文档介绍：恒安集团流程重组-新产品开发流程
新产品开发流程
New Product Development (NPD) Process
NPD - Scope and boundaries
The process starts with the reception of product specifications, quality standards, and cost targets defined by Marketing; the process ends when the capability to produce mass quantities, at specifications, quality and cost target, is demonstrated1>.
新产品开发-范围和外延
本流程从接收到营销部门的产品规格、质量标准和成本目标开始;
到产生按指定规格、质量和成本目标进行大批量的生产能力为止。
新产品开发的范围和外延 NPD Scope and Boundaries
设计期
Design
Phase
产生产品原型
Prototyping
启动
Start
概念期
Concept
Phase
生产
Manufacturing
结束
Stop
产品和技术的营销界定
Marketing definition
of
Product & Technology
界定规格、质量和成本
Definition of
Specifications
Quality and Cost
试点推出
Pilot
runs
规格、质量和成本被验收合格
Acceptance
of Specifications
Quality and Cost
采购物料、元器件和设备
Procurement of materials,
components and equipment
新产品开发流程的重点: 画底线的分支流程
NPD focus: underlined sub-processes
NPD - What has to change?
Install measurements of performance indicators
Deploy the Entitled anizational Process
Identify and develop NPD resources (people, skill set, equipment) needed
Install a NPD Project Starts Control process
Implement Project Management Process
新产品开发- 哪些方面需要改变?
设立绩效衡量指标
部署目标式新产品开发的组织流程
识别并确定必需的新产品开发资源(人员、技能组合、设备)
设定新产品开发项目启动控制流程
实施项目管理流程
NPD - Expected results
Enhance the capability to drive and support the mid- term and longer term marketing plan
Strengthen the capacity to respond in petitive way with new products
NPD AIP management sets priorities, provides focus and optimizes resource utilization
新产品开发- 预期结果
提高驱动、支持中长期营销计划的能力
加强新产品反应能力,加强有竞争力的新产品的开发能力
新产品开发项目的进程中行动管理:设定优先事项,确定重点,优化资源的利用效率
NPD - Expected results
Accountability of the Project Team
pletion on time, within cost
Seamless interface between Marketing / NPD and Manufacturing / NPD
新产品开发- 预期结果
项目组责任分明
项目按时、按成本标准完成
营销/新产品开发和生产/新产品开发之间无缝式连接
NPD - Expected results
Reduction by 40% process CT for equipment related projects
Achieving the entitled FPY an