【摘要】：科學(xué)技術(shù)的高速發(fā)展以及經(jīng)濟全球化的趨勢,再加上信息技術(shù)的爆發(fā)式增長,帶動了一大批中國高科技企業(yè)的萌芽和生長。而醫(yī)療器械作為高科技產(chǎn)品的代表,其產(chǎn)業(yè)發(fā)展受到了企業(yè)家的重點關(guān)注和國家的大力支持�，F(xiàn)代企業(yè)之間的競爭,已經(jīng)不再是單方面技術(shù)水平的競爭,而是企業(yè)綜合業(yè)務(wù)管理水平的競爭。企業(yè)研發(fā)流程管理作為目前先進的產(chǎn)品研發(fā)管理方法,已經(jīng)在眾多高科技企業(yè)中實施并取得了成功。我國企業(yè)產(chǎn)品研發(fā)流程管理還處于起步階段,大多數(shù)企業(yè)進行的流程管理,只是一種方法的套用,流程管理的思想還沒有真正形成。如何應(yīng)用研發(fā)流程管理方法提高醫(yī)療器械產(chǎn)品開發(fā)效率就成了企業(yè)急需解決的一個難題。本文首先是回顧了幾個成熟的流程管理理論——門徑管理、敏捷管理、六西格瑪管理和并行工程理論,再總結(jié)了企業(yè)流程管理實施的一般方法。結(jié)合AA公司DR(Digital Radiography)產(chǎn)品研發(fā)項目流程管理的實例,分析和總結(jié)了研發(fā)流程管理在AA公司前半程項目實施中所取得的成果和存在的問題。結(jié)合門徑管理方法、并行工程理論及項目管理方法,對項目中所出現(xiàn)的項目延期,費用超支和質(zhì)量不達標(biāo)等做了充分的分析和研究,并針對問題提出研發(fā)流程管理方法的優(yōu)化建議。將這些優(yōu)化建議實施到后期的項目研發(fā)過程中去,通過實際的企業(yè)產(chǎn)品研發(fā)過程實踐和檢驗優(yōu)化后的管理方法的有效性。本文結(jié)合門徑管理、敏捷管理、并行工程和現(xiàn)代項目管理知識理論,以及AA公司DR產(chǎn)品完整的開發(fā)過程的研究。得出以下一些方法對于改善醫(yī)療器械企業(yè)產(chǎn)品研發(fā)流程管理效率有很好的效果：從公司層面加強對流程管理人員的層級培養(yǎng)；公司戰(zhàn)略目標(biāo)落實到產(chǎn)品研發(fā)項目中去,從流程本身出發(fā),建立更加完善的研發(fā)流程管理系統(tǒng)和其他流程支持系統(tǒng)；為項目成員制定流程績效目標(biāo)和評估制度；建立流程化模式的項目團隊,增強團隊溝通協(xié)作能力；運用信息系統(tǒng)加強流程的管控,通過IT系統(tǒng)對各個產(chǎn)品的開發(fā)進行項目管理。
[Abstract]:The rapid development of science and technology and the trend of economic globalization, coupled with the explosive growth of information technology, have led to the germination and growth of a large number of high-tech enterprises in China. As a representative of high-tech products, medical device industry development has been the focus of attention of entrepreneurs and strong support of the country. The competition among modern enterprises is no longer the competition of unilateral technology level, but the competition of enterprise's comprehensive business management level. Enterprise R & D process management, as an advanced product R & D management method, has been successfully implemented in many high-tech enterprises. The process management of product research and development in our country is still in its infancy. The process management carried out by most enterprises is just the application of one method, and the thought of process management has not really formed yet. How to apply the method of R & D process management to improve the efficiency of medical device development has become a difficult problem that enterprises urgently need to solve. This paper first reviews several mature theories of process management, such as door management, agile management, six Sigma management and concurrent engineering, and then summarizes the general methods of implementing enterprise process management. This paper analyzes and summarizes the achievements and existing problems of R & D process management in the first half of the project implementation of AA Company, based on the example of DR (Digital Radiography) product R & D project process management of AA Company. Combined with the door diameter management method, concurrent engineering theory and project management method, the project delay, cost overrun and substandard quality in the project are fully analyzed and studied. And put forward the research and development process management method optimization suggestions. These optimization suggestions are put into practice in the later stage of the project research and development, and the effectiveness of the optimized management method is tested through the practice of the enterprise product development process and the test of the effectiveness of the optimized management method. This paper combines the knowledge theory of door path management, agile management, concurrent engineering and modern project management, as well as the complete development process of DR products of AA Company. It is concluded that the following methods have good effect on improving the efficiency of product development process management in medical device enterprises: strengthen the hierarchical training of process managers at the company level; implement the strategic objectives of the company in the product development projects. From the process itself, establish a more perfect R & D process management system and other process support systems; establish process performance goals and evaluation system for project members; establish a process-based project team to enhance team communication and collaboration; Use information system to strengthen the control of the process, through the IT system for the development of each product project management.
【學(xué)位授予單位】：復(fù)旦大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F273.2;F426.4

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