D公司新产品开发流程改进研究

发布时间：2019-03-16 15:47

【摘要】：随着市场竞争的日益激烈,新产品开发作为企业发展和保持优势的手段越来越受到重视,企业要想占领行业制高点就必须走在行业前列开发新产品。但是中国的企业目前大多处于制造到研发的转型之中,企业研发能力相对于制造能力还有许多不足,导致现阶段在开发新产品过程中出现问题。本文以D公司新产品开发流程为研究对象,论述了新产品开发、项目管理、流程改进及流程改进方法的相关理论。针对公司对新产品开发项目绩效指标的要求分析了D公司的组织结构及项目组织形式及新产品开发流程。以A项目为例对当前项目流程进行ASME表格时间分析以及作业成本法分析,明确了流程中增值和非增值的活动并且进行了量化。针对压缩机行业的特点分析了新产品开发的影响因素。通过对项目技术代表的时间分析进一步的确认当前流程所处的状态及问题。明确D公司新产品开发项目中问题如下:进度问题主要集中在项目范围确定、技术方案选择和产品设计认证上,产品性能的问题主要为没有明确的流程对产品性能的达成提供保证,项目成本的控制问题需要注意M0阶段和M1阶段的项目范围确定和技术方案的选择相关的成本。本文引入关键链法并明确项目范围管理的原则以加强对项目的进度管理。增加跨职能组织审核前的部门详细技术评审以强化设计质量,确保产品性能。对于严重度高而发生度小的风险做了升级规定并提议增加技术备用方案。从组织的角度对公司新产品开发流程改进做出适应,包括在公司执行强矩阵并有针对性的用绩效指标引导项目成员的工作,引入了塔克曼模型对项目组织所处的阶段进行研究,并对如何提高研发团队的人员能力提出了意见。论文所应用的理论方法和优化意见可以对类似情况的新产品开发流程优化起到借鉴作用。
[Abstract]:With the increasingly fierce competition in the market, new product development, as a means of developing and maintaining the advantages of enterprises, has been paid more and more attention. If enterprises want to occupy the commanding heights of the industry, they must take the lead in developing new products in the industry. However, most of the enterprises in China are in the transition from manufacturing to R & D, and the R & D capability of enterprises still has many deficiencies, which leads to problems in the process of developing new products at the present stage. This paper discusses the theory of new product development, project management, process improvement and process improvement based on D Company's new product development process. According to the requirement of new product development project performance index, the organization structure, project organization form and new product development process of D company are analyzed. Taking A project as an example, the ASME table time analysis and activity-based costing analysis of the current project process are carried out, and the value-added and non-value-added activities in the process are identified and quantified. According to the characteristics of compressor industry, the influencing factors of new product development are analyzed. Further confirm the status and problems of the current process by analyzing the time of the technical representative of the project. It is clear that the problems in the new product development project of Company D are as follows: progress issues are mainly focused on project scope determination, technical scheme selection and product design certification. The problem of product performance provides a guarantee for the achievement of product performance without a clear process. The control of project cost needs to pay attention to the cost related to the determination of project scope in M0 and M1 phases and the selection of technical solutions. In this paper, the key chain method is introduced and the principle of project scope management is defined to strengthen the progress management of the project. To enhance design quality and ensure product performance by adding detailed technical review before cross-functional organization audit. Upgrade the risk of high severity and low risk and propose an increase in technical backup options. To adapt to the improvement of the company's new product development process from an organizational perspective, including the implementation of a strong matrix in the company and the targeted use of performance indicators to guide the work of project members, the introduction of the Tuckman model to the project organization in the stage of research, And how to improve the R & D team's personnel ability is put forward. The theoretical methods and optimization suggestions applied in this paper can be used as reference for the optimization of new product development process in similar situations.
【学位授予单位】：天津大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.4;F273

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