H公司定制产品项目管理流程优化分析研究

发布时间：2018-05-28 04:44

本文选题：定制产品 + 流程优化　；参考：《中国科学院大学(中国科学院工程管理与信息技术学院)》2017年硕士论文

【摘要】：随着国内工业领域技术的发展和日渐成熟,客户对产品多元化和定制化的需求也越来越多地被提了出来。这对于传统的标准品生产制造企业来说既是一个契机,又是一个挑战,如何通过提供差异式产品,增加技术壁垒,增强产品核心竞争力,从而避免陷入价格战的窘境。同时又如何处理协调好传统标准产品与新兴定制产品之间的流程,项目管理和企业资源利用的关系,成了很多生产企业所需面对的新挑战和亟需解决的问题。H公司正是处于这样一个充满机会,挑战和矛盾的市场环境中。作者在查阅大量文献和实践调研的基础上,对于H公司执行GW客户大规模定制化过程中发生的问题进行了全面深入的分析,完成的主要工作如下:1、结合目前国内外风电发展的趋势,GW客户大规模定制项目的特点以及H公司的组织结构特点和定制产品开发流程现状,通过问卷调查分析,得出客户问题点分布表和分布圈。2、通过对问题点的总结,得出了造成此类问题点的主要的原因是沟通环节多,时效性差;项目执行力度差;流程的灵活性差。为下一步的优化和改进做好了铺垫。3、运用ECRS方法,将组织结构由传统的矩阵型结构改为项目型组织结构,赋予项目经理更大的权利,使组织更加适应客户以及现代制造企业项目化管理的需求;4、改进了沟通模式,优化了沟通环节,由之前的销售公司产品经理转述变为工厂各职能窗口直接对接,使得沟通更加直接和顺畅,效率更高。5、使用WBS、责任矩阵、项目网络图等方法重新定义了部门职责,简化了定制产品的开发流程,里程碑由五个精简为三个,文档数量由三十个精简为九个,并相应地更新了项目开发流程图。同时对立项初期的快速打样机制做了探讨。6、通过问卷调查,形成调查回访表,直观地对比了流程优化的效果。同时也对企业组织内部产生的潜移默化的变化从四个方面分别进行了阐述。本文通过介绍H公司由标准产品向定制产品的转变过程中,遇到的内部和外部问题,以及如何结合客户和公司实际情况提出行之有效的解决方法,极大地提高了组织效率和客户满意度,对后续同样案例有很好的现实指导意义。同时在工业4.0和中国制造2025潮流下,对外资制造企业如何更好更快地适应中国国情的大规模定制项目执行也有着极大地参考价值。
[Abstract]:With the development and maturity of domestic industrial technology, customers' demand for product diversification and customization has been put forward more and more. This is not only an opportunity but also a challenge for the traditional manufacturing enterprises of standard products. How to increase the technical barriers and enhance the core competitiveness of the products by providing differential products can avoid the dilemma of price war. At the same time, how to coordinate the process between traditional standard products and emerging customized products, the relationship between project management and enterprise resource utilization, It has become a new challenge and urgent problem for many manufacturing enterprises. H Company is in such a market environment full of opportunities, challenges and contradictions. On the basis of consulting a large number of documents and practical investigation, the author makes a thorough analysis of the problems that occurred during the large-scale customization of GW customers in H Company. The main work accomplished is as follows: 1. According to the current trend of wind power development at home and abroad, the characteristics of GW customer Mass customization Project, the organizational structure characteristics of H Company and the current situation of customization product development process, through questionnaire survey analysis, The customer problem point distribution table and distribution circle. 2, through the summary of the problem points, the main reasons for this kind of problem points are communication links, poor timeliness, poor project implementation, poor flexibility of the process. In order to optimize and improve the next step, using ECRS method, the organizational structure is changed from the traditional matrix structure to the project-based organization structure, which gives the project manager more rights. Make the organization more adapt to the needs of project management of customers and modern manufacturing enterprises, improve the communication mode, optimize the communication links, from the previous sales company product manager to the factory function window directly docking, To make communication more direct and smooth, more efficient. 5. Using WBS, responsibility matrix, project network diagram to redefine department responsibilities, simplify the development process of customized products, and simplify the milestones from five to three. The number of documents is reduced from 30 to 9 and the project development flow chart is updated accordingly. At the same time, the rapid prototyping at the initial stage of the project was discussed. Through the questionnaire survey, the questionnaire was formed, and the results of the process optimization were compared intuitively. At the same time, the internal changes of the enterprise organization are elaborated from four aspects. This paper introduces the internal and external problems encountered by H Company during the transition from standard products to customized products, and how to combine the actual situation of customers and companies to put forward effective solutions. It greatly improves the organizational efficiency and customer satisfaction, and has a good practical significance for the follow-up of the same cases. At the same time, under the trend of industry 4.0 and made in China 2025, it is also of great reference value for the implementation of mass customization projects for foreign-funded manufacturing enterprises to adapt to China's national conditions better and faster.
【学位授予单位】：中国科学院大学(中国科学院工程管理与信息技术学院)
【学位级别】：硕士
【学位授予年份】：2017
【分类号】：F273;F426.61

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