M公司是一家专业生产轨道交通机车车辆核心部件的技术导向 型大型国企。它是随着中国轨道事业的发展逐渐壮大起来，从数百员 工增长到过万员工，从引进国外技术到目前主导重要国际标准的制订， 目前已经发展成国内轨道交通业内一流企业。但是如何从国内一流企 业突破到国际一流企业并在激烈的国内外市场竞争中保持领先优势， 是当前M公司发展中遇到的最大问题。以M公司的发展历程为代表， 映射的是中国高新技术类企业/装备制造企业的发展历程，M公司遇 到的瓶颈和问题也是类似企业遇见的发展共性问题，分析研究并能很 好解决这个问题将对其他行业类似企业的发展起到很好的示范作用。 本文通过研究国内外研发管理实践现状，以产品开发、企业流 程再造概念以及集成产品开发理论为基础，阐述了M公司集成产品开 发管理体系现有架构设计及实际应用现状，分析主要存在核心团队职 责不明确、缺乏对各业务单元的有效约束、产品战略规划不足、流程 管理粗放等问题，提出对组织体系建设、产品战略制定、市场体系规 划、项目管理、质量管理、绩效管理等几个重点方向进行优化的方案， 最后阐明采用集成产品开发体系完善、宣贯、跨部门团队组建、体系 完善与流程执行、企业文化建设、项目评价及绩效考核、信息化平台 支撑、公司高层高度重视和深度参与等策略来保障集成产品开发优化 方案的实施。 IV 关键词：集成产品管理体系,PDT,IPMT V ABSTRACT Mcompanyisalargestate-ownedtechnologyorientedenterprisethat isspecializingintheproductionofcorecomponentsoftrains.M companyhasgrownupwiththedevelopmentofChina'srailindustry,and nowithasmorethan10,000employees.Fromtheintroductionofforeign technologytotheformulationofinternationalstandards,Mcompanyhas developedintoafirst-classenterpriseinthedomesticrailtransitindustry. However,howtomaintainitsleadinthecut-throatmarketcompetition andhowtoexpandintoainternationalfirst-classenterprisesarethe biggestproblemsencounteredintheprocessofdevelopmentofM company.MostChina'shigh-techenterprisesandequipment manufacturingenterprisesalsohasencounteredsuchproblems.And takingthedevelopmentcourseofMcompanyasarepresentative, studyingandsolvingtheseproblemswouldgivesometypicalexamples inthedevelopmentofsimilarnewhigh-techequipmentmanufacturing enterprisesinChina. Basedontheconceptofproductdevelopment,businessprocess reengineeringandthetheoryofintegratedproductdevelopment,this articlestudiesthecurrentsituationofresearchanddevelopment managementpracticeathomeandabroad,analyzestheexistingproblems VI ofproductdevelopmentmanagementsysteminMcompany.Thisarticle putsforwardanoptimizationschemefortheexistingIPDmanagement systemofMcompany,anditsemphasisisontheoptimizationof organizationalmodelandassessmentmechanismofcross-departmental team.ThisarticledescribestheoptimizationschemeoftheexistingIPD managementsystemofMCompanyindetailfromtheaspectsofthe optimizationofIPDorganizationsystemconstruction,IPDproduct strategyformulation,IPDmarketsystemplanning,IPDproject management,IPDqualitymanagementandIPDperformance management.Thelastpartofthearticleensuretheimplementationofthe optimizationschemebyformulatingspecificimplementationsteps,which includingthedocumentsrevisingofIPDmanagementsystem,the establishmentofIPDcoreteam,theperfectionofthesystem,the executionoftheprocess,theconstructionofenterpriseculture,the evaluationproject,therecognitionoftheperformance,thesynchronous optimizationoftheinformationplatform,etc.andalsothefirm determinationofimplementingtheIPDmanagementsystemofthesenior managementofthecompany. KeyWords:IntegratedProductDevelopmentManagementSystem,PDT, IPMT i 目录 摘要..............................................................................................................................II ABSTRACT...................................................................................................................V 第一章绪论..................................................................................................................1 1.1论文的研究背景及意义..................................................................................1 1.1.1研究背景...............................................................................................1 1.1.2研究意义...............................................................................................2 1.2研发管理发展和国内外实践现状..................................................................3 1.2.1研发管理发展综述...............................................................................3 1.2.2国外研发管理实践...............................................................................5 1.2.3国内研发管理实践...............................................................................7 1.3论文的研究方法..............................................................................................9 1.3.1观察法...................................................................................................9 1.3.2实地调查法.........................................................................................10 1.3.3案例研究法.........................................................................................10 1.4论文的写作思路和技术路线........................................................................10 1.4.1论文的写作思路.................................................................................10 1.4.2主要技术路线.....................................................................................10 1.5论文创新点....................................................................................................11 第二章理论基础........................................................................................................13 2.1产品开发的概念............................................................................................13 2.2企业流程再造概念........................................................................................13 2.3集成产品开发理论........................................................................................13 2.3.1集成产品开发的定义........................................................................14 2.3.2集成产品开发的核心思想................................................................14 2.3.3集成产品开发的目标........................................................................15 2.3.4集成产品开发的体系框架和要素....................................................15 ii 第三章M公司集成产品开发管理体系应用现状....................................................17 3.1M公司产品开发管理体系简介...................................................................17 3.1.1M公司产品开发管理体系发展历史...............................................17 3.1.2M公司实施集成产品开发管理体系的原因....................................21 3.2M公司集成产品开发管理体系简介...........................................................22 3.2.1M公司集成产品开发管理体系实施目标.......................................23 3.2.2M公司集成产品开发管理体系实施总体框架................................23 3.2.3M公司集成产品开发管理体系流程设计........................................26 3.2.4M公司集成产品管理体系实施的具体方式....................................30 3.3M公司集成产品开发管理体系实施后发现的问题...................................31 3.3.1资源的浪费与冲突............................................................................31 3.3.2产品开发效率降低............................................................................32 3.3.3产品成本上升....................................................................................32 3.3.4产品质量下降....................................................................................33 3.3.5过设计的存在....................................................................................34 3.4问题的原因分析............................................................................................34 3.4.1研发组织结构不合理，研发职责不明.............................................34 3.4.2缺乏对各业务单元的有效约束.........................................................35 3.4.3产品战略的规划不足.........................................................................36 3.4.4流程管理粗放.....................................................................................36