本文選題：定制產(chǎn)品 + 流程優(yōu)化��； 參考：《中國科學(xué)院大學(xué)(中國科學(xué)院工程管理與信息技術(shù)學(xué)院)》2017年碩士論文

【摘要】：隨著國內(nèi)工業(yè)領(lǐng)域技術(shù)的發(fā)展和日漸成熟,客戶對(duì)產(chǎn)品多元化和定制化的需求也越來越多地被提了出來。這對(duì)于傳統(tǒng)的標(biāo)準(zhǔn)品生產(chǎn)制造企業(yè)來說既是一個(gè)契機(jī),又是一個(gè)挑戰(zhàn),如何通過提供差異式產(chǎn)品,增加技術(shù)壁壘,增強(qiáng)產(chǎn)品核心競(jìng)爭(zhēng)力,從而避免陷入價(jià)格戰(zhàn)的窘境。同時(shí)又如何處理協(xié)調(diào)好傳統(tǒng)標(biāo)準(zhǔn)產(chǎn)品與新興定制產(chǎn)品之間的流程,項(xiàng)目管理和企業(yè)資源利用的關(guān)系,成了很多生產(chǎn)企業(yè)所需面對(duì)的新挑戰(zhàn)和亟需解決的問題。H公司正是處于這樣一個(gè)充滿機(jī)會(huì),挑戰(zhàn)和矛盾的市場(chǎng)環(huán)境中。作者在查閱大量文獻(xiàn)和實(shí)踐調(diào)研的基礎(chǔ)上,對(duì)于H公司執(zhí)行GW客戶大規(guī)模定制化過程中發(fā)生的問題進(jìn)行了全面深入的分析,完成的主要工作如下:1、結(jié)合目前國內(nèi)外風(fēng)電發(fā)展的趨勢(shì),GW客戶大規(guī)模定制項(xiàng)目的特點(diǎn)以及H公司的組織結(jié)構(gòu)特點(diǎn)和定制產(chǎn)品開發(fā)流程現(xiàn)狀,通過問卷調(diào)查分析,得出客戶問題點(diǎn)分布表和分布圈。2、通過對(duì)問題點(diǎn)的總結(jié),得出了造成此類問題點(diǎn)的主要的原因是溝通環(huán)節(jié)多,時(shí)效性差;項(xiàng)目執(zhí)行力度差;流程的靈活性差。為下一步的優(yōu)化和改進(jìn)做好了鋪墊。3、運(yùn)用ECRS方法,將組織結(jié)構(gòu)由傳統(tǒng)的矩陣型結(jié)構(gòu)改為項(xiàng)目型組織結(jié)構(gòu),賦予項(xiàng)目經(jīng)理更大的權(quán)利,使組織更加適應(yīng)客戶以及現(xiàn)代制造企業(yè)項(xiàng)目化管理的需求;4、改進(jìn)了溝通模式,優(yōu)化了溝通環(huán)節(jié),由之前的銷售公司產(chǎn)品經(jīng)理轉(zhuǎn)述變?yōu)楣S各職能窗口直接對(duì)接,使得溝通更加直接和順暢,效率更高。5、使用WBS、責(zé)任矩陣、項(xiàng)目網(wǎng)絡(luò)圖等方法重新定義了部門職責(zé),簡(jiǎn)化了定制產(chǎn)品的開發(fā)流程,里程碑由五個(gè)精簡(jiǎn)為三個(gè),文檔數(shù)量由三十個(gè)精簡(jiǎn)為九個(gè),并相應(yīng)地更新了項(xiàng)目開發(fā)流程圖。同時(shí)對(duì)立項(xiàng)初期的快速打樣機(jī)制做了探討。6、通過問卷調(diào)查,形成調(diào)查回訪表,直觀地對(duì)比了流程優(yōu)化的效果。同時(shí)也對(duì)企業(yè)組織內(nèi)部產(chǎn)生的潛移默化的變化從四個(gè)方面分別進(jìn)行了闡述。本文通過介紹H公司由標(biāo)準(zhǔn)產(chǎn)品向定制產(chǎn)品的轉(zhuǎn)變過程中,遇到的內(nèi)部和外部問題,以及如何結(jié)合客戶和公司實(shí)際情況提出行之有效的解決方法,極大地提高了組織效率和客戶滿意度,對(duì)后續(xù)同樣案例有很好的現(xiàn)實(shí)指導(dǎo)意義。同時(shí)在工業(yè)4.0和中國制造2025潮流下,對(duì)外資制造企業(yè)如何更好更快地適應(yīng)中國國情的大規(guī)模定制項(xiàng)目執(zhí)行也有著極大地參考價(jià)值。
[Abstract]:With the development and maturity of domestic industrial technology, customers' demand for product diversification and customization has been put forward more and more. This is not only an opportunity but also a challenge for the traditional manufacturing enterprises of standard products. How to increase the technical barriers and enhance the core competitiveness of the products by providing differential products can avoid the dilemma of price war. At the same time, how to coordinate the process between traditional standard products and emerging customized products, the relationship between project management and enterprise resource utilization, It has become a new challenge and urgent problem for many manufacturing enterprises. H Company is in such a market environment full of opportunities, challenges and contradictions. On the basis of consulting a large number of documents and practical investigation, the author makes a thorough analysis of the problems that occurred during the large-scale customization of GW customers in H Company. The main work accomplished is as follows: 1. According to the current trend of wind power development at home and abroad, the characteristics of GW customer Mass customization Project, the organizational structure characteristics of H Company and the current situation of customization product development process, through questionnaire survey analysis, The customer problem point distribution table and distribution circle. 2, through the summary of the problem points, the main reasons for this kind of problem points are communication links, poor timeliness, poor project implementation, poor flexibility of the process. In order to optimize and improve the next step, using ECRS method, the organizational structure is changed from the traditional matrix structure to the project-based organization structure, which gives the project manager more rights. Make the organization more adapt to the needs of project management of customers and modern manufacturing enterprises, improve the communication mode, optimize the communication links, from the previous sales company product manager to the factory function window directly docking, To make communication more direct and smooth, more efficient. 5. Using WBS, responsibility matrix, project network diagram to redefine department responsibilities, simplify the development process of customized products, and simplify the milestones from five to three. The number of documents is reduced from 30 to 9 and the project development flow chart is updated accordingly. At the same time, the rapid prototyping at the initial stage of the project was discussed. Through the questionnaire survey, the questionnaire was formed, and the results of the process optimization were compared intuitively. At the same time, the internal changes of the enterprise organization are elaborated from four aspects. This paper introduces the internal and external problems encountered by H Company during the transition from standard products to customized products, and how to combine the actual situation of customers and companies to put forward effective solutions. It greatly improves the organizational efficiency and customer satisfaction, and has a good practical significance for the follow-up of the same cases. At the same time, under the trend of industry 4.0 and made in China 2025, it is also of great reference value for the implementation of mass customization projects for foreign-funded manufacturing enterprises to adapt to China's national conditions better and faster.
【學(xué)位授予單位】：中國科學(xué)院大學(xué)(中國科學(xué)院工程管理與信息技術(shù)學(xué)院)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2017
【分類號(hào)】：F273;F426.61

【參考文獻(xiàn)】

相關(guān)期刊論文 前10條

1 張國方;方毅;宋景芬;;大規(guī)模定制在商用載貨車制造業(yè)中的應(yīng)用策略[J];物流技術(shù);2016年11期

2 劉廣威;王東燕;;實(shí)施企業(yè)項(xiàng)目管理的關(guān)鍵要素[J];建材與裝飾;2016年42期

3 黃欣欣;;現(xiàn)代企業(yè)項(xiàng)目管理現(xiàn)狀及發(fā)展趨勢(shì)[J];經(jīng)營管理者;2016年21期

4 牛浩;;模塊化制造、顧客親密度與企業(yè)大規(guī)模定制[J];商;2016年10期

5 陶磊;;大數(shù)據(jù)時(shí)代企業(yè)項(xiàng)目管理能力建設(shè)的若干思考[J];項(xiàng)目管理技術(shù);2016年02期

6 黃俊;崔亞梅;;項(xiàng)目化管理在定制型生產(chǎn)企業(yè)的運(yùn)用——以ZJFC公司為例[J];中國集體經(jīng)濟(jì);2016年01期

7 周康敏;;“以人為本”設(shè)計(jì)調(diào)查問卷[J];秘書;2015年11期

8 吳秀奎;;企業(yè)管理項(xiàng)目化模式研究[J];中國商論;2015年20期

9 石學(xué)勇;王金銘;;大規(guī)模定制企業(yè)實(shí)施項(xiàng)目化管理的必要性[J];項(xiàng)目管理技術(shù);2011年01期

10 胡濱;;流程再造與企業(yè)項(xiàng)目化管理關(guān)系研究[J];山西財(cái)經(jīng)大學(xué)學(xué)報(bào)(高等教育版);2007年S1期

相關(guān)碩士學(xué)位論文 前1條

1 葉芳;A國際貨運(yùn)代理公司的業(yè)務(wù)流程優(yōu)化研究[D];東南大學(xué);2016年

，

本文編號(hào)：1945365