然而,毕竟新能源汽车行业技术水平和其配套的产业链水平现在还处于初级阶段,
很多经验数据都是零,产业人才也很缺乏,这使得新能源汽车产业链上的企业的工作开
展会比较困难。现阶段,一方面面临着政府大力推进的市场,一方面是不太健全的产业
链、技术经验以及人才。在这种状况下,对于这个产业的产品开发提出了很高的要求,
主要表现在技术经验缺乏的情况下如何短时间开发出性价比优良的产品
BSB公司是伴随新能源汽车行业起步而开始的专注于新能源汽车高压系统的公司,
公司产品包括连接器、接触器、母排、高压线束以及高压配电类产品。公司成立于2010
年,基本和新能源汽车产业化时间同步。公司2013年前基本上是产品研发,公司很多
矛盾特别突出。2014年以后,随着新能源汽车批量化开始,再加上公司的沉淀不足,其
产品开发进度和质量之间的矛盾特别突出。主要表现在:一、产品开发时间短,很多时
候,我们的产品从接到项目信息到产品批量出货不到一个月的时间;二、产品的技术经
验不足。新能源汽车产业化过程中,为了使其产业化(性价比优良的零部件)顺利进行,
很多零部件都是新产品开发。技术经验不足主要表现在:1、类似产品可供借鉴的经验
很少,有类似产品经验的人才缺乏。2、具备合适的多行业技术知识的人才缺乏,有的
时候,一些产品需要打破产业的界限,比如机械行业需参杂电子行业的知识。3、行业
产业链不健全,有些工艺是用在其他行业,但在这个行业从没应用过;三、公司沉淀较
少,产品量产经验缺乏。四、客户的要求时刻在变化。由于很多应用数据没有,客户的
开发也是处于一种摸索阶段,所以所给出来的参数也是时刻变化;五、公司组织结构混
I 乱,针对产品开发的支持以及激励都不够,产品开发人员承载了过多的过程控制事情,
使得新产品开发的进度和质量都没有办法保证。在这种情况下,产品开发的协同管理就
变得非常迫切了
本文围绕着BSB公司新产品开发实际过程,以改善BSB公司新产品开发过程中的
问题为目标,采用提出问题、分析问题和解决问题的逻辑思路,借用协同管理相关理论
知识,分析BSB公司新产品开发管理现状和不足,提出了 BSB公司新产品开发高效率、
高质量提高的改善方案
关键词:新能源汽车新产品开发协同管理组织结构信息沟通
n RESEARCH ON NEW PRODUCT RESEARCH AND DEVELOPMENT PROJECT
SYNERGY MANAGEMENT OF BSB COMPANY
ABSTRACT
Recently, New energy vehicle(EV) technology is focused by all government in the world
because of environment pollution and energy shortage more serious. USA and Japan make
this industry as national strategy level, and make a lot of positive policy to promote this
market. The same situation in China, also, in traditional vehicle industry, Chinese technology
is not good as Europe, USA and Japan, and right now, in EV industry area, the technology in
China and foreign country both at same level. So, China have a chance to advance this
technology in the world. At this situation, our task is more hard than other foreign country,
and the government policy is more positive in China than other country.
However, New energy vehicle industry right now is just in initial stage. It lack of
experience and expert, this make the company in this industry area more hard to operate their
company. Right now, the government pay a lot of money and policy to promote this market,
on the other hand, the resource is not so good to support this product to meet the market
requirement, Such as bad supplier, lack of experience and expert. So3 it makes the product
develop very hard. And right now, the situation is how to develop new product in short time
and lack of experience.
BSB is a company with the same step of the new energy vehicle, and its product is focus
EV market, including Connector, contactor, bus bar,high voltage harness and Power
Distribution Unit. BSB is founded in 2010 and before 2013, the whole company resource is
focus on R&D department, and the situation changed at 2014, with some mass production
vehicle begin in sales stage,there are a lot of conflicts during the company operation,
including: 15 product developing time is very short;2 Lack of people with enough experience,
including a, there is no similar product to copy, and also the people with such experience is
very shortage; b5 those products need a lot of knowledge in different subjects so people need
spend a lot of time to master them; c, the support system is weaker than traditional industry
area; 3, No mass production experience in this company; 4, there is no application data to
hi support the vehicle develop, so, there is a lot of problem will arise after the vehicle put into
market,so, it need to change many times to meet the real application,also for us3 need to
change our design many times; 5, the organization of our company is in mess. The R&D
person also need to monitor mass production process due to the company do not have enough
mass production experience,and the stimulate to R&D person is not so good. So, it’s very
urgent for corporate product develop management at this situation.
Based on the characteristics of New product develop process of BSB and products
collaborative development model, in this article we911 analysis the problem arise during the
product develop process in BSB and research the factors afifected on product collaborative
development ability, and Finally we find a solution to improve this process-
KEY WORDS: New energy vehicle; New product development; Collaborative
management; Organization structure; Information communication
IV 目录
摘要 I
ABSTRACT HI
第一￥绪论 1
1.1论文选题的背景1.2研究的问题 2
1.3产品开发协同管理国内外的现状1.4协同产品开发研究的目的与意义1.5协同产品开发研究的方法和思路1.6论文的整体框架第二章相关理论综述 6
2.1汽车产品开发流程2.2协同和协同管理相关理论2.2.1协同基本定义2.2.2企业组织中的协同管理概念2.2.3协同管理模式应用与评价2.3新产品开发过程的协同管理2.3.1研发需求协同管理2.3.2研发过程协同管理2.3.3研发组织的协同化处理2.3.4研发辅助系统的协同第三章BSB公司新产品开发协同管理现状3.1BSB公司概况 14
3.1.1 BSB公司产品生产流程3.1.2 BSB公司组织架构及各部门的职责3.2 BSB公司新产品开发管理现状3.2.1 BSB公司新产品开发流程3.2.2 BSB公司2016年新产品开发完成状况V 3.3 BSB公司新产品开发协同管理存在的问题3.3.1需求协同管理方面的问题3.3.2研发过程协同管理方面的问题
21
3.3.3研发组织协同化方面的问题
21
3.3.4研发辅助系统协同方面的问题
22
第四聿BSB公司新产品开发协同管理问題成因分析
24
4.1研发需求协同管理问题的成因分析
24
4.1.1行业环境因素对研发需求协同管理的影响
24
4.1.2营销部门和客户之间的沟通障碍
24
4.1.3研发与营销部门界面阻碍因素
25
4.2研发过程协同管理问题的成因分析
26
4.2.1信息反馈不及时
26
4.2.2资源统一协调机制不完善
26
4.2.3人为因素影响协同工作
26
4.2.4流程效率不高
26
4.2.5在项目进度和状态监控上缺乏好的技术手段
27
4.3研发组织协同管理问题的成因分析
27
4.3.1组织专业化分工
27
4.3.2部门目标不协调
28
4.3.3激励制度不合理
30
4.4研发辅助系统协同管理问题的成因分析
30
4.4.1软、硬件系统因素
30
4.4.2信息沟通机制不完善
31
4.4.3部门文化因素
31
4.5 BSB公司智能汽车配电盒(SmartPDU)新产品开发协同管理实例分析
32
第五聿BSB公司新产品开发协同管理改善方案
36
5.1研发需求协同管理改善
36
5.2研发过程协同管理改善
37
5.3研发组织协同管理改善
38
5.3.1建立有利于新产品开发的组织架构
38
VI 5.3.2建立高于职能层面的共同目标
42
5.3.3建立部门间的联合奖惩考核体系
43
5.4研发辅助系统协同管理改善
43
5.4.1改善软硬件因素支撑产品开发协同管理
43
5.4.2构建协同工作中有效的信息沟通机制
45
5.4.3建立适应协同管理的企业文化
46
第六章结论与展望 48
6.1 ^ 48
6.2 MM 49
参考文献 51
致谢 52
VII 广西大学工商管理硬士
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