【摘要】：隨著科技的發(fā)展和產(chǎn)品生命周期的日益縮短,企業(yè)必須盡快推出滿足客戶及市場的產(chǎn)品才能取得成功,高新技術(shù)行業(yè)尤其如此,它是一個高投資、高風(fēng)險、高回報的行業(yè)。獲得一個高回報的投資產(chǎn)品和可持續(xù)發(fā)展,取決于研發(fā)管理的效率。然而,從產(chǎn)品研發(fā)角度看,國內(nèi)高新技術(shù)企業(yè)的新產(chǎn)品研發(fā)流程還存在諸多不足。管理水平普遍較低,仍停留在傳統(tǒng)風(fēng)格的功能研發(fā)管理模式,面對強(qiáng)有力的競爭對手,我國高新技術(shù)企業(yè)要想獲得發(fā)展,必須思考自身的競爭優(yōu)勢所在,堅決拋除制約公司發(fā)展的不良因素,從根本上實行變革來實現(xiàn)自身發(fā)展。G公司就是一個處于改革前沿的典型中國民營高科技企業(yè),它的現(xiàn)有模式下的產(chǎn)品開發(fā)流程已經(jīng)越來越不能滿足自身的發(fā)展及客戶的需求。本文的主要內(nèi)容就是使用流程再造的思想對G公司的研發(fā)業(yè)務(wù)流程進(jìn)行變革,以市場需求為中心,以生產(chǎn)最好的產(chǎn)品為目的對新產(chǎn)品開發(fā)業(yè)務(wù)流程再造,從而構(gòu)建G公司高效的研發(fā)管理體系,使其更有竟?fàn)幜�。從論文的主要�?nèi)容來看,首先,本文對新產(chǎn)品開發(fā)管理、流程再造等相關(guān)理論進(jìn)行了總結(jié)和闡述,并重點分析了IPD方法體系以及IPD方法與傳統(tǒng)研發(fā)手段的差異等。其次,論文在調(diào)研的基礎(chǔ)上,實證的分析了G公司的發(fā)展歷程,研發(fā)現(xiàn)狀,資源與能力、競爭戰(zhàn)略和產(chǎn)品策略,在此基礎(chǔ)上指出研發(fā)管理流程已成為制約公司發(fā)展的戰(zhàn)略瓶頸。其次通過問卷調(diào)查、數(shù)據(jù)研究、診斷調(diào)查、統(tǒng)計分析、對G公司研發(fā)中反映的問題進(jìn)行了重現(xiàn)和診斷。然后從流程框架、結(jié)構(gòu)框架、人力資源的框架和制度框架方面對G公司研發(fā)流程重新進(jìn)行了再設(shè)計。最后,在實證考察的基礎(chǔ)上,結(jié)合G公司推行案例進(jìn)行了梳理及再造及效果評估。
[Abstract]:With the development of science and technology and the shortening of product life cycle, enterprises must launch products to meet customers and market as soon as possible to achieve success, especially high-tech industry, it is a high investment, high risk, high return industry. Achieving a high return investment product and sustainable development depends on the efficiency of R & D management. However, from the point of view of product research and development, there are still many deficiencies in the new product R & D process of domestic high-tech enterprises. The management level is generally low, still stay in the traditional style of functional R & D management mode, facing strong competitors, if our high-tech enterprises want to obtain development, we must think about their own competitive advantages. To resolutely remove the negative factors that restrict the development of the company, and to fundamentally carry out changes to realize its own development. G Company is a typical Chinese private high-tech enterprise at the forefront of reform. Its current model of product development process has become more and more unable to meet their own development and customer needs. The main content of this paper is to use the idea of process reengineering to reform the R & D business process of G Company, to take the market demand as the center, to produce the best products as the purpose of the new product development business process reengineering. In order to build G company efficient R & D management system, make it more competitive. From the point of view of the main content of the paper, firstly, this paper summarizes and expounds the related theories of new product development management, process reengineering and so on, and emphatically analyzes the IPD method system and the difference between IPD method and traditional R & D method and so on. Secondly, on the basis of investigation and research, this paper empirically analyzes the development history, R & D status, resources and capability, competitive strategy and product strategy of G Company. On this basis, it points out that R & D management process has become a strategic bottleneck restricting the development of G Company. Secondly, through questionnaire, data research, diagnostic investigation and statistical analysis, the problems reflected in R & D of G Company are reappeared and diagnosed. Then the R & D process of company G is redesigned from the aspects of process framework, structure framework, human resources framework and institutional framework. Finally, on the basis of empirical investigation, combing and reengineering and evaluating the effect of G Company.
【學(xué)位授予單位】：電子科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.61;F273.1

【共引文獻(xiàn)】

相關(guān)期刊論文 前2條

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相關(guān)碩士學(xué)位論文 前10條

1 田凱;海灣公司產(chǎn)品研發(fā)管理研究[D];燕山大學(xué);2013年

2 鄭林峰;iGarment公司新產(chǎn)品研發(fā)流程再造[D];長春理工大學(xué);2013年

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4 劉建國;延長礦業(yè)技術(shù)創(chuàng)新體系優(yōu)化研究[D];西北大學(xué);2014年

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10 林芝豐;金融軟件企業(yè)的研發(fā)管理體系研究與實踐[D];浙江工業(yè)大學(xué);2014年

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本文編號：2158688