G公司新产品研发流程再造研究

发布时间：2018-08-02 07:43

【摘要】：随着科技的发展和产品生命周期的日益缩短,企业必须尽快推出满足客户及市场的产品才能取得成功,高新技术行业尤其如此,它是一个高投资、高风险、高回报的行业。获得一个高回报的投资产品和可持续发展,取决于研发管理的效率。然而,从产品研发角度看,国内高新技术企业的新产品研发流程还存在诸多不足。管理水平普遍较低,仍停留在传统风格的功能研发管理模式,面对强有力的竞争对手,我国高新技术企业要想获得发展,必须思考自身的竞争优势所在,坚决抛除制约公司发展的不良因素,从根本上实行变革来实现自身发展。G公司就是一个处于改革前沿的典型中国民营高科技企业,它的现有模式下的产品开发流程已经越来越不能满足自身的发展及客户的需求。本文的主要内容就是使用流程再造的思想对G公司的研发业务流程进行变革,以市场需求为中心,以生产最好的产品为目的对新产品开发业务流程再造,从而构建G公司高效的研发管理体系,使其更有竟争力。从论文的主要内容来看,首先,本文对新产品开发管理、流程再造等相关理论进行了总结和阐述,并重点分析了IPD方法体系以及IPD方法与传统研发手段的差异等。其次,论文在调研的基础上,实证的分析了G公司的发展历程,研发现状,资源与能力、竞争战略和产品策略,在此基础上指出研发管理流程已成为制约公司发展的战略瓶颈。其次通过问卷调查、数据研究、诊断调查、统计分析、对G公司研发中反映的问题进行了重现和诊断。然后从流程框架、结构框架、人力资源的框架和制度框架方面对G公司研发流程重新进行了再设计。最后,在实证考察的基础上,结合G公司推行案例进行了梳理及再造及效果评估。
[Abstract]:With the development of science and technology and the shortening of product life cycle, enterprises must launch products to meet customers and market as soon as possible to achieve success, especially high-tech industry, it is a high investment, high risk, high return industry. Achieving a high return investment product and sustainable development depends on the efficiency of R & D management. However, from the point of view of product research and development, there are still many deficiencies in the new product R & D process of domestic high-tech enterprises. The management level is generally low, still stay in the traditional style of functional R & D management mode, facing strong competitors, if our high-tech enterprises want to obtain development, we must think about their own competitive advantages. To resolutely remove the negative factors that restrict the development of the company, and to fundamentally carry out changes to realize its own development. G Company is a typical Chinese private high-tech enterprise at the forefront of reform. Its current model of product development process has become more and more unable to meet their own development and customer needs. The main content of this paper is to use the idea of process reengineering to reform the R & D business process of G Company, to take the market demand as the center, to produce the best products as the purpose of the new product development business process reengineering. In order to build G company efficient R & D management system, make it more competitive. From the point of view of the main content of the paper, firstly, this paper summarizes and expounds the related theories of new product development management, process reengineering and so on, and emphatically analyzes the IPD method system and the difference between IPD method and traditional R & D method and so on. Secondly, on the basis of investigation and research, this paper empirically analyzes the development history, R & D status, resources and capability, competitive strategy and product strategy of G Company. On this basis, it points out that R & D management process has become a strategic bottleneck restricting the development of G Company. Secondly, through questionnaire, data research, diagnostic investigation and statistical analysis, the problems reflected in R & D of G Company are reappeared and diagnosed. Then the R & D process of company G is redesigned from the aspects of process framework, structure framework, human resources framework and institutional framework. Finally, on the basis of empirical investigation, combing and reengineering and evaluating the effect of G Company.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.61;F273.1

【共引文献】