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“Production to enter the standardized phase in nine months” | The team be...

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Author: Livox Pioneer | Time: 2022-9-28 10:59:59 | HAP|
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Posted on 2022-9-28 10:59:59| All floors |Read mode

​采访人:格蕾丝、福瑞斯特
受访人:HAP-P5激光雷达项目组成员


Delivering products with care, honoring commitments to clients

In the last article “A Race Against Time: Launching Livox HAP Onto the Roads”, we explored how the Livox teams overcame hurdles in creating the production line for and the manufacturing of mass-production automotive-grade LiDARs. At Livox, we are constantly striving to fine-tune our project delivery management system, guided by the belief that our success hinges on that of our customers. Our first mass-production LiDAR project has been a great opportunity for the Livox teams to hone their skills and improve their processes.


To the Livox teams, managing the production of LiDARs is like a marathon: As the demand for mass-production LiDARs grows, to simplify and streamline processes is a bigger challenge than to deal with increased workloads. With that in mind, Livox chose to focus its resources on a mass-production project with great significance for the industry, where it could concentrate on trialing and refining various systems and processes, to prepare itself for the industry’s widespread adoption of the production model in the future.


During this process, the team also learned that a successful product delivery depends on the cooperation of multiple departments, such as project management, R&D, procurement, manufacturing, quality assurance, sales, aftersales services, and finance. In order to ensure supply continuity during the chip shortage, some teams verified more than 60 alternative materials in as short a period as five months. Some designed more than 20 different hardware solutions, and made sufficient redundant backups just in case they are needed. On an occasion, some staff had to fly to the supplier’s plant to collect materials directly, for a customer’s production schedule slated for 7 am the next day. To meet the nine-month delivery period for the project, a few teams expedited the reliability design and verification processes for closed-loop products by running over a thousand samples beyond the DV test standards.


All of this was driven by our belief that what Livox delivers is more than products––––it is a promise. It is only by becoming a better “we” throughout this journey, that we can deliver the best to our customers.


01.Going the extra Mile to Safeguard Delivery


Since 2021, the world has been grappling with an unprecedented chip shortage crisis, with the delivery cycle for some materials even extended to 18 months or longer. It is often the case where a delivery deadline is looming while the supply chain is dealing with all kinds of disruption in the upstream. Manufacturers are always chasing after materials, or on their way to do so.


Keenly aware of the situation, the Livox procurement team quickly gathered their colleagues at R&D to find solutions to the chip shortage. How to ensure consistent delivery when production demand is growing by tenfold, the chip supply chain is disrupted, and the hardware designs have all been fixed? That was the most pressing issue facing the hardware team leader Han Ruiyuan and his team members.


Ruiyuan recalled: “Constrained by the fixed hardware designs and the high-density chip layout, any changes we made to any material would affect everything. Many areas of the operation would be greatly impacted, such as the hardware system metrics, EMC test, reliability verification, workstation ICT/FCT test, software compatibility, and subsequent procurement. An even bigger hurdle was that, if supply was disrupted for multiple chips, we would end up with permutations involving many developed versions and their verifications. This would be the ultimate challenge for our hardware team, in terms of their management, competence, and resilience.”


Typically, the high-performance and high-reliability designs of automotive electronic products are supported by a sophisticated system. In the case of LiDARs, however, developers cannot fully depend on traditional systems to strike a balance between the two aspects. At the beginning of the project, Ruiyuan already recognized that hardware development for the first automotive-grade LiDAR posed a brand-new question to the whole hardware team: What basic rules and standards should be followed for hardware design in the unchartered territory of automotive-grade LiDARs?


On the component level, only automotive-grade electronic components can be used on the LiDARs, meaning they must be AEC-Q certified. Their design process also has to meet automotive electronic design and development requirements, such as WCA (Worst Case Analysis).


Take the switching power supply feedback resistor as an example, its resistance in an industrial-grade product only needs to fulfill the resistance value, precision, and power requirements within a certain range. However, in a WCA of automotive-grade product, the developer has to analyze multiple performance metrics of the component’s resistance, such as its precision temperature drift within the full temperature range, its resistance changes within the full humidity range, and its precision drift within its life cycle. Meanwhile, during the design process, engineers are subject to stringent development requirements. Besides calculating the boundaries of the output voltage of the switching power supply under different temperatures, humidity and stress scenarios, they also have to be constantly mindful of its risk of failure.


Moving from components to product development, a V model is generally followed for the latter phase. However, hardware design only accounts for the left half of the model while the right half also involves performance testing and product verifications.


As a photoelectronic product, a LiDAR’s performance is determined directly by its electrical design. To ensure design quality, implementing the V model requires the testing of multiple metrics such as the signals and power integrity at the board level, function and performance at the module and vehicle levels, EMC, and electrical/ environmental/ mechanical reliability. Therefore, even a small design change could trigger changes and additions to a series of subsequent tests and verifications. The complexity and workload involved in the hardware design for automotive-grade products far exceed those for common industrial-grade products.





V Model for Automotive Electronic Product Development


By the end of June 2021, the chip supply chain pressure quickly shifted from the procurement to the R&D team. To solve this problem, Ruiyuan said they “evaluated and switched to over 60 alternative materials and made more than 20 changes to the PCBA board design in just five months.”


For example, in evaluating and selecting a new automotive-grade switching power chip, they were not only constrained by the limited range of automotive-grade chips and its small layout, but also by the component’s input and output voltage and its precision, conversion efficiency, ripple size, EMI, reliability and several other parameters. At the same time, to ensure the product’s high reliability throughout its life cycle, the automotive-grade component must also pass a number of tests such as for AEC-Q certification and computing device FIT verification. As such, the entire process is cumbersome and time-consuming, and makes the evaluation of new components complicated and difficult.     


“We went through over 20 versions for the PCBA board design, and throughout the process, we did not encounter any design error or quality incident. This was incredible given the high pressure and fast pace of work we were dealing with. This is not only a reflection of great teamwork, but also provides an opportunity for the hardware team to elevate its design skills for HAP projects,”Ruiyuan said.





To overcome the chip shortage and ensure product delivery, the team made over 20 design revisions to the hardware to come up with multiple alternative solutions.



02.On Time and in Full


In the context of delivery, a common term used in the supply chain industry is “OTIF”, which stands for “on time and in full”. Basically, it is a metric for measuring the degree to which a product is delivered to a customer in a timely manner, at the agreed quality, and in the agreed quantity.


Given it was the industry’s first mass production project for high-performance automotive-grade LiDARs, all teams in every production segment were dealing with unprecedented challenges. Some teams were in charge of timeliness of delivery, while some were responsible for delivering samples or mass production items in quantities required by customers. For certain teams, their job was to ensure the quality of delivered products.


A product’s quality is not only reflected in the stable and reliable performance of hardware, but also whether its software is viable upon delivery.


Su Wei was the manager in charge of product reliability testing. With little to no precedents to follow, she was faced with the demanding task of pacing their DV tests with every rapidly updated design version.


For regular projects, a single-round test cycle usually takes about three to four months. It was obvious that a conventional design for the DV tests would not be able to meet the mass production schedule required by the client. After multiple discussions, the team finally adopted a design scheme that involved rapid updates, multiple test rounds, and simultaneous verification, to achieve full coverage of all product design verifications and strict control of reliability-related design elements, and to significantly shorten the product update cycle.


Livox HAP’s reliability laboratory


For reliability tests, the customer’s acceptance criteria was for at least six samples to meet the test requirements in each sample group (with 10 groups in total). Theoretically, the team only had to include 60 samples in one round of testing. However, to ensure the high performance and reliability of the first automotive-grade LiDAR, the project team tested nearly 1,000 samples for reliability throughout the entire project development cycle, under highly rigorous conditions. During the process, the durability test alone was conducted on more than 500 samples just to speed up the simulation of a years-long service life for the LiDAR in regular driving scenarios. Su Wei acknowledged that: “Vehicle-mounted LiDARs are a new area with new challenges for the industry. We are lucky enough to be the first to test the waters, even if that means investing several times more resources to find smarter ways to get things done in a more stringent environment. Last year was already tough in terms of on-time and in-full delivery, but to me and my team, who are responsible for product quality, the ‘full” in ‘on-time and in-full’ was not just about quantity, but also quality.”


In addition to hardware reliability, the delivery requirements for automotive-grade software are equally strict. As a new-energy vehicle maker, XPeng together with Livox are on the cutting edge of automotive-grade LiDARs. In this shared mission to achieve breakthroughs, neither lowered their requirements but instead went over and above to make sure every production detail conformed to the highest standards.


Tang Yunfan, head of software development, also shared his experience working on the project: “We had to release rapid updates for the automotive-grade software within a short period of time, while making sure they are 100% stable and reliable in quality. That means stricter and more extreme requirements for delivery. For example, the software release cycle was two to three months, but when multiple test verified versions were required, we eventually had to release a new version every one to two weeks. More importantly, we must ensure the integrity of the software design in accordance with industry standards. Throughout the project, we released more than 20 software versions to our customer. For that, we created more than 400 updated internal versions.”


Take the customer’s strict requirements for Over-the-air (OTA) Technology features as an example. For each released software version, the client performed a bench upgrade test for at least another 100 hours and a full-vehicle OTA stress test for 400 hours. The software would only be accepted if no upgrade failure had occurred during the tests. To meet these stringent requirements, the team followed the ASPICE standards to ensure software quality across multiple aspects, from design, implementation to testing. For example, during the OTA design phase, the team successfully identified a number of scenarios such as sudden power failure or network disconnection, flash write or erase failures, and compatibility with multiple hardware versions (due to hardware shortage) through FMEA. To avoid these scenarios, multiple mechanisms such as loader backup, program integrity check, and security verification were added to ensure the security and stability of the software. In addition, before each firmware release, the team would first perform a stress test, software self-test, reliability test, simulated customer bench test, and other multi-level OTA upgrade tests on the application and loader. These involved a total of 112 test cases, of which more than 2,000 single-round tests were conducted and each took more than one week to complete.


Besides updates, debugging was also an essential day-to-day task to guarantee the software’s function. The most memorable episode for Yunfan was when they had to deal with an upgrade-jamming bug that occurred suddenly with a software version. Even though it was an inactive phantom bug, the team did not want to leave anything to chance. Not ones to give up easily, they pored over every module and technical manual, before successfully pinning down the root cause after a month. Thereafter, the team performed 60,000 cold-start and hot-start tests as well as bench upgrade verifications for two weeks, to ensure the error had been solved fundamentally.


It has been 12 months since the project’s conclusion, and XPeng vehicles with their NGP system supported by Livox HAP can be seen traveling smoothly and safely on many urban roads. At the same time, we are glad to have found that the test standards set by Su Wei and her team one year ago are highly consistent with the international LiDAR standards currently implemented by the industry. “Roads are made by people.” That’s the spirit of the Livox teams, along with their pragmatism, passion, and dedication.



03.The 24-hour Trip For a Chip




It is well-known that a general delivery cycle for chip materials is about 8 to 12 months. But with the supply chain disruptions last year, this time frame has been extended to over 18 months. Due to the customer’s increased demand and their requirement of a less-than-five-month delivery cycle, chip delivery has become an extremely critical and time-sensitive issue for the team.


When sharing his experience in chasing after materials during that period, Chen Ke, a colleague in charge of the supply chain, was able to specify the dates of the events. “At the Shanghai Auto Show on April 19, we invited the senior managers of more than 20 semiconductor suppliers to a discussion. We took the opportunity to explain to them the progress of our mass-production project, our follow-up plan, and the industry outlook for the product, hoping to secure the support of these upstream supply chain partners for our first automotive-grade LiDARs. The session not only provided our suppliers with a deeper understanding of our operations, but also laid a good foundation for the smooth delivery of the project later.” In May and June, the procurement team quickly locked in the delivery dates with the various suppliers.


Little did we expect our plans would soon be derailed. Despite the team’s early forecast of the supply chain situation, the chip shortage still turned out to be more severe than expected. In June, the suppliers began alerting us of potential risks of supply delays. To cope with the new risks and show our trust in our suppliers, the procurement team mobilized all its resources and even facilitated a three-party meeting between Livox, our customer, and the suppliers. To that end, the procurement leader visited the suppliers’ Chinese headquarters every month, and the team also set up a system of routine communication with the senior management at their overseas headquarters. After dozens of hours of meetings across time zones, the procurement team was finally able to work out a solution with the suppliers to fulfill our most pressing needs.


During our interview, we asked the project manager Du Kai about his most memorable event from the delivery process. After pondering briefly, he said: “It would be the ‘24-hour journey for a chip’.”


“Late September last year, we already started delivering in small batches. At the time, we urgently needed a material so that production could commence as scheduled. We knew that our customer calculated their quantity of vehicles for sale by the minute, so even a minute of delay could affect their production timeline. Even with express courier, the materials wouldn’t make it to us in time for the customer. Therefore, we decided to have our colleagues take the earliest flight that day to the supplier’s location and collect the materials from their factory, then fly back on the same afternoon. As fate would have it, there was a storm on their way back and their flight was delayed a few times. In the end, they made it back to Shenzhen at 2:00 am the following day. During this period, we coordinated the colleagues at the warehouse to rejig their inbound logistics plan so that personnel would be on hand to inspect and accept materials received outside of regular working hours and have them ready for production. Eventually, the LiDARs were shipped “fresh out of the oven” from Shenzhen at dawn, and arrived before the start of the customer’s morning shift at their factory.”


To ensure the customer’s production could commence on time, the procurement team was constantly checking with the suppliers on their delivery dates while also making sure every batch of materials was safely received at the warehouse. Their success relied on not just their keen sensitivity to supply chain risks, but also the dedication of every colleague at every step of the operation. They were assertive when making decisions against new variables, and persevered when overcoming a hurdle. In the end, they made the project a success with their conviction and determination.


After the customer’s production had entered the standardized stage, their sales team told us: “I miss the time when we had to synchronize data every two hours and check receipts of goods until early morning, in this whole experience of transitioning from our largely manual pilot production line to the fully automated mass production line, and devising all kinds of backup plans.”


At Livox, we are well aware that behind every project’s success is the concerted effort of every person involved. We have always believed that what Livox delivers is more than products. It is a promise. With every successful delivery, we strengthen further the mutual trust we have with our partners.



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​采访人:格蕾丝、福瑞斯特
受访人:HAP-P5激光雷达项目组成员


用心交付产品,专业兑现承诺
在上一篇《揭秘HAP激光雷达上“车”之路》中,我们从产线建设与制造角度分享了览沃团队如何攻克了车规级激光雷达的量产难题。本着「客户的成功是团队使命所在」的信念,同时通过首个量产项目打磨好组织与团队,形成成熟高效的车载项目交付管理体系,也是览沃内部必须修炼的内功。

在览沃团队看来,激光雷达是一条马拉松式的赛道:在当下量产上车之际,耐着性子做减法比做加法或许更难。为此,览沃选择将更多资源与力量集中到一个具备行业代表性的量产项目中,心无旁骛地打磨体系与阵型,为行业更大规模的商业化做好准备。

在这个过程中,团队也深刻领悟到一次成功的产品交付是依赖于项目管理、研发、采购、制造、质量、销售、售后与财务等多个部门的通力协作才能实现的:有的团队为了保障缺芯环境下的供货持续性,在短短5个月内验证了60多颗替代物料;有的团队设计了20多个不同硬件方案,为“万一需要”做好了充分的冗余备份;有的团队为了满足客户产线第二天上午7点的早班排产,协调同事立马坐飞机去外地供应商产线直接取回物料;有的团队为了满足项目9个月的交期,在DV试验标准基础上通过投入上千台样件去加速闭环产品的可靠性设计与验证。

因为我们始终相信,Livox交付的从来不只是产品,更是一种承诺。在这个历程中一起变成更好的“我们”,才能给与客户最好的交付结果。


01.设计验证数十种
硬件方案的保供决心


自2021年,全球市场开始面临史无前例的缺芯危机,部分长周期电子料的交付周期甚至恶化到18个月以上。下游交付在即,上游供应链乱象频发,“汽车人”不是在追料,就是在追料的路上。

览沃采购团队敏锐地觉察到了市场变化,并快速拉通研发同事开始应对缺芯问题。如何在量纲需求10倍增长、极度缺芯以及硬件设计已锁定的多重矛盾前提下保证稳定交付,成为摆在硬件负责人韩睿源及其团队面前的共同难题。

睿源回忆到,“在硬件设计基本锁定和高密度布板面积的双重约束下,任何一颗物料的变更都将‘牵一发而动全身’:硬件系统指标、EMC测试、可靠性验证、工站ICT/FCT测试、软件兼容性以及后续采购等多个环节的工作都将受到巨大影响。更为挑战的是,如果出现多颗芯片紧缺,经过排列组合将出现多个版本的开发与验证,对我们硬件团队的管理、能力和心态都是极限挑战”。

通常汽车电子产品的高性能与高可靠性的设计是有一套有迹可循的体系支撑的,然而对于激光雷达,对二者的权衡很难100%依赖于传统体系。从项目初始,睿源清楚地意识到首个车规级激光雷达的硬件开发,将是整个硬件团队面对的一个全新课题:面对车规级激光雷达这个未知领域,硬件设计应该遵循哪些基本原则?

从器件层面而言,车规级激光雷达需全部采用车规级电子元器件,即所有电子元器件需满足AEC-Q认证。其设计过程也需要满足汽车电子设计开发要求,例如WCA(Worst Case Analysis,最恶劣情况分析)等等。

以开关电源反馈电阻这一颗元器件为例,工规产品只需要电阻满足一定范围内的阻值、精度及功率要求即可;但在车规产品WCA分析中,却需要进行电阻阻值在全温度范围的精度温漂、全湿度范围内的阻值变化、全生命周期的精度漂移等多个性能维度的分析。同时在设计过程中,工程师不仅需要正向计算开关电源输出电压在不同温度、适度和应力场景下的边界,还需要关注其失效风险等等,其开发要求极其严苛。

再从开发层面而言,汽车电子产品开发一般遵循V模型的模式,但是硬件设计只是V模型的左半部分,右半部分还有性能测试和产品确认。

激光雷达作为一种光电产品,电的设计直接决定了产品的性能。为了确保设计质量,遵循V模型需要对板级的信号与电源完整性、模块级与整机级别的功能与性能、EMC、电气/环境/机械可靠性等多个维度进行测试。可见在设计过程中即使只有微小的设计变更,都会引起后续一系列测试和验证工作的变更和增加,车规产品硬件设计的复杂度及工作量是一般工规产品难以比拟的。

汽车电子产品开发V模型参考示意图

2021年6月底,上游芯片交付压力从采购端迅速传递到了研发端。为解决这个难题,睿源提到,“短短的5个月内,我们陆续进行了60多个电子物料的替代选型评估和切换,硬件单板更是经历了超过20次的设计变更”。

单以评估一个新的车规级开关电源芯片为例,不仅面临着车规级选型范围小、布局面积少等选型限制,还受器件输入输出电压及其精度、转换效率、纹波大小、EMI、可靠性等多个维度的性能约束。同时,为了确保产品全生命周期的高可靠性,车规级器件还需要通过AEC-Q认证、计算器件的FIT值(失效率)验证等诸多环节。     

“我们硬件单板前前后后经历20多版设计,负责设计的同事在连轴作战的情形下,并没有出现任何设计错误和质量事故,这在高压、快速的项目节奏下非常难能可贵。这不仅仅是团队能力的体现,也进一步帮助硬件团队在HAP项目中实现了正向设计能力质的飞跃。”睿源说到。


应对缺芯、保障交付,HAP完成多达20多次硬件版本设计以具备多种可替代交付方案


02.要 On-time, 更要 In-full

在交付上,供应链业内有一种说法叫做OTIF:On Time & In-Full。通常指一项任务的完成必须准时、保质、保量。

作为首个高性能车规级激光雷达量产项目,每个项目模块都在经历从0到1的突破。有的团队在负责交付时效性;有的团队在负责样品与量产件交付数量达成客户要求;还有一些团队的存在是为了确保产品的交付质量。

而产品的高质量不仅体现在硬件稳定可靠,也要求软件到手即用。

苏薇是产品可靠性试验的负责人,对她而言在几乎没有先例可循的情况下,如何确保DV试验与产品开发实现敏捷同步且互相闭环是最大的挑战。

对于常规项目而言,单轮试验周期通常为3-4个月左右,但对于HAP的首个客户项目而言,显而易见按照常规方式设计DV试验将无法满足项目按照客户要求的时间顺利量产。经过项目组多次讨论,最后团队采用了迭代穿插、多轮测试、同步验证的设计方案,最终达到了产品设计各阶段验证全覆盖、产品可靠性相关设计要素严把控、产品迭代周期大大缩短的三大目标。


HAP可靠性试验室

针对可靠性试验,客户验收标准是每个实验分组(共计10组)至少6台样机满足测试要求,理论完整一轮试验投放约60台样机即可。但为了确保第一个车规级激光雷达的高性能及高可靠性,项目组在整个项目开发周期共计投放了近1,000 台样机在极其严苛的实验环境中开展了可靠性试验。其中,为了加速模拟激光雷达在常规行驶环境下长达数年的使用寿命要求,单耐久测试一个测试项目便投入了超500 台次。苏薇坦然承认,“激光雷达上车是全行业的新命题、新挑战,我们很有幸能成为全行业首批能够‘摸着石头过河’的厂商,即便这意味着我们需要投入数倍资源在更严苛的环境下选择更聪明的方法完成任务。在去年的大环境下,按时、保量交付就已不容易,但我所负责的团队必须对产品生命周期质量结果负责,On-Time & In-Full 的 ‘Full’ 在我看来不止是数量,更是质量”。

除了产品硬件的高可靠性保证,车规软件的交付要求同样严格。小鹏作为新能源整车厂客户,与Livox 共同站在了行业第一个车规级激光雷达项目的起跑线上:“从0到1的突破”从来都没有让双方降低要求,反而力图高标准严要求地共同保障节点与质量。

软件开发负责人汤云帆分享到,“短时间内车规量产软件的释放,既需要快速迭代又要求软件质量100%稳定可靠,这意味着交付要求更为严格、极限。譬如软件要求每2-3个月释放一个稳定版本,期间同步要求释放多个测试验证版本,那么最终我们需要做到的是1-2周便快速迭代一个版本,与此同时更重要的是需要按照行业标准严谨保证软件设计的完整性。整个项目生命周期,我们一共释放了超过20个软件版本给到客户,为此迭代超过了400个内部版本。”

以客户对OTA(Over-the-air Technology,云端升级)功能的严格要求为例:每一版正式释放的软件,客户端都会再做至少100小时的台架升级测试和整车400小时的全车OTA压测,整个测试不能出现任何升级失败才能接收软件。为保障这一严格要求的达成,团队遵循车规级ASPICE 标准,从设计、实现到测试环节多维度保证软件质量。譬如在OTA 设计阶段,通过FMEA 系统识别了突发断电、突发断网、Flash擦写失败、多硬件版本兼容(由于硬件缺料)等各种特殊场景;为此增加了Loader备份、程序完整性检查及安全性校验等多个机制保证软件的安全稳定性。而且在每一次的固件释放前,团队会先对应用和Loader进行压力测试、软件自测、可靠性测试及模拟客户台架测试等多层级OTA升级测试,总测试用例数达112项;单轮测试总次数超过2,000次,总耗时超一周。

除去软件迭代,解Bug也是功能保证的必备日常。令云帆记忆特别深刻的是在某次软件版本中偶现的一个升级卡死Bug。虽然这是一个低频幽灵Bug,团队依旧本着绝不放过任何一个Bug、决不妥协的态度,“废寝忘食”地查遍了各个功能模块和技术手册,经过一个多月的奋战才终于定位到了根本原因。并继续部署了超过60,000次的冷启动及热启动测试、2周的台架升级验证,确保暴露的故障已根本解决才闭环了该问题。

如今整个项目成果落地已12个月,在配置了HAP 激光雷达的小鹏NGP系统已率先高效、安全地运行在城市道路的同时,我们也欣慰地发现,一年前苏薇团队定下的试验标准与当下行业正在推进的激光雷达国际标准高度匹配。“世上本无路,走的人多了便成了路”,行胜于言、低调务实、激极尽志也成了览沃团队对外最明显的特征。


03.一颗芯片的24小时之旅


众所周知,芯片电子料的普遍交期为8-12个月左右;在去年供应链恶化环境下,部分芯片的交付周期甚至拉长到18个月以上;结合客户持续上涨的量纲要求和不到5个月的交付周期要求,芯片交付成为团队按小时讨论、跟进的专项问题。

供应链同事辰可提起当时的追料故事,甚至可以精确到日期。“4月19日上海车展上,我们邀请了20余家半导体供应链的高层进行交流。借由这个机会向他们阐述了我们当前量产项目进展、后续业务规划以及行业前景判断,希望借此获得各大上游供应链合作伙伴对我们首个车规级激光雷达项目的支持。这次交流不仅成功让供应商对我们有了更深入的了解,也为后期项目的顺利交付奠定了良好基础”。随后的5月及6月,采购团队便趁热打铁迅速与各大供应商互锁了交期。

然而,变化快过计划。尽管采购团队对行业形势做了提前预判,但缺芯的严峻程度依旧超过预期,6月开始逐渐有供应商反馈了交期跳票风险。为了应对新增风险,向供应商传递信心,采购团队全力调动资源,甚至促成览沃、车厂客户与芯片供应商的三方交流会,采购负责人为此每个月拜访供应商中国总部,团队也与其海外总部高层团队形成定期项目交流机制。经过累计数十小时的跨时差国际线上会议后,采购团队最终凭借专业与诚意促成了供应商的最大化资源倾斜,阶段性地解决了缺芯燃眉之急。

采访途中我们问项目经理杜凯,他在交付过程中印象最深刻的事情是什么,他稍作思考分享到,“最深刻是「一颗芯片的24H之旅」”。

“在去年9月下旬我们已经开启小批量交付,当时急需一颗物料的准时到位,保证产线的正常排产。考虑到主机厂客户是以分钟来计算下线整车数量,而我们晚交付一分钟就会影响一台车的正常下线,通过加急快递服务拿到那颗物料在当时都无法满足我们和客户的要求。于是我们紧急调配了人力,决定搭乘当日最早的航班抵达供应商工厂取回物料,并乘坐当天下午的航班返回。然而没想到天公不作美,暴雨导致返程航班一再推迟,最后取料的同事在隔日凌晨两点才返回深圳。这期间我们积极协调工厂的仓库同事进行物料入库计划重调,在确保非日常工作时间物料到位后,立马有人员对物料进行检验、入库并顺利上产线生产。最终那批新鲜出炉的HAP整机迎着晨光从深圳发货,成功赶在客户工厂早班开始前抵达”。

为保证客户整车量产不延误,览沃采购团队上至确认与供应商的交期,下至确保每一颗料顺利入库,除了对供应链风险的敏锐预判,更离不开各个环节每位同事的倾力付出。他们在项目遇到变数时快速决策,在遇到瓶颈时不屈不挠,凭借坚强的信念推动项目的成功落地。

客户采购同事在项目SOP后也曾分享到,“从低自动化试产线过渡到自动化量产线,到各种预备方案的准备,很怀念每两小时同步一次数据和盯收货单到凌晨的经历”。

览沃清楚的知道,每个项目背后都是产业链多方共同努力的结晶。而我们也一直相信项目交付的绝对不仅是产品,更是一种承诺,而每一次成功的交付都将带来合作伙伴之间长久的信任。





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