本文選題：產(chǎn)品創(chuàng)新 + 流程管理��； 參考：《華東理工大學(xué)》2017年碩士論文

【摘要】：企業(yè)創(chuàng)新應(yīng)是一項系統(tǒng)工程,只有將創(chuàng)新作為一種系統(tǒng)工程來管理,才能為企業(yè)贏得戰(zhàn)略競爭優(yōu)勢,贏得未來。快速消費(fèi)品行業(yè)競爭激烈,企業(yè)如何源源不斷地推出滿足消費(fèi)者需求的產(chǎn)品創(chuàng)新,推陳出新,創(chuàng)造公司品牌價值,成功的關(guān)鍵是如何在企業(yè)內(nèi)部建立創(chuàng)新流程管理體系�？ǚ蚴称废嗬^收購達(dá)能餅干業(yè)務(wù)和吉百利糖果業(yè)務(wù),三家公司的創(chuàng)新體系及新產(chǎn)品開發(fā)流程不相一致,如何求同存異,取長補(bǔ)短,在企業(yè)內(nèi)部構(gòu)建一套高效的創(chuàng)新流程管理體系及模式,也成為在業(yè)務(wù)整合后的當(dāng)務(wù)之急。本文首先從創(chuàng)新理論開始,論述了創(chuàng)新的概念及分類,產(chǎn)品開發(fā)流程體系框架,創(chuàng)新的原則、戰(zhàn)略及方法論,并介紹了流程管理的理論及方法工具;然后,根據(jù)卡夫公司所在行業(yè)分析了快消品行業(yè)的特質(zhì)及競爭態(tài)勢,介紹了快消品行業(yè)先進(jìn)企業(yè)寶潔公司的創(chuàng)新流程以供借鑒,闡述公司創(chuàng)新流程管理整合的必要性;接著對合并前三家的產(chǎn)品創(chuàng)新流程進(jìn)行比較、梳理及診斷,在創(chuàng)新管理流程整合方案的設(shè)計中引入了六西格瑪?shù)姆椒?把創(chuàng)新流程注入了公司的日常經(jīng)營流程中去,建立了產(chǎn)品組合管理會議鏈接公司的整合生意計劃流程;進(jìn)而,參照三家企業(yè)在產(chǎn)品創(chuàng)新流程中使用的創(chuàng)新工具及最佳實踐,在系統(tǒng)的漏斗式創(chuàng)新管理流程的關(guān)鍵步驟中加入了創(chuàng)意的生成的六種方法、創(chuàng)意收集的兩種最佳實踐、創(chuàng)新項目優(yōu)先等級的劃分指導(dǎo)等創(chuàng)新工具,以及介紹創(chuàng)新流程管理中組織架構(gòu)及公司創(chuàng)新文化培育的幾個最佳實踐;最后,闡述創(chuàng)新流程管理整合方案在公司實施的關(guān)鍵步驟及保障措施。
[Abstract]:Enterprise innovation should be a system engineering. Only if innovation is managed as a system engineering, can the enterprise win the strategic competitive advantage and win the future. The competition of FMCG industry is fierce, the key to success is how to establish the innovation process management system in the enterprise, how to continuously introduce the product innovation to meet the needs of consumers, to bring forth the new and create the brand value of the company. Kraft Foods has successively acquired Danone Biscuit and Cadbury Candy. The innovation systems and new product development processes of the three companies are not the same. How to seek common ground while reserving differences and learning from each other, Constructing a set of efficient innovation process management system and mode in the enterprise also becomes the urgent matter after the business integration. This paper begins with the innovation theory, discusses the concept and classification of innovation, the framework of product development process system, the principle of innovation, the strategy and methodology, and introduces the theory and method tools of process management. According to Kraft Company's industry, this paper analyzes the characteristics and competition situation of fast consumer goods industry, introduces the innovation process of Procter & Gamble Company, an advanced enterprise of fast consumer goods industry for reference, and expounds the necessity of integration of innovation process management in the company. Then compared, combed and diagnosed the product innovation process of the first three companies, introduced the six Sigma method in the design of the innovation management process integration scheme, and injected the innovation process into the company's daily business process. The integration business planning process of the product portfolio management conference link company is established, and the innovation tools and best practices used by the three companies in the product innovation process are also referred to. In the key steps of the system's funnel innovation management process, six methods of creative generation, two best practices of creative collection, and innovation tools such as priority classification of innovation projects are added. It also introduces some best practices of organizational structure and cultivation of innovation culture in innovation process management, and finally, expounds the key steps and guarantee measures of implementing innovation process management integration scheme in the company.
【學(xué)位授予單位】：華東理工大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2017
【分類號】：F416.82;F273.1

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