發(fā)布時(shí)間：2018-05-29 07:55

  本文選題：產(chǎn)品研發(fā)項(xiàng)目管理 + 流程優(yōu)化��； 參考：《北京交通大學(xué)》2017年碩士論文

【摘要】：近年來(lái),國(guó)內(nèi)外市場(chǎng)上對(duì)于新能源汽車(chē)的需求越來(lái)越熱,而且新能源汽車(chē)的研發(fā)設(shè)計(jì)越來(lái)越復(fù)雜,功能越來(lái)越強(qiáng)大,如何基于目前的研發(fā)設(shè)計(jì)流程,優(yōu)化出更高效,更符合國(guó)內(nèi)車(chē)廠的需求的流程,包括需求不確定性強(qiáng),變更大而且頻繁等等,是一個(gè)普遍存在而又有研究?jī)r(jià)值的問(wèn)題。作為一家從事于汽車(chē)零部件生產(chǎn)制造及混合動(dòng)力,純電動(dòng)車(chē)零部件生產(chǎn)制造的外資企業(yè),V公司在汽車(chē)產(chǎn)業(yè)界享有“汽車(chē)配件全產(chǎn)品線(xiàn)專(zhuān)家”的美名。然而通過(guò)對(duì)其產(chǎn)品流程的調(diào)查研究,發(fā)現(xiàn)在其實(shí)際的新產(chǎn)品研發(fā)過(guò)程中,V公司的新產(chǎn)品研發(fā)項(xiàng)目管理存在一些問(wèn)題,如流程規(guī)劃盲目追求市場(chǎng)熱點(diǎn)、流程分析客戶(hù)變更遲緩、流程設(shè)計(jì)后期變動(dòng)頻繁、流程實(shí)施環(huán)節(jié)銜接不緊密、流程評(píng)估存在“走形式”現(xiàn)象等問(wèn)題。結(jié)合國(guó)內(nèi)汽車(chē)行業(yè)現(xiàn)狀,客戶(hù)需求多變,新車(chē)上市時(shí)間短,知識(shí)產(chǎn)權(quán)保護(hù)和共享不力,公司已有的結(jié)構(gòu)化的研發(fā)流程已不能滿(mǎn)足現(xiàn)實(shí)的需要�；谏鲜鰡�(wèn)題,論文以V公司產(chǎn)品研發(fā)流程為對(duì)象,結(jié)合企業(yè)產(chǎn)品研發(fā)項(xiàng)目管理的知識(shí),充分運(yùn)用流程優(yōu)化理論,對(duì)V公司產(chǎn)品研發(fā)流程進(jìn)行深入的分析和研究,針對(duì)存在的問(wèn)題,對(duì)其產(chǎn)品研發(fā)流程進(jìn)行科學(xué)合理的優(yōu)化設(shè)計(jì),從而提高其創(chuàng)新能力、響應(yīng)客戶(hù)多變的需求,強(qiáng)化方案變更響應(yīng)機(jī)制,提升部門(mén)之間協(xié)作與配合。針對(duì)客戶(hù)需求變更,部門(mén)協(xié)作,知識(shí)產(chǎn)權(quán)戰(zhàn)略,等重點(diǎn)優(yōu)化目標(biāo)提出具體的優(yōu)化思路。從而提出具體的優(yōu)化方案,從流程的階段/里程碑定義劃分,從部門(mén)組織架構(gòu)上來(lái)定義職責(zé),按照流程規(guī)劃-設(shè)計(jì)-實(shí)施-檢測(cè)評(píng)估來(lái)定義優(yōu)化方案的細(xì)節(jié)。最后通過(guò)V公司的實(shí)施反饋,來(lái)驗(yàn)證該優(yōu)化方案的實(shí)施效果。通過(guò)比較人員創(chuàng)新能力,客戶(hù)需求響應(yīng)對(duì)比,項(xiàng)目方案變更響應(yīng)對(duì)比和部門(mén)協(xié)同配合對(duì)比,得出結(jié)論,通過(guò)優(yōu)化措施,有效地減低成本和風(fēng)險(xiǎn),提高了客戶(hù)滿(mǎn)意度。
[Abstract]:In recent years, the demand for new energy vehicles in the domestic and foreign markets is getting hotter and hotter, and the R & D and design of new energy vehicles are becoming more and more complex and powerful. How to optimize the efficiency based on the current R & D design process, It is a common and valuable problem to meet the demand of domestic car factory, including the uncertainty of demand, the large change and frequent, and so on. As a foreign-funded company engaged in the manufacture of automotive parts and hybrid power, the pure electric vehicle parts manufacturing company enjoys the reputation of "expert in the whole product line of auto parts" in the automotive industry. However, through the investigation and study of its product process, it is found that there are some problems in the project management of new product R & D, such as blind pursuit of market hot spots in process planning, slow customer change in process analysis, etc. The late stage of process design changes frequently, the link of process implementation is not close, the process evaluation exists the phenomenon of "formality" and so on. Combined with the current situation of domestic automobile industry, the customer demand is changeable, the time of new car listing is short, the intellectual property protection and sharing is weak, and the existing structured R & D process of the company can not meet the needs of reality. Based on the above problems, this paper takes the product R & D process of V Company as the object, combines the knowledge of enterprise product R & D project management, fully applies the theory of process optimization, and carries on in-depth analysis and research on the product R & D process of V Company. Aiming at the existing problems, the scientific and reasonable optimization design of its product R & D process is carried out to improve its innovation ability, to respond to the changing needs of customers, to strengthen the response mechanism of project change, and to enhance the cooperation and cooperation among departments. For customer needs change, departmental collaboration, intellectual property strategy, and other key optimization objectives put forward specific optimization ideas. Thus, the specific optimization scheme is proposed, which is divided into stages / milestones of the process, responsibility is defined from the organizational structure of the department, and the details of the optimization scheme are defined according to the process planning, design, implementation and evaluation. Finally, through V company's implementation feedback, to verify the implementation effect of the optimization scheme. By comparing the ability of innovation, the response of customer demand, the response of project change and the coordination of department, the conclusion is drawn that the cost and risk can be reduced effectively and customer satisfaction can be improved by optimizing measures.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類(lèi)號(hào)】：F416.471;F273.1

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