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1、 新产品开发流程New Product Development (NPD) Process 新产品开发-范围和界限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。 NPD - Scope and boundariesThe process siarts with the reception of product specifications, gualjitySiandards, and cost iargets defined by Marketing; the process ends when thecapability
2、to produce mass guaniities, at Specifications, quality and costtarget js demonstrated.新产品开发的范围和界限 NPD Scope and Boundaries 产品和技术的营销界定Marketing definition 新产品开发流程的重点， 画底线的分支流程 |NPD focus: underlined sub-processes ofProduct & Technology 7 规格、质量和成本被验收合格So 质量和成本| Acceptance Definition of of Specificatio
3、nsSpecifications Quality and CostQuality and CostTI zz产生产品原型 六 有Prototyping 家到 了7 国 4末 加 一-=:一THoMAs GRDuP ，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 。 Install measurements of performance indicators。 Deploy the Entitled NPD Organizational Process。 ldentify and deve
4、lop NPD resources (people, skill set，equipment) needed。 Installa NPD Project Starts Control process。 Implement Project Management Process - 提高驱动、支持中长期营销计划的能力，新产品开发项目的进程中行动管理: 设定优先如新产品开发 - 预期结果 2. 加强新产品反应能力，加强有竞争力的新产品的开发能力 效率项，确定重点，优化资源的利用 NPD - Expected results。 Enhance the capability to drive and s
5、upport the mid-term and longerterm marketing plan， Strengthen the capacity to respond in a competitive way with new products， NPD AIP management sets priorities, provides focus and optimizes resource utilization THowMAs GRDupRa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/新产品开发之问无缝式连接 NPD - Expecte
6、d results。， Accountability of the Project Team，。 Project completion on time, within cost。， Seamless interface between Marketing / NPD and Manufacturing / NPD 新产品开发 - 预期结果 7. 与设备有关的项目周期时间下降40%8. 实现目标式第一次通过率和按时交货NPD - Expected results7.， Reduction by 40% process CTfor equipment related projects8， Achi
7、eving the entitled FPY and OTD performanceTsTHowMAs GRDupRa 新产品开发流程预计时间天)Estimated Time NPD Process (days)12个月Internalization18个月Realizingresults244 月改进新产品开发流程的效益Improved NPD Process Benefit EL内部化Internalization 实现结果InternalizationRealizingresults下ActionsRealizing实现结|results Internalizati|onRealizin
8、gresults30个月 36个月 合放克式PROPOSED MODEL实际费用和预算费用的对比 Actual expenseversusbudget expense取得新产品开发的成本目标Achievement ofcosttarget ofnew products一 滚动24个月内新产品的销售收入-滚动24个月内新产品的品种数量Sales revenue of new productsover rolling 24 months-Number of new productsover rolling 24 months新产品开发流程-推广周期时间反应时间NPD process-Roll up
9、 CT- Response CT第一次通过素 三定材择和和和 和症Yand CT 材料元件和设备的接收 FPYand OTDDefinition ofrequirementsfor materials,componentsand equipmentreceptionof materials，componentsand equipment新产品开发- 绩效考评图NPD - Cockpit Chart 客户满意度设计类的投诉和改正比:CustomerSatisfaction Design relatedComplaintsandcorrection rate -开发完成后DesignModific
10、ations-During development-After hand-off新产品开发流程里程碑式产品订购到货时间交付生产状况NPD ProcessOTD performanceof milestonesAnd delivery to MfgNPD Process 0 - 6 months Process Impact0-6月内需采取的行动Actions to be completed during 0-6 Month Period 设定新产品开发流程衡量指标验证项目清单和本的全全 和信全 并取得业务改进团队批部署新产品开发进程项目管理启动控制标准和项目启动流程7界定商业开发的先决条件确认
11、高层面的新产品开发障碍，启动障碍排除工作启动项目管理原则和工具 万2.3.Install NPD process measurementsValidate Project istsDevelop and install NPD Steering Committee -getapproval by BITInstall NPD AIP management (Starts controlcriteria and projectlaunch process)Define pre-requisites of business casedevelopmentValidate high level barriers NPD, initiatebarrier removal activitiesInitiate Project management principles andtools
