1、,GVDP v5.0 Update Don Smith,22MAY06,This document is for internal GM use only. Not to be duplicated or disclosed outside GM without approval of Don Smith 586-986-1983,GVDP Post DSI v5.0 Released 06April06 (for more information go to: gvdp/asiapacific/index.html),GVDP Pre-VPI Process Documentation v1

2、.0 Released 06MAR06 (for more information go to: ),GVDP Pre-VPI GVDP version 5.0,Outline,Pre-VPI and Post-VPI Global GVDP 5.0 Background High level framework Process Agreements Process Agreement detail 5.0 content Program Framework Architecture ADTs in one Global ADTs are led by Global VLEs and ADTs

3、 are lead by regional VLEs (G)ADTs are responsible and accountable for architecture and common components regardless of the program or region of application (G)ADTs are also responsible for the profitability of all programs regardless of region The Global Segment Director (GSD) from Planning leads t

4、he development of the ASSI and DSI document in support of the (G)ADT,(Global) Architecture Development Team Member Responsibilities,Global PM,Global Quality,Global Mfg. CE,Global VLE,Global Finance,Global VCE,Global Design,etc,Global HR,Global Purchasing,Note: VLD is a member of the (G)ADT; see PET

5、slide for VLD responsibilities,Regional Program Execution Team (PET) attributes,Regional programs (chaired by a VLD) will be executed by regional PETs that are initiated by and report to the (G)ADT With (G)ADTs, PETs will be expected to execute multiple programs A Regional PET is required when a lea

6、d or derivative product is either engineered or assembled (greater than CKD) in the region Lead program PET will normally be in the same region as the (G)ADT Regional PETs should be staffed as early as PFI if possible, and must be fully staffed by DSI at the latest (previously VPI); where necessary,

7、 Portfolio resources (formerly DSI Core Teams) may be used until PFI Functional members of Regional PETs have reporting relationships to functional (G)ADT leaders Regional PETs develop and execute the program Charter and Contract and make recommendations to the (G)ADT on key program decisions,Archit

8、ecture PET attributes,An Architecture PET is a working level body, enabling the GADT to focus on decision making, and will reside in the same region as the GADT. An Architecture PET should only be required for architectures with many body styles across many regions Members of the Architecture PET ma

9、y include: Program Management Director (Chair) GADT Managers from appropriate functions Regional Vehicle Line Directors Program Engineering Managers / Assistant Chiefs Program Managers The Architecture PET may support the GADT by managing common activities and issues and/or defining programs prior t

10、o the creation of the PETs The Architecture PET may evolve into the PET for the lead program Some flexibility is needed in the application of these attributes as we continue to improve our understanding of the need for this team,Decision Rights Summary Architecture & Program,ASSI,DSI,AC,CSO,CSO HC,N

11、OTES: GPDC is responsible for resource balancing globally Chart displays final approval, however additional pre-reviews may be required,AA,VPI,Program,APB Automotive Product Board GPDC Global Product Development Council RSB Regional Strategy Board,Whats New?,Transitioning to (Global) Architecture De

12、velopment Teams: Replaces the term Vehicle Line Teams (VLTs) to emphasize focus on architectures Vehicle Line Executives (VLEs) and members of the GADTs are responsible and accountable for all programs in all regions Manages all architectural and common components Responsibilities include a greater

13、focus on program profitability Architecture PETs are working level teams supporting the GADT which may be required for global architectures with many body styles. PETs and Vehicle Line Directors (VLDs) report to their respective GADTs and VLEs regardless of region Program decision making prior to VP

14、I has been revised: VLEs are engaged and responsible from the beginning at Architecture Framing Initiation (AFI) VLDs and PETs are engaged as soon as possible after Program Framing Initiation (PFI) Global Segment Directors (GSDs) lead the development of the ASSI and DSI deliverables Decision making

15、forums have been realigned to make key product decisions from a corporate perspective in the appropriate leadership forum,Process Documentation: ,Examples of End Of Line Testing,Dynamic Vehicle Testing,Examples of End Of Line Testing,Pedestrian Protection Examples,Pedestrian Protection Examples,Red

16、Zones,Saleable Vehicles,25,24,20,17,15,11,14,8,2,0,Start of System Fill (SSF),46,Non-Saleable Vehicles,23,5,26,Plant purge,MRD 2,MRD 2,MRD 3,MRD 4,MRD 5,MRD 6,MRD 6,NO MORE PRODUCT ENGINEERING CHANGE REQUESTS EXCEPT FOR THOSE APPROVED BY THE PRODUCTION LAUNCH TEAM,NO PROCESS CHANGE REQUESTS,.5,21,Pr

17、oduction Launch Milestones,The Launch Team will determine the number of buckets, quantities per bucket and document as the Program Specific Vehicle Build Plan.,Manufacturing Confirmation,13,MRD 4,MRD 5,M3 G/A,38,27,PPV Build - Body,100% Production Tooled Parts Available,2,3,6,4,EWO SOP Effective Poi

18、nt,28,30,46,40,M4 G/A,VDC,32,RPR,CEC,Manufacturing Validation Build (General Assembly) Iterative Matching Global VDP 4.1 37/20 & Global VDP 5.0 Brownfield,100% Saleable 75% Approved for SORP,PPAP Status,6,MRD 0 BS Val/Match CVER 55 SVER 47 IVER 44,MRD 1 Body - MGO Only Wk 39 GA PPV Wk 32,VTC,Body Shop Validation/Iterative Matching,54,MVB-NS Build - Body,28,Matching Body,M3 Bodyshop,MRD 2 Body - MGO Only Wk 29 GA MVB -NS Wk 22,MRD 3 Body -MGO Only Wk 21 GA MVB -NS Wk 17,MRD 4 Body Wk 15 GA Wk 14,MRD 5 Body Wk 11 GA Wk 10