【作者】 杨红；

【导师】 于渤；

【作者基本信息】 哈尔滨工业大学 ， 经济与管理（专业学位）， 2022， 硕士

【摘要】 近年来,新产品开发成为一种关键的企业管理制度,企业新产品开发能力对于提高企业的管理效率、增强竞争优势起着至关重要的作用。电子产品如家用投影产品市场需要变化快,产品更新换代周期不断缩短,企业的新产品开发面临巨大挑战。制造企业要在家用投影领域获得优势地位就必须要提高新产品开发的能力,在保证产品品质、满足客户需要的前提下持续快速地开发出新品并推入市场。上世纪80～90年代新产品开发在国外已经形成了成熟的理论与实践体系,不仅有阶段-门径系统、集成产品开发、敏捷开发等,而且有两种系统结合形成的混合模式、如产品开发与精益理论、敏捷开发、并行工程等的结合。随着经济的不断发展国内大型企业也开始引入国外成熟的理论系统,主要是集成产品开发管理和敏捷开发。然而中小企业在新产品特别是电子产品的开发管理上还处于粗放发展的状态:产品开发不成体系、流程不清醒、管理不成熟。在这样的背景下,本论文研究以GF公司为代表的中小企业如何在家用投影市场激烈的竞争环境中改进目前的新产品开发模式,提升新产品开发能力。本文通过查阅GF公司新产品开发相关资料并对公司新产品开发现状进行梳理,然后采取访谈的方式对公司42位领导和同事进行非正式的面对面和集中采访,收集了领导层和执行层对公司新产品开发的看法与建议,从中整理出涉及产品选型、开发进度、开发质量的三大重点问题,并依据相关数据和资料对这些问题进行深入分析总结原因。在此基础上,结合现有的新产品开发理论和优化手段,本文对三大重点问题提出针对性的改进方案,涉及裁剪合并开发阶段和评审里程碑、平台化与差异化的产品设计与引入客户参与反馈。同时,在改进方案对策的基础上,本文也从公司的组织、制度、系统层面提出相应的保障措施,确保新产品开发的顺利实施。更多还原

【Abstract】 In recent years,the new product development becomes one of the critical enterprise management systems.The capability of New product development plays a vital role in improving the management efficiency and enhancing the competitive advantage of enterprises.And requirements on products like the home projectors are changing fast,the upgrading cycle of products is constantly shortened,and the user’s product experience also greatly affects the success of the product development.To gain an advantageous position in the consumer field,the enterprise should improve the ability of new product development management,developing new products continuously and rapidly,and push them into the market on the premise of ensuring product quality and meeting customer needs.In the 1980 s and1990s,the new product development management has formed a mature theory with adequate practice abroad.There are not only stage-gate system,integrated product development,agile development,etc.,but also a mixed mode formed by the combination of two kind of theory or systems,such as the new product development combined with lean theory,agile development,concurrent engineering,etc.With the continuous economic development,large domestic enterprises have begun to introduce mature theoretical systems from abroad,mainly including the integrated product development management and the agile development.However,SMEs are still in a state of extensive development in the field of new product development management: the product development is not systematic,processes are not clear,and management is not mature.Under the background,this paper studies how GF company as one representative of the small and medium-sized enterprises can improve the current new product development management mode and enhance the new product development management capability in the intense competition environment of the consumer market.By going through the relevant materials of GF Company,the current situation of the new product development management are well-understood.Then via the informal face-to-face talk and interviews with 42 leaders and colleagues,the views and suggestions on the company’s new product development management are collected,and then three key issues are sorted out,including product selection,development progress and development quality.Based on the relevant company data and materials,the causes of these problems are analyzed and summarized in depth.Combined with the existing new product development theory and optimization means,the paper proposes some targeted improvement plan for the three key issues,involving tailoring and merging development stages and review milestones,platform-based and differentiated product design and introducing customer participation and feedback.Besides,the paper also proposes corresponding safeguard measures from the organizational,institutional and system levels to ensure the smooth implementation of new product development management更多还原