【摘要】：中小企業(yè)創(chuàng)造了國(guó)家經(jīng)濟(jì)的大部分財(cái)富,中小企業(yè)雖然是國(guó)民經(jīng)濟(jì)的主角,但是和大企業(yè)相比,存在資源不足,管理水平落后,人員流動(dòng)頻繁等困難,直接影響了中小企業(yè)的生存和發(fā)展。對(duì)于大多數(shù)中小企業(yè)來(lái)說(shuō),持續(xù)創(chuàng)新成為了企業(yè)在市場(chǎng)競(jìng)爭(zhēng)環(huán)境中生存的策略,新產(chǎn)品開(kāi)發(fā)是最常見(jiàn)的創(chuàng)新手段。由于管理手段的落后和資源有限,往往使新產(chǎn)品開(kāi)發(fā)工作增加了風(fēng)險(xiǎn)和困難,甚至使項(xiàng)目失敗。越來(lái)越多的中小企業(yè)意識(shí)到,在提高產(chǎn)品研發(fā)技術(shù)的同時(shí),還要建立適合本企業(yè)的產(chǎn)品開(kāi)發(fā)管理制度,提高產(chǎn)品開(kāi)發(fā)工作的效率。 本文以一個(gè)典型的小企業(yè)的產(chǎn)品開(kāi)發(fā)為研究對(duì)象,對(duì)其新產(chǎn)品開(kāi)發(fā)過(guò)程中存在的主要問(wèn)題進(jìn)行研究,這些問(wèn)題包括新項(xiàng)目確定和選擇,設(shè)計(jì)變更與修改,安規(guī)測(cè)試失敗,工藝文件編制不完善和開(kāi)發(fā)流程有待優(yōu)化。這些問(wèn)題容易造成項(xiàng)目進(jìn)度延誤,費(fèi)用超支。利用因果圖分析問(wèn)題產(chǎn)生的原因,利用ASME分析開(kāi)發(fā)工作中的非增值活動(dòng)和非增值活動(dòng),對(duì)產(chǎn)品開(kāi)發(fā)的流程進(jìn)行優(yōu)化。使用并行工程的思想,在設(shè)計(jì)團(tuán)隊(duì)中增加工藝設(shè)計(jì)人員,使工藝設(shè)計(jì)與產(chǎn)品設(shè)計(jì)同時(shí)進(jìn)行。讓供應(yīng)商早期開(kāi)始介入?yún)⑴c設(shè)計(jì),利用供應(yīng)商的信息渠道獲得設(shè)計(jì)工作所需的資料。用作業(yè)成本法計(jì)算結(jié)果評(píng)估改進(jìn)措施的成果。 對(duì)于查找和解決產(chǎn)品開(kāi)發(fā)管理中存在的問(wèn)題,本文的工作是一次探索,可為中小企業(yè)在解決類(lèi)似問(wèn)題時(shí)提供一些思路和方法。
[Abstract]:Small and medium-sized enterprises have created most of the wealth of the national economy. Although small and medium-sized enterprises are the protagonists of the national economy, compared with large enterprises, they have difficulties such as insufficient resources, backward management levels, frequent staff movements, and so on. Directly affected the survival and development of small and medium enterprises. For the majority of small and medium-sized enterprises, continuous innovation has become a strategy for enterprises to survive in the market competition environment, and new product development is the most common means of innovation. Because of the backwardness of management means and limited resources, the new product development work often increases the risk and difficulty, and even makes the project fail. More and more small and medium-sized enterprises realize that while improving the technology of product research and development, they should establish a product development management system suitable for their own enterprises, and improve the efficiency of product development. In this paper, a typical small enterprise product development as the research object, the main problems in the process of new product development are studied. These problems include new project determination and selection, design change and modification, safety test failure. Process documentation is not perfect and the development process needs to be optimized. These problems easily lead to project schedule delays and cost overruns. The cause and effect of the problem are analyzed by using causality diagram, and the process of product development is optimized by using ASME to analyze the non-value-added activities and non-value-added activities in the development work. By using concurrent engineering, process designers are added to the design team so that process planning and product design can be carried out at the same time. Let the supplier get involved in the design at an early stage, using the supplier's information channel to obtain the information needed for the design work. Evaluate the results of the improvement measures with the results of ABC calculation. To find and solve the problems existing in product development and management, the work of this paper is an exploration, which can provide some ideas and methods for small and medium-sized enterprises to solve similar problems.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2014
【分類(lèi)號(hào)】：TB472

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