
commander to customer requirement, the director to
product manufacturing. Use customer satisfaction, process
indexes (yield, scrap, claim), and project transfer successful
to measure. Quality Engineer, he build up and maintain the
product quality system, set process target and review it
regularly, lead external and internal audit, work as the
interface to customer complaint. Series run and sample are
under his eyes, all quality issues, for example, cosmetic
specification, drop test, thermal test, failure analysis, and so
on. Use audit findings, RTV, customer satisfaction to
measure his performance. Testing Engineer, he does the
development, maintenance and improvement of the test
hardware and software control. He’d better have a software
change record in convenient for future control. Like
Mechanical Engineer, he controls the assembly tooling, jigs.
SMT Engineer, he receive SMT documents and fulfill the
requirement. He may raise question about to add more
inspection equipment to improve the yield, AOI (Auto Optic
Inspector), X-Ray, and others. OK, let’s use it whatever the
volume is low in NPI phase. An important task assigned to
ME and SMT Engineer is, continually improve the efficiency
and assembly yield. IE, calculate the standard time and
update once something changed.
The people talked above are not all, but they can deploy all
activities to ensure the project run smoothly. For example,
Material Control should work with Buyer to purchase kit
materials, Program Officer should work with logistic officer to
confirm inbound/outbound issues, Product Engineer should
work with Diagnose Engineer to do process trouble-shooting,
and so on. So we say the organization like a web, you like a
spider, please choose best people for your project and treat
them well. Likewise, they make their web then.
usually NPI has below phase.
1.DVT
2.EVT
3,PVT
4RAMP UP.
5 Mass production