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 demonstrated.
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 NPD Organizational 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 a competitive 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
Project completion 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 and OTD performance
新产品开发 - 预期结果
与设备有关的项目周期时间下降40%
实现目标式第一次通过率和按时交货
基础状况
Base Line
-10 %
- 20%
- 35 %
- 40 %
- 40 %
新产品开发流程预计时间（天）
Estimated Time NPD Process (days)
改进新产品开发流程的效益
Improved NPD Process Benefit
以基础点比较下降比例
% Reduction over Base Line
天数Days
内部化
实现结果Internalization
Realizing results
行动
Actions
在研讨会所定的基础线 Workshop Base Line input
（需要新设备的新产品开发项目）(New Product Development projects requiring new equipment)
目标状况
Entitlement
行动
Actions
行动
Actions
内部化
实现结果Internalization
Realizing results
行动
Actions
内部化
实现结果Internalization
Realizing results
行动
Actions
行动
Actions
6个月
12个月
18个月
24个月
30个月
36个月
内部化
实现结果Internalization
Realizing results
- 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 products
over rolling 24 months
- Number of new products
over rolling 24 months
取得新产品开发
的成本目标
Achievement of
cost target of
new products
第一次通过率
和订购到货时间，
材料元件和设备的接收
FPY and OTD
reception
of materials,
components
and equipment
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 Process
OTD performance
of milestones
And delivery to Mfg
周期时间
概念期
和设计规格
CT Concept phase
and
Design
specifications
第一次通过率
和周期时间
界定材料、元件和设备需求
FPY and CT
Definition of
requirements
for materials,
components
and equipment
客户满意度
-设计类的投诉和改正比率
Customer
Satisfaction
-
Design related
Complaints
and
correction rate
设计的调整
-开发期内
-开发完成后
Design
Modifications
During development
After hand-off
实际费用和
预算费用的对比
Actual expense
versus
budget expense
新产品开发流程
-推广周期时间
反应时间
NPD process
Roll up CT
Response CT
新产品开发- 绩效考评图
NPD - Cockpit Chart
建议模式
PROPOSED MODEL
NPD Process 0 - 6 months Process Impact
Install NPD process measurements
Validate Project lists
Develop and install NPD Steering Committee – get approval by BIT
Install NPD AIP management (Starts control criteria and project launch process )
Define pre-requisites of business case development
Validate high level barriers NPD, initiate barrier removal activities
Initiate Project management principles and tools
0-6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
确定并部署新产品开发指导委员会，并取得业务改进团队批准
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）
界定商业开发的先决条件
确认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
Deploy Project Starts control process through Steering Committee
Install NPD budgeting process
Implement ”Business Case” process to support project launch
Develop resources and skill base to support Entitled NPD Process
Install Management project review process
Install Specification Change Management process
Optimize Process links between NPD and S&M, Mfg – CFT barrier removal activity
Assign NPD core Project Team
6-12 个月内需完成的行动
Actions to be completed during 6-12 Month Period
通过指导委员会部署项目启动控制流程
实施新产品开发预算流程
实施“商业化”流程，支持项目启动行动
确定支持目标式新产品开发流程所需的资源和技能
部署管理项目的评估流程
部署规格变革管理流程
优化将新产品开发、销售和营销、 生产流程的衔接-跨职能障碍排除
部署新产品开发核心项目团队
NPD process 6 - 12 months Process Impact
Project management process is effective
Marketing defines Product roadmap
NPD/Mktg agree on technology roadmap
NPD resource requirements and skill base are balanced with business objectives
Balance NPD resources to the requirements of the business objectives
Internalization of Entitled process
12-18个月内需完成的行动
Actions to be completed during 12-18 Month Period
项目管理流程开始生效
营销职能界定产品开发实施详细流程
新产品开发/营销部门就技术实施详细流程达成一致
根据业务需求，平衡新产品开发资源
目标式流程的内部化
NPD process 12 - 18 months Process Impact
NPD process 18 - 24 months Process Impact
Internalization of Entitled process
Realizing results
18-24个月内需完成的行动
Actions to be completed during 18-24 Month Period
目标式流程的内部化
实现结果
NPD process 24 - 30 months Process Impact
Internalization of Entitled process
Realizing results
24-30个月内需完成的行动
Actions to be completed during 24-30 Month Period
目标式流程的内部化
实现结果
NPD process 30 - 36 months Process Impact
Internalization of Entitled process
Realizing results
30-36个月内需完成的行动
Actions to be completed during 30-36 Month Period
目标式流程的内部化
实现结果
