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上海交通大学硕士学位论文飞利浦照明电子产品研发的策略和过程管理研究姓名：胡荣宝申请学位级别：硕士专业：工商管理（MBA）指导教师：田澎20040111THERESEARCHONR&DSTRATEGYANDPRODUCTCREATIONPROCESSOFPHILIPSLIGHTINGELECTRONICSABSTRACTNowadays,thecompany’sstrategychangedfrom“manufactureproduct”to“createproduct”.Duringtheprocess,itrequiresprofessionalresearch&development(R&D)management.ThethesisstudiedtheR&Dstrategyandproductcreationprocess(PCP)ofPhilipsLightingElectronicsCompany,andsummarizedthepracticeandtheMBAlearningoftheauthor,discussedthroughimplementtheinnovationtomarketstrategy,technologyplatformstrategyandglobalintegrationstrategy,toimprovecompany’sdevelopmentmanagement.ThethesisillustrateditusingthepracticecaseofPhilipsLightingElectronicsCompanyanddonerelevantapplicationanalysisforit.ThethesissimplyintroducedPhilipsLightingElectronicsCompanyandtheenvironmentofitsproductindustry,donesimpleanalysisaboutthetrendofthetypicalproductofthecompany,collectedandanalyzedthemainproblemsofthecompany’sR&DstrategyandPCP.Aimedatthoseproblems,theauthordeeplydiscussedtheR&DstrategyandPCPandtherelevantsystematicsolutions.Summarizedthewaysandprincipiaabouthowtonotonly“doitright”,butalso“doitbetter”intheR&D.Itmainlyincludes:Tousecontinuousinnovationtomarketstrategy,toimplementplatformstrategyontechnologymanagement,tointegratethePCP,componentmanagement,design&layoutrules,tool&ITinfrastructuretoreachglobalintegrationinordertotransferdesignsseamlesslyfromregiontoregionintheworldandquickcopy.TothePCPmanagement,thethesismainlyanalyzedhowtoscreentheprojectsofR&DhowtostandardizethePCPmanagement,andextendeddiscussedthesupplierearlierinvolvingtocontributetothePCP.KEYWORDS:R&D,PLATFORM,PRODUCTCREATIONPROCESSMANAGEMENT,PHILIPSLIGHTINGELECTRONICS1200412120031220031212,3200249FIGURE2-1AnnualSaleAndMarketRankingof4BusinessGroupsInPhilipsLignting4FIGURE2-2SaleRateat4RegionalMarketsInPhilipsLigntingElectronicsIn20015678Vision“TheClearLeader:Settingthepaceintheindustry”91011FIGURE4-1InnovationChaininPhilipsLightingElectronicsSince200112FIGURE4-2InnovationManagementTopOrganizationInPhilipsLightingElectronics13FIGURE4-3The3PhasesOfTimeToMarketInPhilipsLightingElectronics141516FIGURE4-4InnovationChainInPhilipsLightingElectronicsBeforeItImplementPlatformStrategyForProductDevelopment17FIGURE4-5InnovationChainInPhilipsLightingElectronicsAfterItImplementPlatformStrategyForProductDevelopment4-318192021222324FIGURE4-6The“Qin”ProjectAndIts4MainFieldsInPhilipsLightingElectronics252627282930FIGURE5-1TheStage-gateProcessOfType3ProjectsFIGURE5-2TheStage-gateProcessOfType2ProjectsFIGURE5-3TheStage-gateProcessOfType1Projects313233ProductionEvaluationMarketDrivenImprovedActions3.0AgreedAssignmentPSUDraftPlatformSpecSFinalPlatformSpecABreadBoardDraftProductSpecB0PlatformPrototypeFinalProductSpec1.0ProductPrototypeDraftProductDoc1.1Productsampel(s)FinalProductDoc1.2Productsampel(s)Releasedproduction&ProcessDoc2.0FinalProductsAssignmentConceptPlatformFeasibilityPlatformDevelop-mentProductFeasibilityProductDevelop-mentPilotPrepa-rationPilotProductionMilestoneDocumentResultsHardwareResultsBGSTRATEGICPLANFIGURE5-4TheInPhilipsLightingElectronics3435FIGURE5-4TheOrganizationOfATypicalProjectInPhilipsLightingElectronicsProjectExtentedTeamProjectManager/ProjectLeaderProductManagerDesignLeaderManufacturingLeaderPurchasingLogisticsComponentDesignSupportGroup(CAD,V&A)DCCDevelopmentOfothersitesTechnicianTechnologyExpert/ConsultantTeamSales(ifdedicated)QAFinanceResidentEngineerProjectCoreTeam363738394041424344InputProcessOutputResponsibilityRequirementMSMeetingMinutesReportCorrectiveplanNon-conformingoccursAnalyzeinfluencecausedbynon-conformingcaseandreasonofnon-conformingcaseCanbecorrected?Cantakerisktocontinueproject/releaseproductandcorrectnon-conformingcaseinnextphase?ReportproposaltoprincipalApproval?Continueproject/releaseproductSuggestcorrectiveplanPlancorrectiveactionImplementcorrectiveactionEvaluatecorrectionresult:OK?Reporttoprincipalandadvise:1.updateprojectrequirement;2.TerminateprojectUpdateprojectrequirement?UpdateprojectrequirementTerminateprojectNYNYNYNYYNMilestoneMeetingMinutes,ReportMilestoneApprovalSheet,ApprovedreportUpdatedSpec./ReturnMap/ScheduleProjectTeamProjectTeamProjectTeamProjectManagerPrincipalPrincipalProjectTeamProjectTeamProductManagerTheprincipalmakedecisionbasedonbusinessconcernandotherimportantfacts,suchasmandatorystandard,safetyandfieldreturnrisk.45464748[1]98100飞利浦照明电子产品研发的策略和过程管理研究作者：胡荣宝学位授予单位：上海交通大学相似文献(10条)1.期刊论文许扬.赵一谦.李剑侠.郑伟民.田炜.丁积军论直拉单晶炉技术平台的逻辑演进-人工晶体学报2004,33(3)要求不断增大晶棒直径、不断提高晶体质量的晶圆市场,推动我国直拉单晶炉产品系列出现过三代更替,与此对应,产品赖以存在的技术平台也经历了三个阶段的演进.第四代产品研发需要在以往技术积累基础上,在炉室材料、炉体结构、焊接工艺、机械传动和电气控制、计算机智能控制、磁场发生装置和热场材料等方面进行新一轮技术创新.2.学位论文韩国军西门子医疗上海公司产品研发策略改进研究2007面对医疗器械行业日益激烈的竞争，企业之间基于制造能力的低成本竞争已经越来越不能构成企业的竞争优势。企业战略重心开始从生产制造向产品创造转移。西门子医疗上海公司研发中心建立仅三年多时间，研发管理中存在研发中心功能定位不清，产品策略缺失，产品开发过程管理僵硬，设计中风险分析方法不完善等问题，这些正成为制约企业研发水平提升的“短板”。鉴于此，作者对公司研发策略进行了研究，讨论了其中存在的问题并提出应对的策略。本文第一章说明了本论文的研究背景、目的和意义。第二章研究了公司研发现状，分析了企业研发管理中存在的问题及成因。第三章分析了上海公司研发中心和母公司研发中心功能定位不清，分工不明确，导致定位重叠，重复开发的问题。研究了西门子在华成立研发中心的意义及其不同阶段的功能，讨论母子公司战略的联系，指出母公司应采取“攻击者策略”，功